1. Council - Manager Relations
VML Newly Elected Officials Conference
Richmond Convention Center
January 8, 2019
Deborah S. Kendall, AICP
Gordonsville Town Manager

2. “Government is not intuitive”
It takes hard work, dedication and education. You have to learn about what you are doing.
--The Honorable John L. Rowe Jr., Mayor of Portsmouth

3. Did you know?
The Council-Manager form of government is the pre-dominant form of government in the U.S.
Its inception was in 1908 in Staunton, VA

4. A shared Goal
Councils and managers are both committed to serving their community by making local government work for the good of all they serve.
With that said, it is incumbent upon us as managers and members of Council to work together to help each other succeed as we work to serve our community.

5. The Manager’s Role
A manager’s roles and responsibilities are outlined in Section of the Virginia Code, as well as the ICMA Code of Ethics and Declaration of Ideals.
Essentially, managers should
Help Council develop their vision and policies (ICMA content areas 2 and 8)
Implement and communicate Council’s vision for the community
Project the desired image of the community
Public perception of the manager is a direct reflection of Council
Keep informed on issues pertinent to the community
Engage in professional development, and encourage leadership team to do the same, to optimally serve the community
Communicate with Council

6. Communication is key
As managers, we should make sure you as Council members are aware of what’s going on in the community and have all the information you need to make informed decisions
Meet or talk regularly by phone or in person
Call or when issues come up—preferably before you hear about them on the street or on social media
Use regular written reports or project updates to keep you informed
Prepare meeting agenda items that are clear, concise and balanced

7. What should council do? Stay in touch with your manager
Check in - don’t wait for him or her to contact you
Keep your manager apprised of any communication you have with subordinate staff— especially regarding any complaints or concerns you have—keep your manager in the loop!
Discuss any concerns you have as they come up—don’t wait until the annual evaluation, or worse, until a public meeting, to raise them.
Set expectations for your manager
How and when to communicate
Performance parameters
What you need from your manager and staff to be successful as a member of Council
Research issues of importance and discuss them in advance with your manager
Prepare for your regular meetings in advance so that staff has time to answer any questions you have—study the issues before the meeting, not during it
Encourage and support professional development for your manager and your leadership staff
Take time annually to evaluate yourselves and your manager
Annual retreat
Structured manager evaluation

8. The Retreat
The annual retreat is important and allows Council members to
Review and adjust community goals and policy statements
Discuss legislative matters that will have an impact on the community
Review internal operations and procedures as necessary, which can be especially helpful for new members of Council
Set a work program for the upcoming year, to include budget guidance
Evaluate the manager’s performance and set goals for the upcoming year
Discuss individual goals and interests in order to get to know each other in a relaxed setting
Engaging an outside facilitator allows everyone the chance to participate equally
Councils must understand their own dynamic before they can adequately convey to their manager their expectations for successful performance and policy implementation.

9. Evaluating your manager
Conducting an annual evaluation of the manager’s performance is an important step in making sure Council’s expectations are being met
Allows for review of past year’s performance
Addresses items done well and areas where improvement is needed
Provides opportunity to re-establish expectations and goals for the coming year
A 360-evaluation is often conducted that allows for self-rating by the manager as well as feedback from staff, citizens and others with whom the manager interacts.

10. The council-manager relationship is like owning a car
Council drives the car—they map the route (create the vision) and then steer, accelerate and brake as needed (build consensus, make decisions and let the manager know where and how fast they want to go)
The manager takes care of the car, keeping it clean and making sure it runs smoothly and efficiently so that Council can get where they are going

11. Resolving conflict
Most councils are like-minded in what needs to be done to effectively serve their community.
HOWEVER, the devil is in the details; differences of opinion in how to accomplish goals set for the community may cause conflict.
Resolve conflict through communication and compromise
Remember that you’re on the same team
Identify the problem(s)
Identify/re-establish common ground
Strategize solutions for resolving differences
The manager can help facilitate resolution but should stay out of individual council disagreements or politics

12. Some final thoughts
Managers and Councils have been called to serve their communities
Establish shared values and build relationships by spending time together
Attend conferences, workshops or other professional development activities
Create events in your community where you work and “play” together such as festivals, community picnics, dinners
Communicate, communicate, communicate
Respect each others positions
Assume nothing
Rely on each other for insights, advice and knowledge

13. Thank you!