Padm / urbp 214

1. Padm/urbp 214 May 11, 2011 Course Overview Putting it all Together

2. Goal of this Graduate Seminar • To learn leadership and management practices, policies and principles at the local government level that are helping to recruit, retain, manage and motivate multiple generations of workers. • Sub-Goals • For you to better know thy self • For you and me to expand our circles of influence • Respect and appreciate our diversity • For me to gain “self transcendence”

3. We had some ground rules! • 17 week course (with two open nights) • Syllabus was our Agreement (MOU) • We knew how we would be evaluated • Complete, quality work • Active participation • With some flexibility and fairness • As individuals as well as teams • We knew homework would be assigned in class and then posted • Case Study Format would serve as our standard template on most homework assignments

4. You had resources! • Text book (The Effective Local Government Manager) • Additional reading material (hand outs and on-line) • Electronic links to newsworthy articles and agency websites • The Internet • Five guest speakers (goal was four) • City Manager, Santa Cruz (Martin Bernal) • Head of CBO…1st Act Silicon Valley CEO (Connie Martinez) • An Organizational Development Expert, President of Wilfred Jarvis Institute (Minh Le) • Highly-Respected Local Government Leaders • Kim Walesh San Jose Economic Development Director • Kip Harkness San Jose Strong Neighborhood Community Leader • Access to your instructor (office, phone or e-mail)

5. We knew how we would be evaluated • Syllabus described overall evaluation process • Key learning objectives listed • Scoring criteria on assignments • Explanations for scoring attached • Explanation on how final grade would be calculated

6. We were informed of the consequences of our actions! • You were informed of positive consequences of your efforts as well as negative consequences

7. We formed an “accountability agreement”Five Step process (Stephen Covey) • Desired Results • Guidelines • Resources • Accountability • Consequences

8. Win/Win Agreements • Clear Mutual Understanding • Agreement up front—Interpersonal Leadership • Stewardship Delegation (get out of the way, be a source of help, enable others to act [Kouzes-Posner]) • Recognize good work • Celebrate Success

9. Character-Relationships-Agreements

10. We learned about Case Studies CASE STUDY BASICS Cases are usually narratives of problem situations that are explored critically. They can include charts, graphs and other relevant information. They can be short (one or two paragraphs), to lengthy (a chapter). Some include discussion questions at the end, and some include appendices. An example of a case to be studied would be a manager’s dilemma or conflict about people, a situation or a process in the workplace.

11. There are two types of case studies: factual and fictional • Factual case studies involve real organizations, people and situations • Fictional case studies, although usually loosely based on actual people and events, do not use real organization’s or people’s names

12. Presenting the case study: common method to present a case history • Problem/Issue: state the problem--two to three sentences • Background: provide a summary of the facts (one or more paragraphs) • Analysis: discuss the causes and impacts of the problem, any assumptions, and alternatives or options the case presents • Recommendation: provide firm and decisive direction • Conclusion: for any concluding remarks that go beyond the recommendation

13. Writing tips: • Read the case carefully and critically • Keep your audience in mind • Use complete sentences; avoid bullet points and acronyms • Clearly state the major issue, confrontations, and main conflicts • Present the issues in a logical order • Avoid recommending further research to the case • Supplemental material (if used) should go in an appendix

14. Understanding Ourselves and how others view us!

15. Giving and Soliciting Feedback

16. Developing Mutual Trust

18. FIVE PRACTICES OF EXEMPLARY LEADERSHIP-Kouzes & Pozner—The Leadership Challenge • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart

19. What do People Look For in a Leader? • For Others to Willingly Follow You……You must be: • HONEST • FORWARD-LOOKING • INSPIRING • COMPETENT

20. STRATEGIC PLANNING S. W. O. T. Analysis MISSION VISION CORE VALUES GOALS KEY PERFORMANCE MEASURES STRATEGIC OBJECTIVES MONITORING-FOLLOW UP

21. Vision, Mission, Values and Goals • Vision—What the organization will become or achieve (a view of the future) • Mission—Why the organization exists; Whom it serves • Core Values—The organization’s guiding principles • Goals—A broad statement of intent; What the organization needs to accomplish • S.W.O.T.—Strengths, Weaknesses, Opportunities and Threats

22. Your Personal Vision Statement • Due February 9, 2011 • In a sealed envelope with your name on it, you are to write down your personal vision statement. It should be one to two paragraphs at the most, ideally three to four sentences. Remember that a vision statement is what you hope to achieve or become. It is an inspirational image of the future. It should be broad and aspirational. • Turn in your sealed vision statement on February 9 in class.

