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- 2 - <br /> <br />development and minimize their role relating to administrative implementation while <br />the staff works to avoid an undue influence on policy development while focusing on <br />policy implementation and service delivery. While the line between the two can <br />become blurred, the city council/city manager system is subject to failure if the line is <br />disregarded. <br /> <br />If the city council and the city manager have an effective and mutually supportive <br />working relationship, the likelihood of the policy and administrative roles being <br />effectively coordinated increases significantly, resulting in a more successful city <br />governance and management. <br /> <br />Among the issues to consider in trying to establish the best possible city council/city <br />manager working relationship are the following: <br /> <br />• The relationship cannot be taken for granted and requires attention and work to <br />establish and maintain. If not diligently pursued, it will not be accomplished. <br /> <br />• The work of city councils is not easy! Not only do you confront the typical <br />challenges of group decision-making, but the "group" in this case may not have a <br />great deal in common. Also, the issues can be weighty and controversial. The <br />decision-making is also done in public, often on TV or the Web, scrutinized by the <br />public and press, and anyone can join in on the deliberations. <br /> <br />• Among the factors that can get in the way of an effective relationship include: <br /> <br />— Not understanding/appreciating/respecting each other's roles. <br /> <br />— Differing philosophies. <br /> <br />— Differing personalities. <br /> <br />— Challenging issues. <br /> <br />— External pressures from the media, community groups, employee <br />organizations, etc. <br /> <br />• Fully appreciate that you need to establish a good working relationship with your <br />fellow councilmembers and the city manager in order to maximize: <br /> <br />— Organizational performance. <br /> <br />— Organizational reputation. <br /> <br />— Value to the community. <br />4.A. - Page 10 of 21 <br />12