Iowa Municipal Professionals Institute July 16, 2013 Working with Elected Officials Agenda [1] Session Opening Welcome and self-introduction Overview of the session Class introduction 8:00 - 8:15 The “Other” Essential Skills for City Clerks City Council Videos – Part I Job descriptions Personal story Mayberry Goes Bankrupt Case study 1: Council Member Conflict Discussion on the case study 8:15 – 9:40 Break 9:40 – 9:55 City Clerk’s Relationship with the City Council City Council Videos – Part II Elected Official and Professional Staff Relationships Discussion on your expected behavior of the Mayor and City Council members Case Study 2: Bending the Rules Discussion on the case study 9:55 – 11:05 Break 11:05 – 11:15 Applying Skills to Working with Elected Officials Tips for Working with the City Council Mayberry Cow Thief Case Study 3: Overbearing Council Member Discussion on the case study Ethics and Municipal Professionals 11:15 – 12:10 Wrap-up Lessons Learned 12:10 – 12:15 City of Urbandale Job Description Job Title: City Clerk Department: City Manager’s Office Supervisor: City Manager (Appointed by Mayor Civil Service and City Council) Not Applicable Category: Grade Level: I, Management Date: February, 2006 Exempt Non-exempt Summary Description Under the general direction of the City Manager, provides administrative oversight to all activities and operations of the Mayor and Council. Coordinates and processes bi-weekly payroll and personnel related duties. Routine Job Duties/Responsibilities Prepares City Council agenda, official notices and publications; compiles for distribution packets of information for each city council agenda item to be reviewed and acted upon during the Council meeting; completes and files legal proceedings and assessments for capital projects. Attends Council meetings, operates camera and audio equipment, transcribes the minutes and types the minutes following the meeting. Prepares correspondence, arranges appointments related to official functions of elected officials; registers for conferences and arranges travel, etc. as directed. Processes new and renewing liquor licenses, cigarette, peddler, transient merchant and other permits. Maintains permanent copies of adopted ordinances, approved resolutions, recorded deeds and easements, Council meeting minutes, cassette tapes of Council meetings and various agreements and contracts. Maintain and updates payroll information. Enters and processes time sheets. Transmits direct deposits, prints payroll checks/stubs and distributes paychecks. Stays current in areas pertinent to payroll, including but not limited to: wage laws, personnel policies, federal and state tax laws, pension requirements and laws. Provides oversight and coordination of the Civil Service Commission. Establishes and maintains effective working relationships with City employees, municipal officials, commissions, other city, county, state and federal departments/agencies, representatives of the media and the general public. Assures that the City’s mission, goals and objectives are fully supported and initiated. Performs other duties and responsibilities as assigned. Periodic Job Duties/Responsibilities Accepts nomination petitions of a candidate for City offices, coordinating with the County in municipal elections. Notifies appointees to Boards and Commissions regarding tenure and duties of office. Prepares various periodic reports for payroll, including, but not limited to: EEO-4 Reports, W4s,unemployment claims, etc. Job Standards Any combination of education and experience providing the required skill and knowledge is qualifying. Typical qualifications would be equivalent to: Education/Experience: Skills: High School Diploma or equivalent At least two (2) years of additional schooling preferably in accounting or payroll Three (3) to Five (5) years of related work experience Ability to handle confidential information in a sensitive manner Ability to work under strict deadlines Accurate math skills Ten-key calculator by touch Ability to operate audio/visual equipment Effective oral and written communication skills, including interpersonal skills Knowledge: Knowledge of wage laws, federal and state tax laws, pension requirements and laws helpful Knowledge of audio/visual equipment, cameras and document reader General knowledge of PCs and computer software and applications including word process, and spreadsheeting General knowledge of office equipment, including: telephone, calculator, photo copier, check signer, facsimile, shredder, postage machine Licenses: Ability to obtain Certified Municipal Clerk certification within four years of employment Ability to obtain Master Municipal Clerk certification within eleven years of employment Notary designation within six (6) months of employment Working Conditions: Safety Hazards: Long periods of sitting Constant near sight acuity, color vision, field of vision, concentration Frequent stooping, reaching, dexterity, talking, hearing, judgment and writing ability Occasional kneeling, crouching, handling, far sight acuity None Note: This job description should not be construed to imply that these requirements are the exclusive standards of the position. Incumbents will follow any other instructions, and perform any other related duties, as may be required. The employer has the right to revise this job description at any time. The job description is not to be construed as a contract for employment. Approval: Department Head Date City Manager Date City Clerk Skills and Attributes [4] Place a check mark by the skills and attributes on your job description. Place a check mark by each of the soft skills. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Skill or Attribute Personal integrity Administer payroll Public service ethic Prepare City Council packets Sound judgment Initiative and self-motivation Manage city investments Innovative and creative Plan capital improvements Sense of humor Strategic planning Build trust Communicate Issue permits Operational knowledge of municipal services Cope with difficult people Understand personality differences Maintain files Diplomatically disagree with elected officials Resolve conflict Hire, supervise and discipline employees Empathy and compassion Make decisions and solve problems Take risks General knowledge of state laws Collaborate Build teams Establish a relationship with the City Council Accept constructive criticism Give credit and accept blame Multi-task Manage crises Listen Prepare the budget Use office technology Oversee risk management and insurance Yes No Soft Skills Clip Case Study 1 – Council Member Conflict [5] Library Checkout Machine versus Salt Spreader It is a Tuesday morning in December, the day of the monthly City Council meeting in your city. The Librarian stops in City Hall, grabs a cup of coffee and enters your office. She has bad news about the library’s outdated automatic book checkout machine. The part that processes the bar code readings does not work and makes the machine useless. The impact on the library is that all book check outs have to be done manually which is very time consuming. Additionally, no automatic circulation records or reports will be generated and inventory management will be difficult. The cost of replacing the machine is over $5,000, since it will require new software and a conversion of the current system to the new system. The current budget did not include funds to replace the checkout machine. There was some good news last week when it was predicted that there would be a mild winter. The Public Works Director reported on the story at a department directors’ meeting and commented that if the weather holds, he may be able to delay the purchase of a new salt spreader until next year. Ironically, the cost of a salt spreader is around $5,000. When Council member Smith stopped in earlier in the day, you casually mentioned that the checkout machine failed and there was potential savings on the salt spreader. At the City Council meeting, Council member Smith informed the City Council about the failing of the checkout machine and that it needed to be replaced immediately. He is a former Library Board member and a strong advocate for the Library. He suggested the City Council take the $5,000 that was budgeted for the salt spreader and purchase the checkout machine. Council member Jones became upset at the thought of diverting funds for public works to help the library. He owns an excavating company and has always supported the public works operations. His face turned red, he raised his voice and said, “I can’t believe that this is the first time we are hearing about this issue. Why don’t we have any background information from the City Clerk? Why is it that another City Council member knows all about this and the rest of us do not? All I can say is that we cannot compromise the safety of drivers in our community so we can make it easier to check out books at the library.” Council member Smith charged back, “And I’m not going to let us waste money on a salt spreader that we do not even need.” Mayor Johnson saw that it was getting out of hand. He tried to calm the group with, “Hey, cool it. Let’s talk this thing through.” At his comment, everyone stopped and looked at each other. Questions: 1. What is your role when Council members have a conflict or disagreement? 2. What could you have done to avoid this situation? 3. Should you sit quietly and watch the conversation? 4. Should you take a leadership role? 5. What skills are needed in this situation? 