HomeMy WebLinkAbout06-09-2021 Special City Council Work Session Packet
SPECIAL CITY COUNCIL WORK SESSION
Mayor
Amáda Márquez Simula
Councilmembers
John Murzyn, Jr.
Connie Buesgens
Nick Novitsky
Kt Jacobs
City Manager
Kelli Bourgeois
Public Safety Bldg—Training Room, 825 41st Ave NE
Wednesday, June 09, 2021
4:00 PM
AGENDA
NOTICE THIS MEETING WILL BE IN-PERSON ONLY AND WILL NOT HAVE AN OPTION TO ATTEND
VIRTUALLY
CALL TO ORDER/ROLL CALL
WORK SESSION ITEMS
1. Collaboration Session with Pam Whitmore
ADJOURNMENT
Auxiliary aids or other accommodations for individuals with disabilities are available upon request when the request is
made at least 72 hours in advance. Please contact Administration at 763-706-3610 to make arrangements.
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AGENDA
Collaboration/Communication Workshop
June 9, 2021
4:00 pm – 8:00 pm
Facilitator: Pamela Whitmore, Eckberg Lammers
4:00 – 4:15 Introduction & Opening Exercise
4:15 – 5:15 Communication Styles/Perspectives
• You as a Communicator
• Perspectives in every Meeting or
Conversation
• Goals as a Communicator
5:30 – 7:00 Roles as an Elected Official /Group Decision
Maker
• Role as Leader & Member of Group
Decision Making Body
• Communication Tips as a Group Employer
• Best Practices for Meeting Management
• Best Practices or Engaging in Interest-
Based Dialogue
7:15-8:00 Social Media as Friend, Not Foe
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Communication Styles
Connector
A Connector’s world revolves around people, relationships, and fostering growth in
themselves and others. When speaking, they first focus their attention on establishing a
relationship or reconnecting with the person. The information they wish to convey is
woven into this relationship-building endeavor.
Connector Personality Style
• Friendly, helpful, empathetic
• Optimistic
• Expressive with emotion
• Fostering or maintaining harmony
• May use metaphors to embellish points
Tips for Communicating with Connectors
• Acknowledge them
• Show appreciation
• Include them
• Have patience
• Don’t “bark” orders
Planner
Planners are generally respectful and responsible. They listen for details so they know
what their part is. They usually size up a situation for what would be most appropriate
before responding.
Planner Personality Style
• Purposeful, plans ahead
• Respectful, appropriate
• Supportive of policies and rules
• Detail oriented, chronological
• Loyal, devoted
Tips for Communicating with Planners
• Be prepared, give details
• Stay on target, be consistent
• Show respect
• Don’t interrupt
• Recognize their contributions
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Thinker
Thinkers for the most part, communicate for the purpose of gaining or sharing information.
During a conversation, their attention is usually focused on the matter at hand, not on the
relationship.
Thinker Personality Style
• Logical and objective
• Includes facts and information
• Big picture, conceptual
• Questioning, critiquing
• Wry sense of humor
Tips for Communicating with Thinkers
• Allow them time to ponder
• Skip the “small talk”
• Avoid redundancy
• Give big picture or point first, then fill in details if asked
• Don’t misinterpret their need for info as interrogation
Mover
Generally, Movers want to share their opinion the minute it hits their mind. Interested in
taking action and being expedient, they may skip the softeners and go straight for the
“punch-line”.
Mover Personality Style
• Casual, playful
• Spontaneous, now oriented
• Fast-paced, changes subjects quickly
• Straightforward
• Active, involved, mobile
Tips for Communicating with Movers
• Use “sound bites”
• Move with them while they multitask
• Appreciate their flair
• Allow options and flexibility
• Lighten up
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What’s my role as an elected
official?
Passion: The Leader’s Role
As a leader in local government, make it part of your approach to
recognize what is important to others and to admit your own
self-interest as well. Trying to hide self-interest or being evasive
about it is what makes us targets of suspicion. By admitting your
self-interest, recognizing others and developing an integrative
approach or solution, the public benefits. On the other hand,
trying to reduce someone else’s power, ignoring conflicts, and
avoiding difficult discussions and decisions thwarts true
collaboration.
Power: The Leader’s Role
As a leader in local government, the council, not an individual,
has authority to govern. Because of the process of group decision
making, leaders acknowledge conflict, listen, share perspectives
and focus on policy, not personal. People naturally avoid the
difficult discussions and dialogues that true change engenders.
