1. City of South Portland City Council Workshop Notes August 14, 2006 Mayor Beecher

2.

• • Sustained momentum in renewing and building Council group effectiveness. appreciation for our progress and plans

• • Continue to give shape and definition to a vision of forward movement for the Council and the City priorities and guidance of Departments

• • Practical work of preparing for transitions to new City Manager and plans for 2006-2007

Suggested Desirable Outcomes Purpose Revisited

3.

• • Recruitment of new City Manager (Mayor and subcommittee)

• • Evaluation of City Council employees (Jim H and subcommittee)

• • Development of on-boarding process for Council, others as appropriate (Linda and subcommittee)

• • Refinement of a purpose statement (mission, role) of the Council for eventual further DH engagement process (Mayor)

Agenda Update on Progress by Subcommittees

4. City Need and Shared Council Objective Research and/or Action Steps and Decision Points Councilor/ Others Responsible Key Dates/ Target Completion Cost (if any) Contingencies: 1) to be updated as of end of day 8/9/06 Degree of risk for the City; function of newness, investment, liability, timing Degree of impact on City; function of integration required I. Working Template: Sub

5. City Need and Shared Council Objective Research and/or Action Steps and Decision Points Councilor/ Others Responsible Key Dates/ Target Completion Cost (if any) Contingencies:

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

Degree of risk for the City; function of newness, investment, liability, timing Degree of impact on City; function of integration required II. Working Template: Jim H

6. City Evaluation Starting Point

• What are the essential aspects for making this a success?

• Review current process and criteria

• Consider a committee or task force to work with consultant in designing, developing, launching and reviewing the effective evaluation process for the City

• Review process; develop framework

• Discuss alternative approaches and mechanisms for evaluation and the trade-offs/implications

• • • Connect to merit, reward?

• • • Participation?

• • • Timing?

• Pilot, refine and adopt for ongoing implementation

• • Job knowledge/skills

• • Quality of work

• • Productivity

• • Dependability

• • Adaptability/willingness to learn

• • Initiative/creativity

• • Cooperation and relationship w/ coworkers

• • Cooperation and relationships w/public

• • Safety

• • Appearance

• • Leadership

• • Judgment

• • Communication skills

• • Planning and analytical abilities

• • Managerial skills

• • Development of Others

• • Ability to evaluate subordinates

• • Attitude

• • Maintenance of work area and equipment

• • Stability

• • Willingness to work as an active team member of the organization

7. City Need and Shared Council Objective Research and/or Action Steps and Decision Points Councilor/ Others Responsible Key Dates/ Target Completion Cost (if any) Contingencies:

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

• x _ -/-/-

Degree of risk for the City; function of newness, investment, liability, timing Degree of impact on City; function of integration required III. Working Template: Linda B

8. Annual Orientation Starting Point

• What are the on-boarding issues?

• What are the essential aspects to making this a success?

• Consider opportunities to design and pilot now, given new recruits in CM and HR position to on-board

• Design and institutionalize annual orientation days for Councilors (staff?)

• Precede Inaugural by anticipate needs of the newly elected Councilors

• • Arrange visits, tours

• • Buddy system to train specifics

• • • Legalities, regs and code

• • • Conduct (mock Council session)

• • • Share perspectives on role and collaborative leadership

• • • Conclude with evening Q&A

• • • Require participation and review (6 months into term?)

• • Continue with State of the City in the New Year, etc etc.

9. City Need and Shared Council Objective Research and/or Action Steps and Decision Points Councilor/ Others Responsible Key Dates/ Target Completion Cost (if any) Contingencies:

• Craft a starting point Full Council w/ CM 3/6/06 w/DH inputs

• Review in light of new City transitions Full Council w/ KSH 4/10/06 w/limited stakeholder input

• Refine multiple statements to one suggestion of minimum criteria or definition Mayor w/ KSH 6/06

• Engagement of DH in CM search Full Council w/DIMI 7/06

• Engage Departments and key City constituents in communication and education around roles, (re)aligning City as necessary Council with new CM 10/06

• Actively communicate Council purpose w/ election Mayor and Council 11/06- 01/07

Recognize departure of one Councilor and one CM, addition of one Councilor, hiring of new CM and that these arrivals will require consideration of the above as well. Critical that members share an appreciation of the role of the Council, its purpose and respective responsibilities. IV. Working Template: Maxine

10.

• Further this means, the Council members ensure:

• Effective and efficient working of the Council body. This requires a process for ongoing Council education.

• Adherence to the City charter.

• Supervision of senior-most City employees. This requires a process for ongoing management and evaluation of Council employees and appointees.