6. How could you help in this situation? Effective Relationships with Elected Officials [6] All mayors and councilmembers can identify a reason that they decided to seek elected office. All have a perception of who they are and what their purpose is on the City Council. Below are some of the “flavors” of elected officials that may be found in local government. • Those with a mandate from the people • Those who want to serve their community; to simply “give back” • Those with an axe to grind; an agenda to pursue • Those who have some knowledge, experience or familiarity with the city; a technical expertise in some area of local government • Those who distrust the city clerk or manager Case Study 2 – Bending the Rules [7] Whose water gets shut off and when? You are finishing your fifth month on the job as City Clerk. The job is going well and is a step up from your part-time job with the school system. This job is full-time and has health insurance benefits. Since your husband is self-employed, the health insurance benefits are critical to your family. Your six-month probationary period is coming soon and you are hoping for a positive evaluation by the City Council. It is the 20th of the month and the water bill delinquency report is coming off the printer. As you read it, a name jumps out that you hoped would not be on the list. Myrna Green had promised that she would come in and pay her water bill when she got her paycheck on the 15th. You went against your better judgment (and city policy) last month when you kept her off the list even though she was more than one month behind in payments. Now the bill has climbed over $100 and is growing every day. The primary reason for taking a risk on Ms. Green is that she is the daughter of long time Council member Wilbur Green. He has served on the city council or as mayor of your city for nearly twenty years. Three of the other five members of the city council grew up with Council member Green. They go on week-long hunting and fishing trips together each year and follow every city council meeting with a trip to “Smoky’s,” the local tavern. Council member Green has a history of bending the rules to his advantage. He also uses his persuasion skills to convince his friends to support his actions. He stopped in the City Clerk’s office last month regarding the bill. “You may want to give her a little more time to pay her water bill. She just needs a little more time to get her finances straight.” You decided it would be easier to leave her off the list and hope she gets it paid. Larry from the Water Department just walked into City Hall and says, “Where’s the list of customers that need to have their water shut off for this month? I want to get started soon and be done before 5:00.” It is time to decide what to do about Myrna Green’s account. Questions: 1. What should the city clerk do? 2. Should she give Ms. Green another month to pay her bill? 3. What are the risks of having the water service shut off? 4. Is it fair for her to give special treatment to one customer over another? Tips for Working with the Mayor and Council [8] 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Skill or Attribute Build relationships Listen intently and intensely Be patient Show humility and self-confidence Work behind the scenes Always treat the Council with respect Ask/understand elected officials’ motivations for seeking elected office Respect elected officials’ priorities Make sure elected officials are not surprised Learn to deal with difficult elected officials Be disciplined in your follow-up on issues Think strategically – have the big picture Understand that your success is dependent on the Council’s success Treat the community with respect Balance individual/neighborhood needs with community interests and Council reactions Get buy-in and community ownership on issues before dropping decision on Council Be absolutely honest and of highest integrity Lead Think greatness; raise the bar Meet and consult with elected officials often Seek feedback on your work Help Mayor and Council members navigate technical/legal compliance issues Be aware that you represent the city Insist on permission to take smart risks Treat individuals with respect – practice inclusion and even-handedness Remember that you are not elected – leave the politics and policy-making to politicians My Top 5 Clip Case Study 3 – The Overbearing Councilmember [9] The Slippery Sidewalk – balancing priorities and expectations Its 3:00 p.m. and the clock is ticking. You are scrambling to put together the packet for Monday’s City Council meeting. The City Council agenda packet needs to be ready for distribution to the City Council by 4:30 p.m. since Council member Wilson is leaving for a weekend trip and would like to review his packet while he is gone. You also have important plans to attend a high school class reunion that evening in a city two hours away. In walks Council member Kimball. He is a retired insurance agent who has been on the City Council for two years. He loves to talk and with his wide variety of interests, has an opinion on nearly everything. Since he joined the City Council, the meetings have taken over three hours, rather than the prior ninety minute meetings. Almost no meetings go by without an item being pulled from the consent agenda for discussion. He raises liability issues on most construction projects and all community festivals. He plopped into the chair across from you, makes himself comfortable and says, “I just came from the coffee shop and I think we have a problem. The water fountain in Central Park sits too close to the sidewalk. Kids are playing with it and water is spilling onto the sidewalk with no place to go. Since it is in the shade, it does not dry quickly and has the potential of making the sidewalk slippery. You know that creates a liability for the city.” The polite smile on your face does not reveal what is going through your mind. Of all the days, he has to come into the office to talk about this. You have eight council packets on your desk that are half assembled. The copy machine has the treasurer’s report in the tray. The city engineer has copies of the plans and specifications for a sanitary sewer project waiting to be picked up at the front desk. If there is any delay, Council member Wilson will not get his packet on time and you will arrive late at the class reunion. Questions: 1. What should you do? 2. Can you take the risk of offending Council member Kimball? 