HomeMy WebLinkAbout2000-09-05 - AGENDA REPORTS - COU/MAN LEADERSHIP UPDATE (2)CITY OF SANTA CLARITA
DMROFFICE MEMORANDUM
TO: Mayor Darcy & Members of the City C ci
FROM: George Caravalho, City Manager
DATE: September 5, 2000
SUBJECT: COUNCIIAIANAGEMENT/LEADERSHIP TRAINING UPDATE
City Council receive presentation on three recent planning workshops, review and discuss City
Council norms and procedures, and direct staff to bring a resolution on norms and procedures
to a City Council meeting for adoption.
On July 14-16, 2000 the City Council held a Team Building Workshop at TowsIey Canyon. It
was the first workshop Provided to this new City Council.
On July 25-26, 2000 the City's management staff held a planning retreat from which it
developed an action plan that includes specific action items to be accomplished over the next
two years.
Finally, on August 24, 2000 the City held a Partnering workshop with the City's capital
improvement Program staff and internal stakeholders.
These documents are being presented to the Council for review and discussion. In addition, at
the Council Team Building Workshop, Council directed the City Manager to research and
review plans on norms and procedures from other Cities. Staff has researched and Prepared
a guideline of additional norms and procedures for your consideration. Once the Council has
decided on a set of norms and procedures they may direct staff to Prepare a resolution and bring
it before the City Council for adoption.
ATTACHMENTS
Summary of City Council Team Building Workshop
Summary of Management Planning Retreat & Action Plan
Summary of Capital Improvement Program Workshop & Action Plan
City Council Norms and Procedures (from City Council Team Building)
Guideline of City Council Norms and Procedures from Other Cities
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SUMMARY
CITY COUNCIL TEAM BUILDING WORKSHOP
July 14-16,2000
Overview
The City Council team building workshop was held the weekend of July 14-16, 2000 at Towsley Canyon.
The team building workshop included all Council Members and the City Manager. Shirley J. Poitras and
Terri Bianco, consultants from Sentient Systems, Inc facilitated the workshop.
Objectives
The objectives of the City Council team building workshop was for the Mayor, Council Members, and
City Manager to build a strong and effective team by:
> Increasing communication among all participants
> Deepening the trust level among all participants
> rJaining awareness of their own and others' management/leadership styles
> Resolving specific issues raised by individuals
Procedures
The workshop was designed to tailor fit the City of Santa Clarita, which included the following phases.
Phase I — Individual Interviews
The consultant conducted individual interviews with each participant. From these interviews an
agenda of concerns was developed. The information gathered by the consultant was collated,
analyzed and used to design the workshop.
Phase 2 — Designing the Workshop
The actual design was based on the data collected from the interviews. Team building is a blend
Of Problem solving exercises leading to a more cohesive team. This approach provided three
important elements:
L A pragmatic approach that gave Participants concrete results
2. A real life forum in which the working norms of the team were explored and discussed
3. An Opportunity to try out new ways Of working together to make the team more effective
Phase 3 — Directing the Workshop
The workshop was held away from the City offices in a relaxed informal setting. The
methodologies used included such things as an instrument for determining individual
management/Ieadership styles, sub -group problem solving, creative problem so v g ques,
a lot Of group discussion, I in techni
and various theories and exercises were presented at appropriate times.
Summary CitY Council Tem Building Workshop
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Uadershlp and Strengths
Some of the leadership and strength qualities that were identified by the participants included:
City Council Leadership
• Visionary
• Compassion
• Moral, ethical
• Decisive
• Trusting
City COuncfl Strengths
Commitment
Results oriented
Energetic/Enthusiastic
Setting Council Norms
• Inclusive
• Tenacity
• Sense of humor
• Communicates — listens
• Mentor
• Motivator
• Enthusiastic
• Credible
• Fair & equitable
• Intelligent
Part of the workshop agenda included identifying the working norms of the City Council. This section of
the workshop is summarized in the attachment titled "City Comic No
Council Team Building). il rins and Procedures (from the City
Council Vision Statements
The " building workshop concluded with the City Council together with the City Manager and the
Department Heads discussing the vision for the City of Santa Clarita. The follo g s men
from this discussion. win tate ts resulted
0 The City of Santa Clarita is committed to the Preservation, creation and formation of open space,
Park$. and trails.