23. GOALS AND TASKSWilfred Jarvis Institute • GOALS ARE ENDS “Where are we going?” • Teams cannot survive unless its members agree on clear, observable goals • They must strive to achieve them together and work steadfastly to reach them • With teams, it is important to separate between individual goals and team goals. If every team member is committed to his/her roles and goals, then the team goals can be met • TASKS ARE MEANS “How will we get there?” • Day-by-day actions. As with goals, all tasks be clearly identified as actions. • Avoid abstract terms such as: “we will communicate more successfully” or “each of us will improve our customer service levels”

24. Strategically planning your trip! • YOU MIGHT THINK OF YOUR GOAL(S) AS THE DESTINATION OF YOUR TRIP • YOU CAN THINK OF YOUR ROAD MAP , ODOMETER AND YOUR GAUGES AS TOOLS TO IDENTIFY SOME STRATEGIC OBJECTIVES….WHEN TO STOP, WHERE TO TURN AND WHEN TO CHARGE YOUR BATTERIES • YOU CAN THINK OF YOUR PERFORMANCE MEASURES IN THAT YOU ARRIVE SAFELY WITH NO ACCIDENTS, ON TIME, FEW OR NO WRONG TURNS, ETC. • IMPORTANT: MAKE SURE YOU PICK OBJECTIVES AND MEASURES THAT YOU HAVE SOME CONTROL OVER

25. SWOT Analysis

26. Time Management MatrixStephen R. Covey

27. Seven Habits of Highly Effective PeopleStephen R. Covey (Dependence) PRIVATE VICTORY • Habit 1: Be Proactive • Habit 2: Begin with the End in Mind • Habit 3: Put First Things First (Independence) PUBLIC VICTORY • Habit 4: Think Win/Win • Habit 5: Seek First to Understand, Then to be Understood • Habit 6: Synergize (Interdepence) • Habit 7: Sharpen the Saw

28. The Effective Local Government Manager • Chapter 1 • History, leadership style and ethics • Appendix “A” ICMA Code of Ethics • Chapter 2 • Connecting to the community (citizens as well as organizations) • Exercising community leadership • Shaping policy agenda and implementation of policy • City Manager, Santa Cruz Martin Bernal • Reviewed a Charter • Factual Case Study on Effective Community Leadership

29. Charter Cities • A charter city is a city in which the governing system is defined by the city's own charter document rather than by state, provincial, regional or national laws. In locations where city charters are allowed by law, a city can adopt or modify its organizing charter by a majority vote of its resident citizens. A charter gives a city's residents the flexibility to choose any kind of government structure allowed by law

30. General Law Cities • Cities which have not adopted a charter are organized by state law. Such a city is called a General Law City, which will be managed by a 5-member city council. A city organized under a charter may choose different systems, including the "strong mayor" or "city manager" forms of government

31. San Jose Charter CITY CHARTER In effect May, 1965 As Amended through March 2, 2004 TABLE OF CONTENTS

32. Example of “Form of Government” • ARTICLE III • FORM OF GOVERNMENT • SECTION 300. Form of Government. • The municipal government established by this Charter shall be known as the “Council-Manager” form of government.

33. The Mayor • SECTION 500. Mayor. • There shall be a Mayor of the City of San Jose, elected at large, who shall be the eleventh member of the Council. Except as otherwise provided elsewhere in the Charter, the Mayor shall be elected by a majority of the votes cast citywide at a Regular Municipal Election, for a term of four (4) years from and after the first day of January following the year of the election. • The office of each member of the Council, including the office of the member who is Mayor, is a separate office to be separately filled. Any incumbent member of the Council may run for the seat of Mayor, and the Mayor may run for the seat of Mayor or for any other seat on the Council for which the Mayor is otherwise eligible; however, no member of the Council shall hold more than one seat, and no person may be a candidate for more than one seat.

34. The Council • SECTION 400. Powers Vested in Council. • All powers of the City and the determination of all matters of policy shall be vested in the Council, subject to the provisions of this Charter and the Constitution of the State of California. • SECTION 401. Composition of Council. • The composition of the Council shall be as follows: • (a) NUMBER OF MEMBERS. The Council shall consist of eleven (11) members, one of whom shall be the Mayor, each of whom shall have the right to vote on all matters coming before the Council. • (b) DISTRICTS. Except as otherwise provided elsewhere in this Charter and excepting the Mayor who shall be elected at a Regular Municipal Election from the City at large, each member of the Council shall be elected at a Regular Municipal Election by one of ten (10) Districts designated by number within the City. The term “by Districts” shall mean the election of eligible persons, as defined in Section 404, to the office of member of the Council by the voters of each District alone.