• Priority setting. This requires the existence of a strategic plan and process that hears the evolving needs of the City and evaluates the need for modification in direction and policies, and accordingly agreeing and passing the annual budget.

Refinement of Purpose Statement Role Clarification Delineation of Responsibility The City Council is collectively responsible for policy and direction of City services in a fiscally responsible manner, being the voice of the people, keeping the vision for the City moving forward, ensuring leadership of decisions of greatest impact and consequence for the Citys future.

11.

• Ought be like a Board of Directors,

• Recognize the size that the City business represents

• Define outcomes looking for the what leave how to others

• Hire strong and capable employees and make them do their jobs

• Guide, but not be involved in everything (lose perspective?)

• Set the tone

• Deal with issues respectfully and in a timely fashion

• Liaise with constituents be the voice of the people

• Be directional

• Move issues forward (not allow grinding halts)

• Ensure the budget reflects the needs (and support?) of the community

• Have a way to keep track or score that unites City and its Departments

• Be supportive of Departments

• Not be boss Council has only three direct employees

• Avoid the pitfalls that come with the desirable strong personalities; that is, be not:

• • Petty

• • Spoiled

• • Moody

• • Childish

• • Undisciplined communicators

• • Adversarial

• • Two-faced

• Not micromanage

• Not misuse political power

• Not be like a Board of selectmen

• Not have disheartening disconnects between the City Council and the managers office

• Not quick fix-oriented, but longer term, visionary and seeking sustainable change on behalf of the City

• Not get so strained as to become dysfunctional

Council Role/Purpose/Mission Starting Points

12. DH Engagement Starting Points

• Stem and tackle erosion of trust

• Restore credibility

• Build confidence

• Find soul, heart, community beyond the $

• Leave negativity behind

• Share and align calendars and processes for planning and measurement

• (See balanced scorecard for conversation/development with Department Heads)

• Shared leadership retreat

• • Co-create vision for City

• • Aim for breaking the barriers

• • Video entitled: City of South Portland: Forward Movement : what it really means and takes to move the City forward: the roles of Council, City Hall, the Departments

• • For use in annual orientation

• • For use in recruitment of key staff

• • For use in team building and visioning process this year

• • Other eco development purposes

13. High Low Level of Risk for the City as a whole (function of degree of City-wide change, newness, investment, liability ) I High Level of Impact on the City (function of degree of integration required; consequence to overall vision) Set performance expectation, agree limits of authority: who defines"what" and criteria for "how" The Mayor sets the tone, aspiration and pace The Council decides The City Manager with Council input . .Committees The City Manager or person delegated decision-making authority, for example, individual expert, manager, or Department Head or Department team Competent staff members decide Role Clarity Decision-Making and Priority-Setting?

14. Council Role Mayor and Councilors Appointees Budget Vision Constituents Customer Responsibility Process Responsibility People Responsibility Fiscal Responsibility As 3 rd Largest Employer in the City City Manager Counsel Clerk As Guardian of $77M Operating Budget ($37M capital improvement plan) As Guiding the Direction taken by the City, its 14 Departments, extensive infrastructure and systems, large and small As Elected by and Severally Representing 23024 Citizens Understand how the System Works Protect Advocate for Be the Voice of Set Policy Deliver Services within Constraints Create and Foresee New Services Create Spot Trends Opportunities Keep Alive Educate - Chain of Command Understand the Issues Understand our Job Understand the Job enough to Evaluate and Supervise Balance Short- and Long Term Objectives Trust Listen Tone-set Foresee Recognize Needs & Vulnerabilities Prioritize - Boundaries - Expectations of Us - Emerging Best Practice - Educate ourselves - Charter, Code

15.

• Balancing resource trade-offs:

• Short - and long- term objectives

• Financial and non-financial measures

• Lagging and leading indicators

• External and internal performance perspectives

• Resulting in:

• Elevated attention to constituents

• Translation of strategy to operational imperatives

• Alignment of all staff with executive directions

• Change and sustaining of executive effectiveness

Strategic Performance Management Keeping Track of Forward Movement - The Gestalt of the City Framework styled after Kaplan and Norton Balanced Scorecard Project Management Planning Process Operational Innovation Process Financial Measures Constituent Measures Process Measures Appointee/Staff Measures Cost / Productivity Performance vs. Budget Revenue (index by headcount) Customer Satisfaction Communication Turnover Loyalty Retention Ensure people competence Significantly Behind Target (1,2,3,4) Within Tolerance Level (5,6,7) Ahead of Target (8,9,10)