The City of Santa Clarita is committed to improved collaborative efic s wi 0 er gove
agencies, entities and rt th th mmental
stakeholders for all environmental issues affecting the City. e.g-. Porta Bella.
The City of Santa Clarita is committed to creating an infrastructure as development occurs.
'The City of Santa Chuita is committed to maintaining a safe and clean community.
The City of Santa Clarita is committed to embracing cultural
people. diversity. tolerance, and inclusion of all
The City of Santa Clarita is committed to maintaining and c
involvement and input. Ontinuing to value community
SUMM ItY COU Team Ung
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SUAEWARY
MANAGMENT PLANNING RETREAT
"Aligning the Future 2000-2002n
Overview
On July 25 and 26, 2000, the Citfs management staff took Part in an organizational
Planning retreat. The intended goal of this retreat was the development of a two-
year action plan to identify and address challenges facing the organization, and to
bring the goals of staff into alignment with those of the City Council.
Objectives
The objectives of the planning retreat included:
11 Identify challenges and breakdown barriers to Personal, profession d
Organizational development al an
> Enhance the effectiveness of the City's management team
> Identify organizational challenges/barriers and develop solutions to achieve
results
Barrier Identification
The first step towards developing an action plan was to identify Perceived p rs
Professional and organizational barriers that were collectively viewed as Ur e onal,
iiiting the
organization from achieving its full Potential. In order to facilitate this process,
Participants were divided into 5 individual teams to identify barriers, and ultimately
work together to develop action plans to address these issues. Barriers identified
through the process included:
• Need for enhanced organizational communication
• Need for greater/collective understanding Of Organizational goals & the "Big
Picture"
• Enhancement of Council/Staff relations
K A greater emphasis on staff development & mentoring,
• Greater clarification of roles & expectations of middle managers
• What business are we in?
• Community vision
Prioritization
The teams were instructed to review their list of barriers, prioritize and present
their top five barriers to the group. This Process resulted in the identification of the
top 20 barriers facing the organization. These barriers were categorized into the
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following five major themes: Communications, COuncil/Staff Relations,
Organizational Goals and Vision, Staff Development, and Management Direction.
BarrierAnalysis
The Participants of the Action Planning Session were instructed to break into their
teams and given the assignment to analyze their barrier/theme. Participants were
asked to evaluate the barriers from all perspectives. This Process of analysis
challenged the teams to define and find solutions for the identified barriers and is
the basis for the action plan.
Action Plan
The action plan consists of the identified top five barriers. The following is a brief
summary of barriers the action plan addresses:
1. Communications
9 The need for enhanced Organizational communication
2. Council/Staff Relations
0 The Opportunity to enhance Council and staff relations
3. Organization Goals and Vision
The need to deal with, manage, and recognize the changing face of the
organization, City, valley (i.e. Population, open space, Public safety, etc.)
4. Staff Development
9 Greater emphasis on staff training and mentoring
9
Management Direction
0 Review and clarity of roles and expectations, workload, city Processes, etc.
Aetio`32 Plan Implementation
Implementation is a key component to a successful action plan. , r identifying the
fiv. Aft
top 0 barriers facing the Organization and further de ning olutio
ying and assigning specific
Manager's Office went through the Process of identif fi ns, the City
individuals to each of the five implementation teams.
assignment is to implement the work effort to address the top ve org 8
Each implementation team is comprised of a cross-section of mid -managers who e
barriers Over the next two years. fi anizational
and updated on a quarterly basis. The implementation of the plan will be monitored
FuMm
SUMMARY
CAPITAL IM[PROVEMENT PROGRAM
WORKSHOP
Overview
Over fifty members of City staff assembled at the Capital improvement Program (CEP)
Partnering Workshop on August 24, 2000 at City Hall to discuss improving the CIP by
closer coordination and enhanced communication between departments. Stephen Clarke of
Employee Involvement Systems facilitated the session. Steve has successfully guided
multiple agency groups through partnering sessions for the Golden Valley Road Phase I
project, as well as several other programs in which City Staff have been involved.
Code of Ethics & Goals for the CIP
The group identified a series of goals for the team, issues to resolve, and developed a
specific Code of Ethics. A Partnership Charter was also created and approved by each of
the participants.
The importance of forming internal Partnerships between City groups to enhance the CIP
was emphasized. The ultimate success for the City to provide the projects desired by all
stakeholders depends on this level of true partnership.