35. City Manager • CITY MANAGER • SECTION 700. Appointment, Term and Compensation. • There shall be a City Manager. The Mayor shall nominate one or more candidates for Council consideration for appointment to the position of City Manager. The City Manager shall be appointed by the Council for an indefinite term. The Council shall fix the compensation of the City Manager. • Amended at election November 4, 1986 • SECTION 701. City Manager; Powers and Duties. • The City Manager shall be the chief administrative officer of the City. He or she shall be responsible to the Council for the administration of City affairs placed in his or her charge by or under this Charter. Without limiting the foregoing general grant of powers, responsibilities and duties, the City Manager shall have the following powers and duties:

36. San Jose Municipal Code • TABLE OF CONTENTS • Title 1     General Provisions • Title 2     Administration • Title 3     Personnel • Title 4     Revenue, Finance and Business Taxes • Title 5     Housing • Title 6     Business Licenses and Regulations • Title 7     Animal Care and Control • Title 8     Public Safety and Special Functions • Title 9     Health and Safety • Title 10     Public Peace, Morals and Welfare • Title 11     Vehicles and Traffic • Title 12     Ethics Provisions

37. San Jose Municipal Code • Title 13     Streets, Sidewalks and Public Places • Title 14     Public Works and Improvements • Title 15     Public Utilities • Title 16     Gaming Control • Title 17     Buildings and Construction • Title 18     Local Planning • Title 19     Subdivisions • Title 20     Zoning • Title 21     Environmental Clearance • Title 22     Convention, Cultural and Visitor Services • Title 23     Signs • Title 24     Technical Codes • Title 25     Airport

38. The Effective Local Government Manager • Chapter 3 • Manager’s relations with governing body • Elected official’s expectations of the manager • Building a partnership, trust and accountability • Effective managers work to improve governing body’s effectiveness • Chapter 7 • Relations with governmental and non-governmental organizations (NGO) • Networking, collaboration and appropriate interactions • Capitalizing on outside resources

39. Fictional Case Study Ethics, Relationships and Communications • Using the Bashville (San Jose) Charter, ICMA Code of Ethics and your readings in the first three chapters of The Effective Local Government Manager describe what major actions you would take in the week following the call you received from Sanders to demonstrate your strong and ethical leadership, effective community relations and ability to maintain a good work environment for all Bashville employees. Assignment is not to exceed three pages single spaced, and is due on-line to the instructor’s SJSU email by 3:00 p.m., Wednesday February 16. Cite your references

40. Altenburger: Problem Solving tip for manager when public elected officials disagree • Diagnose the problem (assembling facts, identifying gaps, knowing stakeholders and their positions, history, agency limitations and central issues) • Diagnose the environment for problem solving (levels of hostility and misinformation that exists) • Diagnose the unknown (consequences of alternatives and risks) • Diagnose yourself (being objective and relating to your core values)

41. Faerman: “collaborating” is both high on assertiveness and cooperativeness. • ASSIGNMENT: Identify a situation you’ve observed in local, regional or state government, where a long-standing, serious conflict exists and more “competing” is occurring than “collaborating” between the elected officials. In this assignment you are to play the role of the professional appointed manager, and demonstrate an understanding of Altenburger’s rules of problem solving. Go through each of her four steps of problem solving to bring about motivation, teamwork and progress toward a solution. As step 4 indicates, evaluate your ability to remain objective. Think of your core values and your personal vision statement as you provide advice to the governing body.

42. Organizational Leadership by a Manager • March 02, Homework Assignment • Selecting a local government other than the one where you may work, and other than the City of Santa Cruz, identify an issue that has major budget, labor, service delivery or human resource ramifications that the City or Town Manager, or County Administrative Officer has brought forward for the governing body’s action. The item should be current (within last six months) and if approved already or under consideration by the elected body, will have a significant impact on how services will be delivered. Your case study should contain critical communications and actions the Manager had to take in advance with unions, managers or legal counsel prior to bring the item forward. The report to Santa Cruz City Council by C.M. Martin Bernal, involving consolidation of City Clerk and City Manager functions would serve as an excellent example for this assignment.

43. Five Approaches to Manage Conflict The Effective Local Government Manager : ICMA • Pg. 76: The Effective Local Government Manager • Sue Faerman identifies the following five approaces: • AVOIDING • ACCOMODATING • COMPETING • COMPROMISING • COLLABORATING

44. AVOIDING • Low on assertiveness • Low on cooperativeness • Used when one does not want to explore issues behind the conflict

45. Accommodating • Low on assertiveness • High on cooperativeness • Used when one or more parties does not want to confront the issues behind the conflict • Unlike “Avoiding”, one party decides the issue is not as important to him or her as it is to the other party….

46. Competing • High on assertiveness • Low on cooperativeness • Individuals who consistently use this approach are interested in their own position “zero-sum game”

47. Compromising • Moderate amount of assertiveness • Moderate amount of cooperativeness

48. Collaborating • High on assertiveness • High on cooperativeness • Interdependence • Compatible Goals

49. Qualities of FollowersHarvard Business Review: Robert E. Kelley

50. EFFECTIVE FOLLOWERS “Leaders rarely use their power wisely or effectively over long periods unless they are supported by followers who have the stature to help them do so” Ira Chaleff, The Courageous Follower The job of effective followers: • Understand our power and how to use it • Appreciate the value of the leader and his/her contributions • Work toward minimizing the pitfalls of power by helping the leader remain on track