Specific action plans emerge as conflicts are resolved.
Organizations make real headway when they start responding to
the plans by changing individual policies and procedures.
Steering the Ship
In city hall and in local
government, you have to get
things done without drama
- Jim Gray
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Council Conduct with City Staff, the Public, Each Other
Council role in public meetings
1. Use formal titles.
It is preferred that Council refer to one another formally during public meetings as Mayor, or
Council Member followed by the individual’s last name.
2. Be intentional about WANTING to understand others’ perspectives.
Listen with curiosity. Each elected official brings a unique perspective and represents a different
part of their residents. Truly doing what is best for the city is to understand others perspective and
come up with integrative solutions to address the diverse needs.
3. Practice civility and decorum in discussions and debate.
Difficult questions, different points of view, and varying degrees of information represent the
unique qualities of democracy in action. However, when participating in this process, making
personal, slanderous, threatening, abusive, or disparaging comments is not productive and benefits
no one.
4. Honor the role of the Chair in maintaining order and help, when appropriate.
It is the responsibility of the Chair to keep the comments of all participants on track during public
meetings, including abiding by public comment rules. The mayor should do so, but the other
members can help. Council Members should honor efforts by the Chair to focus discussion on
current agenda items. If there is disagreement about the agenda or the Chair’s actions, those
objections should be voiced politely and following adopted procedures.
5. View staff as part of your team.
Staff’s role is to run the day-to-day and provide Council with information to help council make
policy decisions. Understand communication practices or policies in place for getting information
from staff. Ask your questions about agenda items before meetings or, in the alternative, give staff
a “heads-up” that you will be asking questions about a certain agenda item even if you reserve the
right to ask the question at the meeting. Listen to residents, but do not make promises to residents
or badmouth staff or other council. Refer residents to staff when appropriate.
6. Role model effective problem-solving approaches.
Council Members have a public stage to show how individuals with disparate points of view can
find common ground and understanding, that leads to decisions which benefit the community.
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Council role in private encounters
1. Continue respectful behavior in private.
2. Be aware of the insecurity of written notes, voicemail messages, and e-mail.
Technology allows words written or said without much forethought to be easily distributed. How
would you feel if this voicemail message was played on a speakerphone in a full office? What
would happen if this email message was forwarded to others?
3. Even private conversations can have a public presence.
Elected officials are always on display – their actions, mannerisms, and language are monitored by
people around them that they may or may not know. Lunch table conversations can be
eavesdropped upon, parking lot debates may be watched, and casual comments between
individuals before and after public meetings noted. Remember, the public assumes comments
made by an elected official are made in their role as an official.
Council role with city staff
Governance of a City relies on the cooperative efforts of elected officials, who set policy, and the City
Manager/City Administrator and staff, who implement and administer the Council’s policies.
Therefore, every effort should be made to be cooperative and show mutual respect for the
contributions made by everyone for the good of the community.
1. Treat all staff as professionals.
Clear, honest communication that respects the abilities, experience, and dignity of everyone is
expected. Don’t assume that staff is doing anything other than their best efforts at their job.
Remember to show appreciation.
2. Direct staff issues and assignments to the City Manager/City Administrator.
Assignments for City staff and/or requests for additional information should be directed to the City
Manager/City Administrator as a best practice. Materials supplied to a Council Member in response
to a request should made available to all members of the Council so that all have equal access to
information.
3. Ask questions before the meeting of staff or, if want to ask at the meet ing, give staff a heads up
about the question or topic you plan to address.
4. Never publicly criticize an individual employee.
Council should never express concerns about the performance of a City employee in public, or to
the employee directly. Comments about staff performance should only be made pursuant to city
policy.
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5. Allow staff to handle administrative functions.
Avoid any attempt to influence City staff on the making of appointments, awarding of contracts,
selecting of consultants, processing of development applications, or granting of City licenses and
permits.
6. Check with the City Manager/City Administrator on correspondence before taking action.
Before sending correspondence, Council Members should check with the City Manager/City
Administrator and City Council to see if an official City response has already been sent or is in
progress.
7. Do not solicit political support from staff or expect Staff to play favorites.
Council Members should not solicit any type of political support (financial contributions, display of
posters or lawn signs, name on support list, etc.) form City staff. City staff may, as private citizens
with constitutional rights, support political candidates but all such activities must be done away
from the workplace.