The group then discussed basics of problem solving and where some of the common
mistakes are made when problems are being resolved. Some basic principles for
negotiation from Fisher and Ury's book entitled, "Getting to Yes" were outlined and
emphasized as key strategies for dealing with daily negotiations internally.
The team then developed their Code of Ethics, which is their commitment to each member
regarding how they will treat one another.
The group listed goals for the CIP and identified a list of Possible issues that could affect
the program. The goals were used to create the Partnership Charter.
Partnership Charter
The Charter is the partnership's statement of purpose and will be shared with all members
of the project team, including those unable to participate the day of the event. it was
recommended that the Charter be discussed periodically to keep everyone locked into the
importance of partnering. All participants need to be active partners and be highly
committed to the partnering process.
SUMMARY CAPITAL IMPROVEMENT PROGRAM WORKSHOP
PAGE 2
The Partnership Charter is reflected below, and represents the general consensus of all the
specific goals discussed during the session. The Charter's intent is to reflect all goals in
their entirety.
As stakeholders of the Santa Clarita Capital Improvement Program, we enter into this
partnership with the clear understanding that our partnership will require the h4ghest
level Ofcommitment from each individual partner.
We desire all projects to be eyVoyable to work on and will work together with respect
and due consideration for others, trust and open communication, and all voices will be
heard. We will strive to finish all projects with no unresolved issues, and will always
endeavor to apply an innovative, creative approach. Issues will be resolved quickly by
members closest to the issue. We will be flexible, responsive and accountable to the
Council and all stakeholders.
We commit to providing a quality finished product, on or ahead of schedule and
within budget. We will communicate issues responsibly to ensure excellent projects. We
will complete all projects with minimal inconvenience and maximum acceptance to the
public in a manner that is safe for all, and meets environmental concerns.
Issues & Action Plans
The group was divided into five teams to identify barriers, problems, and opportunities for
the CIP. Although each team had their unique perspective, there was some duplication in
the issues identified. Due to time constraints, initial efforts were undertaken to add
substance to many of the issues. Follow-up will need to take place to fully resolve the
identified issues. Some of the issues raised and discussed by these teams are listed below.
& Communication
• Agency relationships
• Public Participation
• Training and mentoring
Big picture focus - Goals
Understanding Council needs
Project direction
Changes Of Project scope
Internal coordination and accountability
Clarification of roles
Timelines and resources (realistic vs. expected)
Funding issues and restrictions
The facilitator recommended that the senior management team review these items and
assemble a cross -functional team (Vital
develop solid action plans. Issues Teams) to fully examine them in order to
The partnering workshop concluded with a summary of key points covered during the
workshop. Refining the CIP processes will be an on-going progression.
CITY OF SANTA CLARITA
CITY COUNCIL NORMS AND PROCEDURES
(Identified In City Council Team Building Workshop)
A. Council Interaction and Communication
I. Communication:
a. Everyone has the Opportunity to speak
b. Allow room for dialogue
c. Council Members should give a signal to the mayor to indicate they w t
to speak, mayor acknowledges before they begin speaking. an
d. Agree to disagree
e. Value council membees time
2. Rumors: When a rumor is involved, it is that Council MemberfS responsibility to
not validate the rumor or repeat it to Others. Assess the rumor by addressing the
Person the rumor involves. If a rumor affects the City than the issue should be
brought to the attention of the Mayor and the City Manager.
3. Opinions: Allow for everyone's opinion to be heard- and respected, even if they do
not win the vote or prevail on the issue. Strive for a win-win situation by
respecting diverse opinions.
B. Community Relations
I. Correspondence and Letterhead:
a. City letterhead with all Council Member names will be used for responses to
policy issues.
b. City letterhead with City seal only, will be utilized by individu Cc
Member for responses to constituent letters, al uncil
or as long as the Council Member indicates it so long as it is not a policy issue
of the Council. is his/her opinion, not the poli;�
2. Email:
a. Council Member should respond to an e-mail inquiry if they are comfortable
with the Council's Policy and stand on the issue; if not, refer it to the City
Manager.
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b. Council Member will forward e-mails and their responses to the Council
Secretary who win monitor responses and track the request, suggestion,
issue, etc.
3- I'ObbYing: Individual Council members can lobby or discuss with other
legislators, government officials or developers on issues that have been adopted
by the Council or is Council policy, they should not represent themselves as the
City if it is only an individual issue.