3. What is the expectation of the other City Council members? 4. Does the type of relationship you have with Council member Kimball have an impact on your approach? 5. What skills are needed in this situation? Real World Ethics [10] Dorothy is the President of Hometown Bank and works hard to maintain positive working relationships with clients, other businesses and city officials in the City of Hometown. In fact, she frequently invites guests to the Bank’s luxury box at the professional baseball stadium in Hometown. Hometown Bank is bidding on an investment contract with the City, and Dorothy invites the city clerk and her husband to join her for one of the sold out playoff games, drinks and food in the luxury box. a) Can the City Clerk attend the game? b) The fair market value of the ticket, the food, drink and use of the luxury box in $100 per person. How much should the City Clerk pay in order to attend the game with her husband? Katie, the deputy city clerk, has been asked to host a political fundraiser to re-elect her longtime friend to the local school board. a) Can Katie help out her friend and host the fundraiser? Should she? b) Can Katie ask her co-workers at the City to attend the fundraiser? c) What if the fundraiser is in support of a city income tax levy instead of a school board candidate? A supplier who provides billing services to the City wants to sponsor a demonstration and training session for some new software. The session must be held in the supplier’s facilities in Chicago. Because finances are tight, the supplier has offered to pay for the City officials’ travel, room and board. a) Can the officials accept? b) What if the contract with the supplier includes such training? c) The city clerk decides that this training is very important to the city and pays his own way to go to Chicago and be trained on use of this software. Can the supplier contract with the city clerk separately to train other city clerks in the state? A personal investment firm located in your city has offered a new free service to all police, fire and EMS personnel. As a show of support for all the fine service these individuals provide to the public, the firm is willing to provide free estate planning and wills. The value of the service ranges from $1,000 - $3,000. The investment firm does no formal business with the city. Is this OK? a) Yes, because the benefit goes to individuals and there is no connection between the work they perform and the investment firm. b) No. This is a benefit being offered to only a class of employees and not to the entire population. In addition, public employees should not accept gifts from businesses located within the community. Courtesy of ICMA Ethics Center ICMA Code of Ethics [11-12] International City/County Management Association Code of Ethics Tenet 1 Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective. Tenet 2 Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative, and practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant Tenet 3 Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the elected officials, of other officials and employees, and of the public. Tenet 4 Recognize that the chief function of local government at all times is to serve the best interests of all people. Tenet 5 Submit policy proposals to elected officials; provide them with facts and advice on matters of policy as a basis for making decisions and setting community goals; and uphold and implement local government policies adopted by elected officials. Tenet 6 Recognize that elected representatives of the people are entitled to the credit for the establishment of local government policies; responsibility for policy execution rests with the members. Tenet 7 Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body. Tenet 8 Make it a duty continually to improve the member's professional ability and to develop the competence of associates in the use of management techniques. ICMA Code of Ethics [11-12] Tenet 9 Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service. Tenet 10 Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice. Tenet 11 Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member's decisions, pertaining to appointments, pay adjustments, promotions, and discipline. Tenet 12 Seek no favor; believe that personal aggrandizement or profit secured by confidential information or by misuse of public time is dishonest. Source: http://icma.org/en/icma/ethics/code_of_ethics