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4 <br />Activity/Discussion <br />Notes/Ideas/Commitments <br />what you say and how you say it (tone of <br />voice). <br />o Focus on the issue/avoid personal attacks on <br />the person <br />Creating alignment and <br />agenda preparation to <br />welcome and onboard the <br />new City Manager <br />Discussion/Agenda Items for Upcoming Council -City <br />Manager Alignment/Expectation Setting Session <br />Working with staff <br />o Creation of a culture of Council -staff <br />partnership <br />o Clarify Council's expectations regarding staff <br />reports — timely, complete, high-quality staff <br />work <br />o Request that staff provide recommendations, <br />not just data <br />o Challenge current perception of staff that <br />Council does not like staff or wants an <br />adversarial relationship with staff; help us <br />counter those perceptions <br />o Help us build an expectation that it is OK for <br />Council to offer challenges, confront data, and <br />ask tough questions during staff presentations <br />(Disagreement and conflict is OK) <br />Help provide focus for Council by giving us direction <br />on what kind of decision you need from us <br />Discussion on how City Manager can "manage up" to <br />Council <br />While a lot of City Manager interactions are with the <br />Mayor, Council requests that the new manager build <br />individual relationships with each Council member as <br />well <br />Communication protocols <br />o Copying entire Council on notes/Ward meeting <br />notes, etc. <br />o Staff responses to citizens — copy entire <br />Council <br />o Follow up communication (notes or minutes) <br />of Ward meetings <br />Summary and Next Step <br />Actions <br />1. Meredyth (City Clerk) will research timers for use <br />during public comment <br />2. Meredyth will schedule time at a future Council <br />7 <br />