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Making It Work: The Essentials of Council-Manager Relations, [PDF]

Making It Work: The Essentials of Council-Manager Relations, [PDF]

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Quick Overview
Easy-to-use guide on establishing and maintaining solid relationships with boards and councils. Offers best practices, protocols, and insight. Even offers advice on “when things go wrong.” ...
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ISBN: 978-0-87326-431-0
Number of pages: 126
Year published: 2016
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Description
DISCOUNT APPLIED AT CHECKOUT. Chapter 1: Overview of Council-Manager Relations
How roles, purpose, and mutual respect shape the context for achieving effectiveness
  • Your Roadmap for This Publication
  • Critical Nature of the Relationship
  • Establishing and Clarifying Roles
  • Developing Mutual Trust and Confidenc
  • Managing the Group Process
  • Sidebar: More on Policy Making
  • Key Notes
Chapter 2: The Quality of Working Relationships
Using interpersonal and communication skills to sustain a solid foundation
  • Reinforcing
  • Good Habits
  • Knowing
  • Your “Audiences” and Those of Your Council
  • Understanding the What, How, and When of Communicating 
  • Establishing the Manager-Staff and Council-Staff Relationships
  • Being Professional
  • Sidebar: If Having Good Council Relationships Is a High Priority, Act Accordingly
  • Sidebar: The “End Run” Situation
  • Key Notes
Chapter 3: Governance
A comprehensive system of players, roles, and rules that propel good government
  • The Governing Body
    • Understanding the Difference Between Owners and Customers
    • Roles Distinguished by the What ned the How
    • Setting Targets
    • Identifying Risks
    • Delegating the Work
    • Assessing Performance
    • Practicing Discipline
    • Reporting Back
  • The Chief Administrator
    •  Key Role
    • The Implementation Process
  • Other Players
  • Sidebar: Showing Your Colors
  • Sidebar: Timing Is Everything
  • Sidebar: Articulating Overarching Values
  • Sidebar: Strategies to Help Board Members Support Smart Risks
  • Sidebar: Clarifying Conflicting Directives
  • Key Notes
Chapter 4: New Council Member Orientation
Positive relationships start here
  • An Investment with a Solid Return
  • Reasons for Conducting an Orientation
    • An Opportunity Missed?
  • Structure of Effective Orientation Programs 
    • Questions About Who, What, and When
  • Components of Effective Orientation Programs
  • Topics to Cover During Orientation
  • Common Types of Orientation Programs
    • Meeting with Manager Only
    • Formal Overview Orientation
    • Formal In-Depth Departmental Orientation
  • How to Plan Your Orientation Program
  • Effective Orientation Practices
  • Final Word
  • Sidebar: Starting Early: Orientations Before and After the Election
  • Sidebar: Ethics and the Elected Official
  • Sidebar: Designing Orientations to Meet the Needs of Individual Council Members
  • Sidebar: Orientation Notebook: What to Include
  • Sidebar:Visualized Life Stories Enhance Orientation Program
  • Sidebar: Communication Guidance for Elected Officials in the Age of “Going Viral”
  • Sidebar: Sharing Resources Between Two Orientation Programs
  • Sidebar: Extensive Council Member Manual
  • Additional Resources
  • Key Notes
Chapter 5: Council and Board Meetings
Where local government democracy takes center stage
  • The Right Ingredients
  • Meeting Protocols 
  • Longer Term Agenda Planning
    • The Relationship Between Goals, Work Plans, and Meeting Agendas
    • Spacing Complex or Controversial Issues
  • Agenda Preparation and Planning
    • Who Sets the Agenda
    • Who Places Items on the Agenda
    • Factoring in Agenda Preparation Time
    • Providing Advance Public Notification
    • “Clocking” the Agenda
    • Weighing the Items
    • Ordering Agenda Items
  • Staff-Prepared Reports
    • Who Prepares the Reports
    • Training and Guidelines for Report Preparation
    • Report Sections
    • Final Report Approval
    • Recommendations
  • Working Through Controversial and Complex Issues in Advance
    • The “Multiple Touch” Rule
  • Receiving Council Questions in Advance
    • Establishing Working Norms
    • Handling the Surprises
  • Staff Presentations at the Meeting
    • Who Presents
    • What Is Presented
    • Presentation Training
    • Style of Presentations
    • Staff Preparedness
  • Role of the Mayor or Chair at the Meeting
  • Role of the Manager at the Meetin
  • Letting the Council Decide
  • After the Meeting
  • When Things Do Not Go Well
  • The Right Ingredients for Successful Meetings
  • Final Word
  • Key Notes
Chapter 6: Best Practice Council Retreats
An essential tool for helping councils achieve their goals
 
1.Select a Facilitator
2.Develop a Purpose
3.Conduct Pre-Meetings
4.Use a Personality Profiling Instrument
5.Set the Agenda
6.Choose the Venue
7.Design the Room Setup
8.Be Thoughtful About Timing
9.Designate the Attendees
10.Carefully Design the Follow-up
11.Conduct a Debrief
12.Do Damage Control If Necessary
13.Delegate the Follow-up
14.Convey the Delegation
  • Sidebar: Retreat Checklists
  • Key Notes
Chapter 7: When Things Go Wrong
Learning how to manage the bumps in the road 
  • The “Bad Apple” Governing Body Member
  • Undermining by Staff
  • The Organizational Misstep
  • The CEO Risk
  • Being Placed in Transition
  • Sidebar: Experience Is a Good Teacher
  • Sidebar: The One, Two, More Communication Approach
  • Sidebar: Addressing Problematic Situations or Individuals
  • Case Study: [Year 2002] Councilmanic Interference: When a Council Member Crosses the Line
  • Key Notes
Chapter 8: “May the Force Be With You”: A Set of 12 Best Practices in Council-Manager Relations
Mastering the essentials
  • Final Final Word
Related Resources
 
ABOUT THE AUTHORS
Kevin Duggan is an ICMA Credentialed Manager and was appointed ICMA’s
West Coast Regional Director in May 2011. Prior to that he worked in California
city government beginning in 1971, the last 27 years as a city manager for the
cities of Campbell and Mountain View. As West Coast Regional Director, Duggan
serves as the primary staff link between ICMA and members and professional
associations in California, Oregon, Washington, Alaska, Arizona, and Nevada.
 
Mike Conduff is the president and CEO of The Elim
Group—Your Governance Experts, a leadership training and organizational
governance consulting firm headquartered in Denton, Texas. He is an ICMA Credentialed
Manager, speaker, multiple-time best-selling author, and corporate coach, and
has extensive leadership, management, and governance experience. During his 30-year
career in local government, Conduff served as the city manager of four university
communities in the United States, each with extensive municipally owned utilities.


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