4. Intergovernmental Relations: City Council shall show tolerance and respect for
Other agency's Opinions and issues and
necessary. agree to disagree with them when
5. Follow-up: Council Members Who Participate in meetings or discussions with
outsiders and staff should be apprised of any department head or staff
communication f0flow up, particularly if there is a
Manager, City Council Members should get copied on all ome controversy; City
.correspondence.
C* COunc1VManager/Staff Communication
I. Special Events: All Council Members will be informed on events, activities,
groundbreakings, etc., and given the opportunity to attend; if it is a major event
and a large city accomplishment, there should be an attempt to schedule it so
that all Council Members can attend.
2. Invitations: When m*vitations to openings are Printed and city accomplishments
are announced on the invitation, all Council Members will review the invitations
before printing to be insure all accomplishments are included.
Members, it is appropriate for them to be at ci
3. Accomplishments: When there is an accomplishment by one or two Coun
the Opening, groundbreaking, ribbon
cutting, etc-, to accept the recognition and acknowledgment along with the city
staff that worked on the project. If it is a citywide accomplishment, particularly
those that are Positive and acknowledge the city's efforts, all Council Members
will be invited to be present.
4. State of the City Address: Each Council Member will present a segment of the
City's issues, taking 4-5 minutes each; the presentations will be in their own
style — power point, lecture, etc.
5. Public Presentations: Mayor will be the person representing the city; however all
Council Members will be consulted prior to the presentation.
6. Mayor: Mayor's Position is as a leader among equals; the City Manager goes to
the Mayor, as the representative leader of the Council.
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Personnel issues: Council Members Will not get involved with any personnel
matters except during a closed session where personnel issues will be discussed.
This includes hiring, firing, promoting,
Personnel matters. disciplining, and all other forms Of
8- Council Requests Of Staff. All Council reques dea ng with poli sues d
those requests which ts H CY is an
may be construed as direction go through the City
Manager, except for general inquiries or questions in which cases Council may go
to the Department Heads or key staff in the City Manager's Office. Council
should not direct employees.
9. Fiscal Requests: Any request from City Council requiring financing must go
through the City Manager.
10. Controversial Issues:
a. If only one or two members feel something is controversial or a "hot" issue
and it may be coming before the Council, then the City Manager Will inform
the Mayor on the issue and it is up to the Mayor to inform the members of
the Council who might i� interested.
b. City Manager will advise management to become more
sensitive to potentially Political or controversial issues cOmi aware of and
Council ng before the
11. Staff Role on Issues: Staff will remain objective. Staff should not be an advocate
for issues unless so directed by Council. Rather, they should Promote or assist
the efforts of Council.
12. Upcoming Issues: Staff will inform Council as soon as Possible Of Upcoming
issues, particularly issues that will impact the city significantly and may be
coming before Council on short notice.
13. Staff.- City staff will implement all Council policies as directed by the City
Manager; staff will not implement any actions for the City without prior
approval of Council and Manager.
D. Agenda
I. Any Council Member or the Mayor can Put items on the agenda.
2. Either staff or Council can present agenda topics.
3. City Manager will try to research ahead of time any controversial agenda item,
what the issues n-dght be, and try to avoid any "surprise" conflicts. In a
democratic process it should be recognized that sometime's this is unavoidable.
4. Staff will flag agenda priorities in the council packets for the Council.
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5. Council will be given sufficient lead and preparation time for reviewing agendas
E. Meetings
1. Revisit the way the meetings are run:
a. To insure that the important issues are done upfront
Suggestion: By considering the suggested schedule on meeting earlier with
business only (d), important issues such as Public Hearing and unfinished
business items would be addressed at the start of the CitY Council Meeting.
c- L*Ok at moving public comment into two phases
Currently, public comment is structured into two phases. por example, public
comment for items not on the agenda is scheduled at the beginning of the City
Council Meeting- Public Participation is also permitted at the time an item is
being discussed.
d. Consider meeting earlier with business -only
Suggestion: This oPtion can
Consent Calendar at 8.00 p. be accomplished bY addressing items on the
m. prior to the City Council Meeting. once
routine items have been finalized, the CitY Council can break for dinner and
reconvene at 6:00 p.m. for Public Hearings and unfinished business ite
ion and Dana Point practice this schedule.
The Cities of El Ch MS.
e. Look at having a separate meeting for recognition
Suggestion: Recognition by the City Council can be given at the Consent
Calendar meeting, as explained in the schedu f
business only (d). le or meeting earlier with
f. Council will keep comments efficient and clear to help avoid long meetings
2. At 10:00 p.m., the City Manager will consult
the meeting will be over by 11:00 p.m. with the Mayor if it doesn't look as if
to consider moving items to future agendas.
