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12. How to Shorten Agendas & Police Contract A I , i 1-‘ CITY OF .........■••••■•••■•111! ,t9,..... , 'A 1 I AN EN r ..is.: ... „, , 4„,,., .• 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 I _ (612) 937-1900 I MEMORANDUM f° p a, ,/a:,i /- J��� TO: Mayor and City Council a , ''k'rs Del s IIFROM: Don Ashworth, City Manager e. e. Kcal) 74 a /4. e.s r DATE: September 25, 1989 L B,a /7 rl 4� I G' Y.. SUBJ: How to Shorten Agendas 3 4.01c. @ IIAfter the September 11, 1989 City Council meeting, the Mayor asked for suggestions as to how our meetings might move faster. rI polled staff members the following day. Their thoughts included: Ii. Have City Council members call Monday morning if they have questions on consent items so that they would not have to be removed from the consent agenda. II2. Do we need to poll each City Council member about their opinion on every item? r 3. Ask audience to only comment on new information, i.e. tell r them the Council has their letters and comments they made at Commission meetings. r 4. No new item should be considered after 11 : 00 p.m. This should be announced early [approximately 9 : 00 p.m. ] with updates at 10 :00 and 10 : 30 p.m. predicting cut-off point. I 5 . Treat all items like a public hearing, i .e. motion to close the public comment period and remind hand wavers of sucf II I have attached two chapters from the "Elected Officials Handbook" 1 which deal with the question posed. r Iff II ' r i Y {- � ` °sow +� - +• •• d?: Lx..y /l • Streamlining Meetings You are beginning to feel comfortable with your new responsibility as a council member. You understand how things work. You are thinking of the future as well as the - present. Your fellow members seem to respect each other's views. But—you come away from your meetings with nag- ging doubts about how much you accomplished. Perhaps your council is ready for a little "streamlining." Give your council meetings this test: 1. Do your meetings regularly run past midnight? 2. Do you "suspend the rules" more than you stick to them? 3. Does your agenda regularly contain items which you vote to "receive and file"? 4. Do you regularly refer matters on the agenda to the ad- ministration for "investigation and report"? 5. Do you have several emergency items at every meeting? 6. Does your agenda have an "old business" section which is almost ancient history? 7. Do many of your decisions seem like "instant replays" from the past five meetings? 8. Do you spend the first ten minutes or more every meet- ing approving minutes from the past meeting? 9. Do you have trouble getting the floor at meetings? 10. Do you have to ask 10 clarifying questions for each agenda item? 11. Do you get tired of your chair before the meeting ends? 12. Do you have second thoughts about decisions made at most meetings? If you said "yes" to five or more of these questions, your governing body needs to improve the way it gets things done. rs 1 h r4• { a7 p t 6 s V >i E rvT �' Y0i.a � F #'.r r f-v �.. fi=t ,G,!,.7' --it'{ -Y .. .psi' �x f p,` ,.i .y 1xa�i..t��x[.''t srs c r4r A!-' F 58 If your council meetings are overly long, devote a large portion of time to routine business or trivia, or deal over and over with the same issues, you might want to consider some restructuring. J Although there is no sure "cure-all" for what ails your meetings, there are techniques that have worked in a vari- ety of cities, towns, and counties to streamline council meetings. PARING DOWN YOUR AGENDA Here are some of those tools for change—simple, easy- to-implement techniques that can help to rearrange, rede- sign, and streamline your agenda. (►Ti [oUOCiL 7 \• c') ( .7 \ '--.< 41111)f 9 L. • - , ; ,i7 'LAO , ilk al c--&- ;� il', /,, 4 (Ia EMERGENCY ■ BUSINESS 59 a lar g Well Begun Is Half Done ver Your present agenda probably It' y gives a place of honor to isider busy work—approving minutes, receiving and filing reports, setting hearing dates. The "important" items are left to last your when you're warmed up or more likely worn down. vari- By analyzing the importance of each item and then or- 1 ganizing the agenda according to what deserves your atten- tion first, you can make sure you're giving adequate time to major issues. It's important to think about both when an item should be taken up at the meeting and how much time easy- will be needed for that issue. ede- There's no simple formula for arranging agenda items. Everyone might have a different idea of what's an "impor- tant" issue. But here are some things to consider: I. Policy impact: Issues which carry significant policy implications—long-term impact on your community— usually should take that "place of honor" on your agenda. If you consider them early in the meeting,you'll have plenty of time and energy to give proper attention to policy matters. 