Working Effectively As Managers And Decision
Makers
A Program For:
 City Council Members
 Department Heads
 Other Elected Officials & Administrators
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UWExtension-Local Government Center
 Presenter: Dan Elsass, Local
Government Specialist
University of Wisconsin-Local
Government Center
 Wisconsin-Nicaragua Partners
CORNERSTONE I Project
October 23, 2002
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Basic Nicaraguan-Wisconsin City Models
 Nicaragua uses Strong Mayor – Weak Council Model
 Majority of Wisconsin cities employ – Weak Mayor—Strong
Council model
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Strong Mayor Organization Chart
Mayor
City Council
Secretary
Community services
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Housing
Econ. Dev.
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Revenue
Streets
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Weak Mayor Form
City Council
Clerk
Mayor
Public Works
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Administrator
Police
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Zoning
Fire
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How the City Sets Policy
 Ordinances
 Resolutions
 Budgets
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City Council Functions
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Involve the Public
Set Policy
Regulate
Provide Services
Levy taxes and fees
Cooperate with other governments
Oversee city operations
Be accountable to the Public
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Service Decisions
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Will a service be provided?
At what level will the service be provided?
How will the service be provided?
How will the service be paid for?
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Appointed City Officers
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Clerk
Treasurer
Finance Director
Personnel Director
Municipal Service Director (Public Works
Director)
 Economic Development
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Other City Departments
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Human/Social Services
Aging
Roads & Streets
Planning & Zoning
City Attorney
Parks/Recreation
Information Services
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Decisionmaking vs. Managing
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Mayor’s Powers
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Chief Elected Officer (CEO) of the City
Observe, administer and enforce laws
Coordinate & direct administrative/management functions
Appoint & supervise department heads
Appoint members of boards & commissions
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Oversight
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Conformance to policy
Follows budget guidelines
Performance
Relationships among & between units
Recognition
Complaints
Continuing improvement
Strategic considerations
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Basic Rights of Every Council Member
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Right to be included in process
Right to exchange information
Right to certainty of procedures
Access to staff research and information
Access to outside experts
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Basic Responsibilities of Members
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Should attend all required meetings of Council
Accountable to larger constituency
Accurately represent policy to public
Do homework before making decisions
Be constructive in problem solving
Maintain high ethics
Recruit and educate new members
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Essential City Committees
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Executive
Finance/Audit
Personnel
Governing
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Finance Committee Agenda
1.) Call to order
2.) Meeting noticed
3.) Adoption of agenda
4.) Approval of minutes
5.) Public Comments
6.) Approval of bills $500 <
7.) Res. 126-00 – Ratifying
employee contract
8.) Res. 129-00 - Accepting
Hwy Matching Funds
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9.) Res. 131-00 - Establish
Park Fees
10.)Review 2001 Annual
Audit
11.) New Business As
Allowed by Law*
12.) Adjournment
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Policy making vs. Micro-Managing
 Steering vs. Rowing
 Goal setting vs. Means to
achieving
 Budget parameters vs.
Implementation
 Personnel evaluation vs.
Direct intervention
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Potential Sources of Council/Staff Conflict
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Poor communication
Blurred lines of authority
Highly visible personnel disputes
Council/Staff “end-runs”
Financial crisis
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Mathis’ “Symptoms of a Troubled Board”
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All Board energy stays focused on one issue
Minority views are more effective than majority views
Department Heads are only reason for Council problems
No clear annual Council goals and objectives
Inner Council bickering and conflict more important than
the issues.
 Council values and integrity are compromised, but not
recognized.
 Council members “know it all” & constituency not
consulted
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How To Improve Relations
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Regular orientations for new members
Community tours
Retreats or social events
Strategic planning sessions
Annual council evaluations
Employee recognition ceremonies
Ongoing training opportunities
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