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GUEDELINE OF
COUNCIL NORMS AND PROCEDURES
FROM OTBER CITIES
Act in the Public Interest
City Council shall recognize that stewardship of the public interest must be the primary
concern.
City Council will work for the common good of the people of Santa Clarits. and not for
any private or personal interest.
City Council will assure fair and equal treatment of all persons, claims and transactions
coming before the City Council and Commissions.
Advocacy
Council shall represent the official policies or positions of the City Council when
designated as delegates for this purpose.
When representing their individual opinions and Positions, Council shall explicitly state
they do not represent the City Council of the City, nor will they allow the infe nce at
they do. re th
Role of the Mayor
A. Authority of the Chair
Subject to appeal to the full Council, the Mayor shall have the authority to prevent
the n-dsuse of motions or the abuse of any Privilege or obstruction of the business of
the Council by ruling any such matter out of order. In so ruling, the Mayor shall be
courteous and fair and should presume that the moving Party is acting in good faith.
B. Mayor to Facilitate Council Meetings
The Mayor is the Presiding officer at all City Council meetings responsible for the
maintenance of order and decorum at all meetings. In the Mayor's absence, the
Mayor Pro Tern shall be the presiding officer.
The Mayor shall decide all questions of order, subject however, to an appeal to the
Council.
0 All questions and remarks shall be addressed to the Mayor.
The Mayor shall recognize the Council members, staff, and citizens des- - to
speak. iring
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The Mayor will allow other Council members to speak first and then will state
hialber summary.
The Mayor shall not permit unauthorized remarks from the audience including
applause, stamping of feet, whistles, yells or shouting,
demonstrations. and/or similar
The Mayor shall designate a time limit for public comment. Upon expiration of that
time, the Mayor shall inform the citizen that his or her time has expired and
Promptly move on to the next speaker or issue on the agenda. In the event a
speaker is given additional time to conclude their remarks, the Mayor shall specify
the amount of additional time given.
• The Mayor may call for a short recess in a Council meeting when citizens are
agitated for the Council members to go into the audience and talk with individuals.
• The Mayo r shall manage the agenda in a manner that adheres to the City Council
Adjournment Policy - all City Council meetings should adjourn by 11:0op.m.
C. The Mayor will represent the City and the majority opinion of the Council. This takes
precedence over representing themselves.
Role of the City Council
A. Council Conduct in General
• Council members shall treat everyone with courtesy.
• Inappropriate behavior is derogatory and damages the perception of the City.
• While the Council is in' session the Council members and City staff shall preserve
strict order and decorum. No Council member shall delay or interrupt the
proceedings of the Council or disturb any member while speaking.
Any Council member shall have the right to express dissent from, or protest to, or
comment upon, any action of the Council and have the option to enter the reason
into the minutes, such as, "I would like the minutes to show that I am opposed to
this action for the following reasons.. - "
Once a vote is taken on an issue, Council members will support the law made or the
majority opinion of the Council. If the Council member wants it to be reconsidered
halshe will inform Council. When possible, the Council should attempt to reach
consensus on an issue. When this is not Possible, the majority vote shall prevail.
However, the Council shall respect the opinion of the minority.
Council shall refrain from personal comments not relevant to the business of the
Council.
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Council shall Publicly share substantive information that is relevant to a matter
under consideration by the Council and commissions, which they may have received
from sources outside the public decision-making process.
Any member of the Council may move to require the Mayor to enforce the rules and
the afffimative vote of a majority of Council
so. members present shall be required to do
B. Council Conduct with One Another
It is the individual responsibility of each Council member to - -
problems. mitiate resolution to
Council will avoid negative comments that could offend other Council members
during public meetings, in the press, or any other time.
• Council will Practice civility and decorum in discussions and debate.
• Council will honor the role of the Mayor in maintaining order.
C. Council Conduct with Staff
9 Council members should always feel free to go to the City Manager.
Council shall respect and adhere to the City's form of government, w ch a
-Manager form of government, with the
general -law City Operating under a Council hi is
City Council acting as the Part-time legislative body of the City.
Council directs the City Manager the duties Of implementing the Council policy
decisions through the administrative functions of the city or professional duties of
the City staff.