Council with public
Council members should avoid signs of partiality, prejudice or disrespect toward an individual
participating in a public forum. Every effort should be made to be fair and impartial in listening to
public during comment time.
1. Be welcoming to speakers.
Negative body language can make people feel unacknowledged or defensive. Speaking in public
can feel intimidating by itself, so be thoughtful about listening to speakers. It is disconcerting to
speakers to have Council Members not look at them when they are speaking. It is fine to look down
at the documents or to make notes, but reading for a long period of time, gazing around the room,
or entering prolonged dialogue with adjacent Council Members or staff gives the appearance of
disinterest. Be aware or facial expressions, especially those that could be interpreted as “smirking,”
disbelief, anger or boredom.
2. Adopt and follow a clear public comment policy that is well posted.
Established procedure for public comment that is accessible and well posted decreases confusion
to all – council, staff and public – about parameters of comment. Suggested best practices include
a sign-up sheet for comment, time limits on speakers, and policy directives that council will listen,
but likely will not ask questions during public comment. Efficient councils do not engage the public,
but rather, refer follow up to staff or a designated council member.
3. Be fair and equitable in enforcing public comment policy, including allocating time to individual
speakers.
4. Ask for clarification but avoid debate and argument with the public.
Only the Chair – not individual Council Members – can interrupt a speaker during a presentation.
However, a Council Member can ask the Chair for a point of order if the speaker is off the topic o r
exhibiting behavior or language the Council Member finds disturbing. Council Members should
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merely listen and refrain from questions other than in limited circumstances to seek to clarify or
expand information. It is never appropriate to belligerently challenge or belittle the speaker.
5. Do NOT undertake personal attacks of any kind, under any circumstance.
6. Follow parliamentary procedure in conducting public meetings.
Council in unofficial settings
1. Make no promises on behalf of the Council.
Council Members will frequently be asked to explain a Council action or to give their opinion about
an issue as they meet and talk with the public. It’s appropriate to give a brief overview of City
policy and to refer to City staff for further information or appropriate action. It is inappropriate to
overtly or implicitly promise Council action, or to promise City staff will do something specific (fix a
pothole, remove a library book, plant new flowers in the median, etc.)
2. Make no personal comments about other Council Members.
It is acceptable to publicly disagree about an issue, but it is unacceptable to make derogatory
comments about other Council Members, their opinions and actions.
3. Remember that Council Members are always on display.
Council Members are constantly being observed by the community every day that they serve in
office. Their behaviors and comments serve as models for proper deportment in their city. Honesty
and respect for the dignity of everyone should be reflected in every word and action taken by
Council Members, 24 hours a day, seven days a week. It is a serious and continuous responsibility.
4. Remember that City Council and City Commissions serve the community, not individual interests.
The City Council appoints individuals to serve on City Commissions, and it is the responsibility of
City Commissions to follow policy established by the Council. But City Commission members do not
report to individual Council Members, nor should Council Members feel they have the power or
right to threaten City Commission members with removal if they disagree about an issue.
5. Be respectful of diverse opinions.
6. Don’t talk over others and be mindful of wanting to learn others’ perspectives.
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Tips for Success
The difference of perspective between elected officials and staff
Elected officials and staff bring important but different perspectives to their respective roles as part of a
democratic institution at the local level.
Elected officials focus on what their constituents’ value and need;
and
Staff has technical expertise in policy areas and what can work, given their day -to-day experiences
with implementing agency policies, practices and service delivery that can help inform the decision-
making process. Both perspectives are important in making decisions in the community’s interests.
Clear goals and priorities
A key task is for the governing body and staff together to assure staff have clear direction on the city’s
goals and priorities. Goal setting workshops can be useful forums for establishing governing board and
organizational priorities. This includes holding annual workshops in which goals are set, reviewed,
updated and/or retained, as well as direction on how the group wants to be kept updated on progress,
goals and priorities. Follow up, of course, is critical to maximizing a goal setting session’s value.
Capacity building
The entire community benefits from well-prepared and knowledgeable local officials. Some tools for
assisting with this goal include:
Candidate orientations that provide information about agency functions, pending policy issues,
including budget issues, and any regulations that apply to the campaigning process.
Newly elected official orientations conducted as soon as possible after election results are certified.
Content should include the nuts and bolts of how to accomplish objectives in their new role, as well
as briefings on current issues the city faces, the status of long-range plans and capital projects, and
the budget process.
Engaging in ongoing education through local workshops, references to helpful information about
local governance and policy issues, and conference attendance.
