Transcript Mayor Mark S. Nexsen Lake Havasu City

A Tale of Three Cities
Flagstaff &
the City Manager Perspective
League of Cities and Towns
Annual Conference
August 21, 2014
A Tale of Three Cities
• The Council-Manager Form
• How Does it Work Best?
• Terminating a Manager
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
COUNCIL-MANAGER FORM
 Developed in late 19 th /early 20 th centuries.
 Municipal reformers wanted to rid cities and
towns of the pervasive “political machine” of
the spoils system.
 Wanted politically impartial managers to
carry out the administrative functions;
provide organizational stability.
 Individual Loyalty
Team Approach.
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
COUNCIL-MANAGER FORM
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
COUNCIL-MANAGER FORM
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
COUNCIL-MANAGER FORM
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
COUNCIL-MANAGER FORM
So where did we get a crazy idea like this?
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
COUNCIL-MANAGER FORM
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
HOW DOES IT WORK BEST?
• Recognize they are different jobs
• Combine your respective roles to accomplish
City business
You are Part of A Team!
You Need Each Other!
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
HOW DOES IT WORK BEST?
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Advice for Managing a Manager
Annual Performance Evaluation
Set Expectations
Monitor & Report on Council Goals
Require Real Options
Expect Facilitation, Articulation &
Communication
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
HOW DOES IT WORK BEST?
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Communication, Communication, Communication!
No one likes surprises!
Communication is a two-way street.
Provide consistent information to all.
Adapt communication methods.
Open, honest, respectful communication builds
confidence and trust.
AZ League of Cities and Towns – 2014 Annual Conference
A TALE OF THREE CITIES:
HOW DOES IT WORK BEST?
Terminating a Manager
• “At Will”
• Takes a majority
• Contracts and hearings
• Can you explain to media
• Can you explain to the public
• Termination agreement
AZ League of Cities and Towns – 2014 Annual Conference
Thank You For Your Service!
Kevin Burke
Flagstaff City Manager
[email protected]
928.213.2078
A Tale of Three Cities
Vice Mayor Yvonne Knaack
City of Glendale
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Elected in November 2006 to represent the Barrel District
Re-elected and began second term in January 2011
Appointed Glendale’s first female Vice Mayor in
February 2013.
State Farm Insurance Agent with a Chartered Life
Underwriter designation
Council-Manager Form of
Government
“The Council-Manager form of government
combines the strong political leadership
of elected officials with
the strong managerial experience of an
appointed manager or administrator.”
– According to the International City/County Management Association
Glendale’s Story
• Recent History in Glendale - Council/Manager
Relationships
– City Manager retiring at a time of turmoil and
during election cycle – June 2012
– Interim City Manager (Internal)
– 2nd Interim City Manager (External)
– Current City Manager hired July 2013
“Chaos is the final state in a system’s movement away from order.”
– Margaret J. Wheatley
Understanding Roles
• The roles in a Council/Manager Form of
Government
– Council – Sets policy
– Manager – Implements policy and administers the
day to day operations of the city
• Important for newly elected officials to
understand and respect these roles
• Essential to have confidence and trust in your
city manager
Open Communication
• Lack of information provided to council vs.
open communication
• All members of the council should have the
same information
• Glendale’s solution
– If a member of the city council asks for
information or asks a question of staff, that
information must be provided to all
• Solution is working
Decision Making/Stability
• Reasons 7-0 and 6-1 votes are positive but
perceived as negative
• If a manager does their job items are
communicated, vetted, sometimes reworked
before coming to a vote
• A city’s stability affects their bond ratings
• The election cycle’s effect on an organization
“I believe that the capacity that any organization needs
is for leadership to appear anywhere it is needed, when it is needed.”
– Margaret J. Wheatley
Appointed Official Evaluations
• Important to make the expectations of an
appointed official clear during the evaluation
process
• Glendale’s past appointed official evaluations
were subjective and unprofessional
• Glendale’s Solution – using a facilitator for
evaluations
– More professional
– Removes the politics/challenging relationships
• Solution is working
Closing Comments
• Discuss current successes
“For us, someone who is willing to step forward and help is much more
courageous than someone who is merely fulfilling a role.”
– Margaret J. Wheatley
Mayor Mark S. Nexsen
Lake Havasu City
Elected in November 2006
Re-elected November 2010
Certified Public Accountant since 1978
Retired partner from Ernst & Young LLP
From Citizens Point of View
• First elected in period of turmoil for LHC
• Citizens felt that staff was running the City – the
comments were that Council had “staff infection”
• City manager at the time loved chaos and drama
• Citizens were tired of turmoil and wanted change
– As we all know, citizen sentiment also changes over time – but
more on that later
• Decided to work with the “inherited” City Manager and
try to make it work for sake of stability
So How Did That Work Out?
• In short, not good!
• Constant drama and personnel investigations by City
Manager
• Outside investors were frightened away from LHC
• No harmony amongst employees
• Council rarely received information (or received bad
information)
• Something had to give.
The Transition
• Former manager did not listen to our concerns about
lack of information or the chaos created
• Former manager wanted review in public
• The review was in front of a packed house
• Former manager went on the attack accusing Mayor
and council of all sorts of things
• But the public had enough
• Still the vote was 4-3 to fire the manager – primarily
because of the severance package
Now we need a City Manager and Fast
• Hired from existing staff as Interim Manager
• Made it clear what Council wanted and full time position
was open to all
• Confidence levels grew so Interim Manager became new
City Manager
• I discussed with new City Manager why I thought last
relationship went sour
• He laid out his expectations with me
• We gave each other permission to disagree with one
another in private setting
Why does this relationship work?
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Free flow of information – Cannot be over emphasized
No drama
We know each others role and respect it
Publically support each other in their respective role
We share advice (or disagree) without regards to our
roles but it is done privately
• For us, it is OK to say I think that is not the best course of
action and present our case. Minds do change with those
discussions and better decisions are a result
• Mutual respect, trust and participatory relationship
Back to citizens view
• Most observed a cohesive unit
• “Staff infection” if there was any, now cured
• Viewed Mayor, Council, Manager and City Attorney
as a team all working to a common goal
• Those that like drama, think it is too cozy and Mayor
had amassed too much power
• Communication throughout organization is a must to
avoid wrong perception
Evaluations
• Our Vice Mayor coordinates
• Prescribed form to be used by Council – very lengthy
• Key stakeholders in community complete much
shorter version
• City Manager completes his own for comparison
• Typically reviewed in Executive session but may
request for it to be done in public – That’s always
fun!
Conclusion