0 City Council shall treat all staff as Professional.
• City Council shall not publicly criticize an individual employee.
• Cit3r Council shall not get involved in administrative functions.
• Council shall seek answers to questions on an item on the agenda or otherwise, from
the City Manager or Department Read prior to the meeting, when Possible.
• If a Council member is unhappy about a department or an employee he/she shall
always discuss the situation with the City Manager, not the Department Head.
D. Council Conduct with the Public
* Council will make the Public feel welcome.
Guideline Of Council Nome & Procedures from other Cities
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Council shall not be partial, Prejudice or disrespectful toward a member of the
public.
• Council should not make snappy, sarcastic comments to the public or to each other.
• Council shall treat members of the public equally i.e. refer to citizens by surnames.
• Council members shall make no promises to the public on behalf of the City Council.
• Council shall not debate issues with members of the public.
Council shall listen courteously and attentively to all public discussions before the
Council.
E. Council Conduct with Other Agencies
Council shall be clear about representing the City or personal interests to members
of other agencies.
9 Council shall project a positive image of the City when dealing with other agencies.
F. Council Conduct with Commissions
* The Mayor works with the commission chairs.
• Council shall treat all members Of the Commissions with appreciation and respect.
• If Council attends a commission meeting, the Council member shall only express
their personal opinions.
G. Council conduct with the media
0 Council shall never go "Off the record" when dealing with the media.
* Council shall select words carefully and cautiously.
Role of City Staff
City staff will Provide written analysis and information on all agenda items prior to the
meetings. Additionally, a copy of the materials, including technical reports will be
available to the public.
Staff will be available to answer questions of the Council prior to, or at the Council
meetings.
Staff will respond to questions of the public when requested to do so by the Mayor.
Guideline Of Council Norms & Procedures from other Cities
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9 Staff will not debate issues with the public or the Council.
Staff will distribute critical information to all City Council
personnel. members by appropriate
Role of the Public
Members of the public attending the Council meetings shall observe the same rules and
decorum applicable to the Council and staff.
Members of the public shall not speak from the audience. All speakers must approach
the Podium and be recognized by the Mayor.
Any person making impertinent and slanderous remarks, or who become rous
ad
comply with the Mayor will result in being
by the Mayor to cease comments. Failure to ci meeting shall be directed
while dressing the Council or while attending the Coun I boiste
removed from the room.
• Members of the public shall not approach individual City Council members while the
meeting is in progress.
• If a member of the public desires to provide written materials to the Council, all such
materials shall be given directly to the City Clerk. At no time shall the public Provide
the materials directly to members of the Council.
Council Presentations
0 Council member presentations are limited to the item or issue being deliberated.
To insure that the appropriate equipment is available, Council members must provide
the City Clerk advance notice of the intent to make a presentation.
Obtaining the Floor
Any member of the Council wishing to speak must
recognized by the Mayor. The Mayor must recognize first obtain the floor by being
the floor when appropriately entitled to do so. any Council member who seeks
With the concurrence of the Mayor, a Council member holding the floor may address a
question to another Council member and that Council member may respond while the
floor is still held by the Council member asking the question. A Council member may
opt not to answer a question while another Council member has the floor.
A Council member once recognized by the Mayor shall not be interrupted while
speaking, unless called to order by the Mayor, or unless another Council member raises
a point of order or personal privilege. If a Council member, while speaking, is called to
order, they shall cease speaking until the question of order is determined and, if
determined to be in order, may proceed.
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Closed Session Confidentiality
All proper matters discussed during closed sessions shall be private and confidential,
and the disclosure by any person of the topics or details of such matters is expressly
prohibited.
Notes in closed session shall not be taken; however, if a Council member feels it is
necessary, then only cursory notes should be permitted. All closed session information,
verbal or written, is confidential and private.
Compliance and Enforcement
Council members have the primary responsibility to assure that ethical standard are
understood and met, and that the public can continue to have full confidence in the
integrity of government.
The Mayor has the additional responsibility to intervene when actions of members t t
appear to be in violation of the standard norms and procedures are brought to t hat
attention. heir
Administration
The Council will review and revise the City Council norms and procedures as needed or
every two years.
During City Council discussions, deliberations, and Proceedings, the Mayor has been
delegated the Primary responsibility to insure that the City Council, staff and members
of the public adhere to the Council's norms and procedures.
Guideline of Council Norms & Procedures from other Cities
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