Credit for commitment to elective office
One dimension of staff’s role is to help governing board members receive the recognition they deserve
for their actions as public servants. As media opportunities occur, ensure the electeds are aware so they
may receive recognition for their service on community issues.
Role clarity
A shared understanding of the staff’s role and the governing board’s expectations optimize the working
relationship.
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A sustained effort by both Electeds and Staff
Successful relationships require ongoing effort and attention. Communication is a central element of
this effort.
Staff’s role is to present information and analysis objectively, fairly and without spin.
This includes willingness, when necessary, to deliver unwelcome information and minimize
surprises for the governing board.
Professionals recognize smart, conscientious and reasonable people can disagree on t he best
course of action (particularly given the differing perspectives that staff and elected contribute
to the analysis of what best serves the community’s interests).
Such disagreements are not and should not be taken personally.
All governing board decisions must be faithfully implemented, even those which differed from
what staff recommended.
Staff should never speak ill of elected officials, even to seemingly sympathetic and discreet
listeners. Word of what was said inevitably seems to get back.
Attention to detail
Doing the small things well helps governing board members trust staff on the big items.
Board/executive staff communication strategies
Establish communication priorities at the beginning of the relationship.
Work on ongoing communication/no surprises. A mutual goal in executive/board member
communications is for each to keep the other informed of developments relevant to the others’
roles and responsibilities. Another important goal is to avoid situations in which either elected
officials or the chief executives are surprised.
Board workshops
A board workshop, or series of workshops, can help to set goals and priorities for the city. Workshops
and communicating about decorum are key tools for the governing body. Such workshops enable the
board to establish overall goals and priorities the community and objectives for the chief executive to
pursue. Workshops can also create mutual expectations among board members on how they will work
together to achieve goals. Take the time to map this out early – it will be worth it in the long run.
Tailored communication methodologies
On a more day-to-day basis, regular communications between the chief staff person and elected
officials are advisable. How those communications occur will vary according to the preferences and
styles of the individuals involved.
Regular in-person meetings
Experts suggest that one-on-one meetings between the chief staff person and each governing body
member should occur frequently-- if not weekly, then biweekly or monthly.
Regular meetings with governing board are especially important when the body is divided. If the
chief executive meets only with members of the majority, the executive may undermine perceptions
of staff objectivity and neutrality.
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Although staff is bound to implement the policy adopted by the majority, the relationship the chief
executive develops must be with the body as a whole as well as with each individual who makes up
the body.
Weekly updates
Some cities find a weekly newsletter/email from the chief executive to governing body is helpful
practice.
These should be informational only—not an effort to achieve consensus among decision-makers
outside open and publicized meetings.
Executives and governing board members also need to be aware that such communications are
public documents subject to disclosure to the media or in litigation.
Voice-to-voice for sensitive matters
Communications relating to confidential or sensitive matters are best accomplished in pe rson or by
telephone.
Newly elected official orientations
A helpful practice is for each newly-elected governing board member and the chief executive to meet
individually early on. The meeting can include a tour of agency facilities and a briefing on key issues, as
well as a preview of issues to be covered in any additional orientation sessions planned. It also offers
elected officials the opportunity to get their most pressing questions answered.
Staff reports
Another form of communication between staff and elected officials (and others) are the staff reports
received in preparation for meetings. As a general matter, the following are recognized as good
practices.
Complete Staff Work. Staff reports that contain all the information necessary to make an informed
decision. This includes options and alternatives when appropriate, as well as anticipating questions
and concerns.
Usability. Complete information is useful only if it is in useable form. Executive summaries, graphics,
tables and decision-trees are ways to summarize complex information in an easier-to-understand
manner.
Plain Language. Acronyms, jargon and technical language should be avoided. Any term that is likely
to be unfamiliar to the average resident should be either defined or avoided in favor of more easily
understandable wording. Be succinct and prepare executive summaries for the members as often as
possible.
Analytic Framework. Use of a consistent framework for presenting policy analyses helps, and often
includes sections for definition, options and alternatives, evaluation of options, staff
recommendation, implementation and evaluation.
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i See generally, Your Role as a Local Elected Official, League of California Cities, New Mayors and Council Members
Academy, October 12, 2012, https://www.cacities.org/Resources-Documents/Education-and-Events-Section/New-
Mayors-Coucil-Members/2017-Handouts/09-Your-Role-as-a-Local-Elected-Official
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