2. Citizen interest: Sometimes citizen interest can lend additional weight to what might have been a routine matter. When your constituents are interested in or con- cerned about a particular issue, your agenda should try to accommodate that interest. See the chapter on "com- municating" for ways to do this. 3. Grouping: Items which are related to or contingent on each other probably should be listed consecutively or un- der one heading. This will avoid last minute rearranging or rehashing of the same issues. 4. Immediacy:A deadline or a crisis should be considered when arranging agenda items—either before a meeting or PALM SPRINGS, CALIFORNIA, (32,300), goes one step fur- ther when dealing with emergencies. There, an urgency ordi- nance (something submitted at the last minute) can only be ap- proved by a four-fifths vote of the council. If the ordinance doesn't get the four-fifths vote when it's "urgent," it can be re- considered at a later meeting as a regular ordinance, requiring a simple majority. a �g - - s al.,. . Lk..r t s • 4 •a:. • exit �-f 60 • at the last minute at the beginning of a meeting.Gener- • i ally,your chief administrator will let you know when items ' require immediate attention.A well-planned approach to t business,in the long run,will cut down on the frequency of crises—but emergencies do crop up and you should have a system for dealing with them.The most common ap- F is proach to handling last minute items is to require some- k thing more than a majority vote before the issue is consid- four-fifths,or five-sevenths. s Because of the possible variations in deciding what items are important, urgent, or routine you need to decide who will play what role in organizing the agenda. Some- p one—the mayor and administrator; the mayor and the gov- erning body; the administrator alone—has to be responsible for making decisions about the agenda order or about i PIS what's an emergency. a col The Putting Trivia in its Place lutio Is your present agenda cluttered with routine and re- tiom curring items which are mechanically taken up at every part. meeting? A consent agenda is a useful tool for quickly han- agen dling routine matters in a single "consent" vote. The ap- cont, proach eliminates unnecessary debate on issues which al- ing r ready have majority support. It works generally like this: lutio • Before a regular meeting, a list of"consent" items is pre- remo tend: pared and grouped together under one heading on the indeF agenda. A "consent" item is usually something which al- - ready has majority support from the governing body. In P' • At the meeting, the consent items are considered as one sulta, item requiring one motion for approval and one vote. go or • If anyone wants to discuss a consent item separately, or fore t vote on it as an individual action, that item can be sepa- cons€ rated from the list and considered with the regular cussu agenda. The rest of the consent agenda would then be adopted with the one motion-one vote process. Coun The most significant variation in consent agendas is (32,3( who prepares the list. They While the consent agenda is a popular streamlining mova tool—it might not be exactly what you're looking for. Here going are a few variations to think about: cited • F � art -• �� � *�!'x ,,. �. .� ;x^ , ,ri ,y c3 t 61 Gener- • Divide and conquer: Dividing your agenda into dis- vhen items tinct sections based on the nature of each decision can proach to give you a clearer perspective on each issue. For example, equency of you can separate your agenda into two parts—one for uld have a policy issues and the other for routine items. If an issue p- is listed on the policy agenda, you'll know it has some .e some- kind of policy implication which you should consider. Or, is consid- if it appears on the routine agenda,you'll know it's something with less impact—a decision based on existing what policies or a non-controversial action. Of course, this to decide kind of dividing action requires judgment on somebody's Some- i part when the agenda is being prepared. What's "policy" the gov- esponsible out PISCATAWAY TOWNSHIP, NEW JERSEY (42,300), uses a consent agenda to handle routine, non-controversial resolutions. The consent agenda reduces the time spent reading routine reso- lutions in their entirety at council meetings. The consent resolu- and re- tions are established at an agenda setting meeting where meeting every participants agree on which resolutions to include in the consent ckly han- agenda. The time-consuming reading of repetitious legal wording she ap- ing in every resolution is avoided by the consent items be rich al- read by title only in the body of a single consent agenda reso- lution. The council avoids problems by allowing any { this: p Y g y person tending the regular council meeting to request that an item be is is pre- removed from the consent agenda, read completely, and voted on n the independently. 