1. Union of BC Municipalities Council as Policy-Makers, Employers and an Effective Team © George B. Cuff, CMC (2006)

2. Session by George B. Cuff, CMC 2006 2 The Agenda  The Challenges  What is Expected  Why Role Clarity is Important  What Techniques Work  Tools of Governance How Policies Contribute  Effective Governance Key Roles, Principles, Expectations, Issues, Styles, Results  Are You Value-Added??

3. Session by George B. Cuff, CMC 2006 3 The Challenges Facing A Council (1 of 3)  Community The Sense of a Common Vision; Identification of a 2005-08 “Agenda” Keeping the Focus on the Larger Agenda Willingness to Move Past the Small Stuff Role of Community Agencies (How Best to Engage) Need for and Role of UBCM, FCM

4. Session by George B. Cuff, CMC 2006 4 The Challenges Facing A Council (2 of 3) Organizational  Articulation of Clear Roles  Assessing the Governance Model  Identification of Unnecessary Roadblocks  Using Council Resources/Interests Wisely  Understanding Fiduciary Responsibilities  Trust in the Administration  Accessing Information/Assistance

5. Session by George B. Cuff, CMC 2006 5 The Challenges Facing a Council (3 of 3)  Personal  Balancing Competing Demands on Personal Time  Prioritizing Commitments  Community Service or Ego Fulfillment  Knowing When to Hold and Fold

6. Session by George B. Cuff, CMC 2006 6 Hurdles to Effectiveness  Completely new role  Understanding the motivations of colleagues  Awareness to organization’s protocols  History of local government  History of our municipality/region  Legislative envelope  Background to current issues  Wealth of reading materials

7. Session by George B. Cuff, CMC 2006 7 What is Expected of Local Government Leaders

8. Session by George B. Cuff, CMC 2006 8 Citizens Expect Council to:  Be thoughtful  Act in a compassionate manner  Focus on the needs of others  Use resources prudently  Trust people respectfully  Make good decisions  Act with resolve  Protect who we are

9. Session by George B. Cuff, CMC 2006 9 Governance Roles

10. Session by George B. Cuff, CMC 2006 10 Governance Roles  Guide: Develop vision, values, goals and priorities Develop/evaluate policies and programs  Guard: Ensure people & fiscal resources protected Ensure practices in place to implement Council decisions

11. Session by George B. Cuff, CMC 2006 11 Governance Roles  Govern: Represent the public Consider well-being & interests of the municipality Make good choices based on needed services/programs/level of tolerated cost

12. Session by George B. Cuff, CMC 2006 12 Governance Principles  Clarity of mandate and independent authority  Orientation on the meaning & processes of governance  Comprehensive, sound & transparent decision-making process  Full disclosure of relevant information  Focus on results  Trust relationship with the CAO

13. Session by George B. Cuff, CMC 2006 13 Governance Practices  Identification of Values and Vision  Clarity of Roles  Objectives of Meetings  Role of the Public  Role of Committees  Establishment of Current Policies  Involvement in Hiring/Firing  Leading the Budget Process

14. Session by George B. Cuff, CMC 2006 14 Governance Model  A Composite Model Should Reflect Council’s Desire to be Open/Transparent Primacy of Council as policy-makers Clear, step-by-step process Role of a Council-only Committee system Use of Public Advisory Committees Role of Senior Management Team Guidelines for all Steps in the Structure

15. Session by George B. Cuff, CMC 2006 15 Governance: Types of Decision-Making Models  Standing Committee System  Council Portfolio System  No Committee System  Committee of the Whole System  Council Initiatives System

16. Session by George B. Cuff, CMC 2006 16 Leadership is Not...  An extension of administration  Managing departments  Insulting/demeaning the administration  Playing to the media  Seeking your own agenda  Being unwilling to bend on the issues  Sacrificing personal principles

17. Session by George B. Cuff, CMC 2006 17 Leadership is... There are three basic ingredients to leadership:  A guiding vision and the strength to persist in times of setback  Passion—Tolstoy said that hopes are the dreams of the waking man  Integrity—self knowledge, candor and maturity On Becoming a Leader Warren Bennis

18. Session by George B. Cuff, CMC 2006 18 Why Role Clarity is Important

19. Session by George B. Cuff, CMC 2006 19 Need for Role Clarity  Resources are limited  Duplicate roles spell confusion and little accountability  Quality senior staff move to where they feel appreciated for their skills  Good teams respect role distinctions  The public misunderstands your role  You aren’t paid enough to manage!

20. Session by George B. Cuff, CMC 2006 20 Respect for Distinctiveness  Communities are not well served by elected officials and appointed staff members striving to duplicate the efforts of one another. The reason for establishing two distinct roles ought to be clear: we need both if our communities are to function as well as intended. Source: Cuff’s Guide: Volume Two (Published June 2006)

21. Session by George B. Cuff, CMC 2006 21 Trust in People and Processes  The effectiveness of a Council’s decision-making processes lies in the willingness of the stakeholders to endorse the decisions of a Council. Whether or not they do will correspond with its trust in the people who serve on the Council and trust in the processes used to make good governance decisions.

