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- 12 - <br /> <br />• Work through the city manager to get things done: <br /> <br />While practice and philosophy can vary to some degree between cities, council- <br />members should generally work through the city manager to obtain action by staff. <br />Individual councilmembers are not authorized to direct staff, though routine <br />referral of citizen requests (or to simply request information) is sometimes <br />appropriate depending on local practice. Coordinating through the manager will <br />make sure the issue is sent to the right staff person for action and will allow the <br />manager to confirm timely follow-up. This also helps the manager stay informed <br />regarding issues of community concern. <br /> <br />• Council/Mayor Role: <br /> <br />It is also important to make sure there is clarity between the council, the manager <br />and the mayor on respective roles. At times there can be a conflict between the <br />role the mayor views themselves as playing and the expectations of the remainder <br />of the council. It is difficult if the manager gets caught in a dispute over these <br />respective roles. In particular, how the city manager relates to the mayor versus <br />the other councilmembers needs to be clear. <br /> <br />• Don't blame the manager or staff for carrying out the direction of the city <br />council: <br /> <br />The city manager and staff are required to faithfully carry out the direction of the <br />city council, regardless if they did or did not recommend it and regardless if some <br />councilmembers oppose it. Respect the staff for faithfully carrying out the will of <br />the council, whether or not you share the view of the council majority. <br /> <br />• If the council/manager relationship is not going well: <br /> <br />If you or the council are having difficulty with the city manager, try your best to <br />resolve the issue. First of all, find an appropriate way to communicate the <br />concerns. The manager can't respond if he/she is not aware of the concern. As <br />noted earlier, try to obtain clear council consensus for the expectations for the <br />manager and communicate those expectations clearly. Try to be optimistic <br />regarding the possibility of the manager making adjustments to satisfy the <br />concerns of the council and give sufficient time to do so. Additionally, provide <br />the manager opportunities to respond to the feedback and communicate how <br />he/she will address the concerns. <br /> <br />• If all else fails and there needs to be a "parting of the ways": <br /> <br />A forced separation of the manager is not a good experience for the council, the <br />manager or the city. It can be costly, controversial and can cast everyone in a <br />negative light. It can also erode citizen confidence in the city. Assuming all <br />4.A. - Page 20 of 21 <br />22