'hich al- ody. In PHOENIX, ARIZONA, (765,000), the city manager, in con- ( as one sultation with the mayor and vice mayor, decide what items will vote. go on the consent agenda. Any council member may request be- tely, or fore the meeting that an item be removed for discussion. If the be sepa- consent agenda remains unchallenged, it's adopted without dis- ir cussion at the meeting. 3n be Council members in PALM SPRINGS, CALIFORNIA 'das is (32,300), have an added option in acting on their consent agenda. They may either approve the full consent agenda, request re- fining moval of any item, or abstain from voting on some items while )1% Here going along with the rest of the consent agenda. Abstentions are cited in the minutes. 4 iM y • 62 and what's "routine?"Usually, responsibility for making those kinds of judgments should be vested in the mayor and the chief administrator. • Minutes into hours: Minutes approval should be a quick and easy action. . .not a major time-consuming and tedious task. If approving minutes creates frequent snags, you probably should look at both the way the minutes are prepared and the system for review and approval. Minutes approval is a perfect consent agenda item, if you use one. Or, you can approve minutes for several meetings at staggered intervals, provided this doesn't conflict with legal requirements. Another option is to as- sign review of minutes for several meetings to individual governing body members, who check into any discrepan- -- cies and then recommend action. Remember, minutes are an important "official" record of what happens at your meetings, so you should make sure the record reflects what you did. To avoid recurring disagreements and problems in your minutes, it's helpful to use a standard format for all meeting minutes and even record meetings to provide a fool-proof source for preparing minutes. • Paper, paper, everywhere: Your agenda may have become a catchall for papers, communications, and docu- ments which need routing slips. All government-related papers—reports from state, county, or regional agencies, requests for action or review, citizen requests, comments, Insta. petitions—automatically go through you to where they should have gone in the first place. Some cities and coun- mits, ties have devised short cuts for communications to re- almos duce the amount of paperwork at formal meetings. unnec ring i In PHOENIX, ARIZONA, (765,000), a policy agenda is pre- with' pared by the city manager, the mayor, and vice mayor for the staff weekly "Policy Session." The mayor and vice mayor are in proba charge of bringing policy issues to the city council, although cisior items can be added to the policy agenda if three council members request it. All routine items are handled with a consent agenda in way i Phoenix. public cal in ��' a. f � r • a a • w • 63 lity for making _ 1 in the mayor _ , should be a consuming i)' _ snags, you minutes are jfiGENDA Jt )proval. agenda item, if J lil`1 for several his doesn't ^, - c � option is to as- _ (� � � to individual I ' 1• 1� _ �J) any discrepan- = II�(I «official" �� � ,o you should • .� �\( '�� 1 problems in .rt, format for all 2 _z �` , e'r „_ to provide a �( �� ,,. 1 may have k ,* :/ ins, and docu- 11� '/- ,, •Went-related - )nal agencies, ts, comments, Instant Replay where they "Instant replay" items—old faithfuls like licenses, per- ties and coun- mits, and fire lanes, which appear regularly and which you , ;ions to re- almost always take the same action on—take up a lot of I' ,etings. unnecessary time. If you deliberately establish a policy position on recur- ________ ring items, the administration can handle similar requests enda is pre- without coming back to you. Given clear guidelines, the yor for the staff will be able to implement your policy. You should )r are in probably include an option for appealing administrative de- although cisions back to you,just to be safe. uncil members Other recurring items which might be handled this ± sent agenda in way include loading zones, taxicab stands, landscaping on 1 public streets, installations of stop signs, signal lights at lo- 1 cal intersections, condemnations, and proclamations. i - +�,R H _� RaFC X41 J - `N -r.. El ^K ,- 'l +,t[erry, . y.