22. Session by George B. Cuff, CMC 2006 22 What is Governance?  The process of exercising corporate leadership: by the Council on behalf of the citizens/stakeholders to the organization as a whole in terms of its purpose, control and future while overseeing the organization to ensure that its mandate is achieved

23. Session by George B. Cuff, CMC 2006 23 The Chief Elected Official  Leader of leaders  Chair of meetings  The public face to the rest of the “world”  The spokesperson of Council issues/policies  Liaison to the Chief Administrative Officer  Advocate of the public

24. Session by George B. Cuff, CMC 2006 24 Roles of the Chief Administrative Officer  Policy Advisor to the Chief Elected Official and Councillors  Conduit of Council Decisions to Administration  Implementer of Council Decisions  Mentor to Senior Staff; Team- Builder

25. Session by George B. Cuff, CMC 2006 25 Roles of the Chief Administrative Officer  Gatekeeper/Monitor of Civic Resources  Advocate of Administrative Change  Quality Control Counsel  Advisor/Leader on Strategic Plan  Champion of the Administration

26. Session by George B. Cuff, CMC 2006 26 What Techniques Work

27. Session by George B. Cuff, CMC 2006 27 What Works  Council’s leadership: on a Business Plan on policies and priorities  Role Clarity Key roles defined One employee principle accepted/respected  Trust Between Councillors and administration

28. Session by George B. Cuff, CMC 2006 28 What Works  Thorough orientation process  Clarity of approach to issues  Clear understanding of legislation  Roles of ABCs identified/communicated  Council well-prepared to make decisions  Accepted and understood decision-making system  Public involvement cherished and sought  Professional administration

29. Session by George B. Cuff, CMC 2006 29 What Works  A well defined organization structure  A policy of finding the best people in order to bring in new ideas  Departmental responsibilities which are clear and mutually supportive  Sound communication policies/plan  Focus on shared successes  Clear reporting

30. Session by George B. Cuff, CMC 2006 30 Teambuilding

31. Session by George B. Cuff, CMC 2006 31 Governance: It’s About Building a Council Team Respect for each other Vastly different ideas, styles and talents Comfortable disagreeing on the issues Unpredictable Concern for different projects Sense of common vision Respect for the rules

32. Session by George B. Cuff, CMC 2006 32 Governance: It’s About Building a Council-Management Team Respect for each other Vastly different roles and talents Comfortable disagreeing on the issues Predictable; honest; open Concern for different Council’s priorities Share in setting vision Desire to serve the public

33. Session by George B. Cuff, CMC 2006 33 Governance Tools

34. Session by George B. Cuff, CMC 2006 34 Where Does a Council Impact the System (1 of 2) Agenda Process Committee System Appointment of ABCs Guidance to & Review of Policies Corporate Strategic Plan & Priorities Procedural Bylaw & Agenda Format Budget/Mill Rate

35. Session by George B. Cuff, CMC 2006 35 Where Does a Council Impact the System (2 of 2) Research of Issues; Development of Policies Committee, Community & Council Meetings Organization Structure Compensation Plan CAO Review

36. Session by George B. Cuff, CMC 2006 36 Make an Impact (1)  Clarity of Roles (Role Statement for the Mayor and Councillors)  Council authored 2005-08 Strategic Plan/Priorities (Key Issues Dossier)  Governance Model (Decision-Making)  Specify Budget Timeline (Approve prior to Year End)  Review and Enhance Procedural Bylaw (i.e. make it work for you)

37. Session by George B. Cuff, CMC 2006 37 Make an Impact (2)  2005-08 Policy Bank  2005-08 Council Code of Conduct  Adhere to the “one employee” Principle (Council-CAO Covenant)  Develop and Adhere to “Governance Principles”  Policy on Orientation  Useful CAO Review Process/Interaction  Review Organization Structure

38. Session by George B. Cuff, CMC 2006 38 Make an Impact (3)  Policy on Council Development  Policy on Council Compensation  Policy on Council Transparency  Policy on Appointment of ABCs  Communication Policy/Plan  Treat Each Other with Respect; Disagree Agreeably!  Add Value

39. Session by George B. Cuff, CMC 2006 39 Are You Value- Added??

40. Session by George B. Cuff, CMC 2006 40 Keys to Meaningful Governance  Be Prepared to Lead Commit to a deeper understanding of your role Focus on the significant Advise the public what is on the agenda Focus on it; get it done; report!  Develop/Enhance the Policy Bank Assess what is there Identify policy issues Put in place policy mechanisms

41. Session by George B. Cuff, CMC 2006 41 Keys to Meaningful Governance  Discard Outmoded Structures/Systems Critique how decisions are made Examine where/how Council involved Unload useless SPBs Make decision-making work for you  Stress Transparency Assess what you do “in camera” Develop a Policy on Public Accountability

42. Session by George B. Cuff, CMC 2006 42 Keys to Meaningful Governance  Be Respectful Low tolerance for ignorance Develop policy on Respect in Chambers Respect the right of others to be wrong Recognize power differential vis-à-vis staff  Choose Your Governance Model What value do you add? Are your decisions significant? Do you lead the community agenda?

43. Session by George B. Cuff, CMC 2006 43 Keys to Meaningful Governance  Understand the Value of Collegial Support Involve all members, communicate, anticipate problems, support each other, recognize achievement, listen, review where you are Tolerate differences Ignore the small issues & minds

44. Session by George B. Cuff, CMC 2006 44 We’ll Know We Were Successful If...  Our Council/Board Identifies the Key Issues which Make a Difference Presses the Government to Accept Need for Change Stays Away from Personal and Party Pettiness Undertakes the Greatest Good for All

45. Session by George B. Cuff, CMC 2006 45 We’ll Know We Were Successful If...  Council Communicates with the Public (Two Way) Takes Steps to Progressive Change Plans Our Legacy in Advance Sees Clearly; Acts Maturely; Thinks Benevolently; Chooses Wisely

46. Session by George B. Cuff, CMC 2006 46 >Determine to make a difference >Avoid petty personality attacks >Cherish your role >Commit to the best >Continue your own learning process >Choose the path ‘less traveled by’ My Challenge to You