Laserfiche WebLink
- 11 - <br /> <br />• Have a clear understanding with the manager of the type and frequency of <br />communication you prefer: <br /> <br />While a fundamental value of city managers is to provide regular and complete <br />information equally to each councilmember, councilmembers can vary significantly <br />regarding the type and frequency of contact with the manager they desire. While <br />the manager will use written reports in one form or another as a base line of <br />information to all the members, it is important for the manager to understand your <br />preference for how information should be communicated, including the frequency <br />of personal contact. While some members prefer regular "face-to-face" contact with <br />the city manager, others prefer less time-intensive information-sharing methods. <br />While sharing the same information among all councilmembers, it is helpful for <br />you and the manager to understand how much and what type of contact you <br />prefer. <br /> <br />• Do your homework: <br /> <br />It takes time and effort to be a successful councilmember. It makes the manager's <br />and staff's job a lot easier if you have reviewed the reports and related materials <br />provided to you prior to the city council meeting. This facilitates efficient <br />meetings, accelerates decision-making and gives the impression that staff and <br />council are working well as a team. Additionally, it will avoid you appearing <br />unprepared to your fellow councilmembers, the staff and your constituents. <br /> <br />• Trust above all: <br /> <br />As in all relationships, an effective city council/manager relationship must be based <br />on trust. Other potential obstacles such as differing personalities, styles, <br />philosophies, etc., can be overcome if there is mutual trust. Without trust, little else <br />will be successful. Both parties need to treat each other with respect and be truthful <br />and forthcoming in their dealings. <br /> <br />• No Surprises: <br /> <br />Both the manager and council should do their best to make sure that important <br />information is not first learned from others. While in this age of instant <br />communication this is more difficult, and in some cases impossible, the parties <br />should do their best to make sure that noteworthy information to which they are <br />privy is not communicated to other organizational leaders by third parties <br />(particularly the media). The manager needs to work hard to make sure that the <br />council is not taken off guard while councilmembers should keep the city manager <br />in the loop as well. "Surprises" can have a very negative impact on the working <br />relationship in that it speaks directly to the trust issue. <br />4.A. - Page 19 of 21 <br />21