�.Z a J .j Y jf 4,4.,....-.�.I'qK- r i�M1 �y��Yi^•;.��t.y Y i� j - '' ''7'''' ''''':---'''-:: ::*:::"Vile=4'-'*-14:44:":444r1W2'ii.'. 61:;'1:-.7; 64 s ,– lam • et ..: 4. Rt rA'1 4=';_) It go J !,I1 !oi, 1` I\t tic ,,t,_. in 6. A th �,,, t(!:t' /i ad ,, ckw — - I KAN VA sheet 1D bus'`�r �' i ,;,,, the st CZ [4-/: quest: OTHER TOOLS FOR CHANGE ( Once you have tightened up procedures for your rate agenda, you will want to look at other problem areas. What make is taking too much time at your council meetings? Overly checll long reports? Can't understand the facts? Too much detail? you'll No time limits? your t Just the Facts Key highlights and important recommendations can Zoi sometimes get lost in the details of a long report. A fact sheet which summarizes highlights and recommendations Set in a report provides a quick understanding of the important Imp issues and a handy source for recalling discussion points. schc The fact sheet can be compiled as a list of major a. points following a standard format or it might be a cover- b c. ing memo in narrative form. In either case, the summary d should be short—no more than a page—written in simple d. terms, and in a standard format. Str - Some of the items which might be included are: ImF a. 1. A background sentence, or a brief paragraph explaining b why the report was prepared—request from the govern- _ body, staff initiative, etc. Sat 2. A statement of the problem or issue. ImF 3. A list or brief narrative of the major findings and a. conclusions. b --rd,� s 65 s. 4. Recommendations for action and steps expected of the governing body. 5. Policy implications of the findings or recommended ac- tion, including both the short- and long-term financial impact of the proposed action. E: E.. 6. A checklist showing who has reviewed the report and their recommendations, such as the chief administrator, advisory groups, city or county attorney. I. KANSAS CITY, MISSOURI, (448,000), uses a standard fact sheet for all proposed ordinances. The forms vary according to ; the subject of the ordinance (community project or zoning re- quest: a proposed budget adjustment; a contract). Checklists, either as part of a fact sheet or as a sepa- rate section, are useful on some issues like zone changes to hat make sure all important areas have been covered. If your y checklist format is thorough and followed to the letter, - ail? you'll have the necessary data on hand before you make j your decision. A useful zoning checklist might include the following: ' Zoning Checklist - School Board— Police Department— ant Impact on appropriate Impact on: - school in area: a. Traffic flow/control , a. Kindergarten b. Accident potential b. Primary school , c. Middle school Planning Department— d. High school Compliance with: a. Master plan 3 Street Department— b. Changing land use Impact on: patterns a. Street capacity J g b. Parking Neighborhood Citizen { 1- Group— Sanitation Department— Impact on: Impact on: a. Property values i a. Sewer/water capacity b. Character of the b. New connections neighborhood -tott a1a ,s C- r .4 _ %: ?i `�r a .Ey. J F — .. 1:4 `';'1"'e _ ..':!nom'Yc}!.y.�.9�n`...`.�: ,n a_ F a Ii4 '_i��g 1 £ d •66 A Picture Is Worth a Thousand Words The pen is mightier than the sword—but a camera can be even mightier than a pen! In the past, "report" always meant written words. Recently, however, video tape,pho- tography, and graphics have been used to supplement or even replace written reports. Graphic and visual techniques don't have to be fancy or expensive—a large map to help you get oriented, a flow chart to demonstrate a process, or a photograph to emphasize physical characteristics will give the extra perspective sometimes needed. Video taping is a popular approach today and it isn't something only big cities and counties can afford. In BREA, CALIFORNIA (27,900), both the council and the public can see TV during council meetings. A seven foot wide screen can be viewed by anyone attending council meetings, while a television monitor displays the same image to council members. The purpose is not entertainment, but better decision making. Knowing the visual setting often helps in decisions, especially concerning zoning,planning, and recreation. Photographs and film strips can be similarly beneficial in conveying visual concepts at a minimal expense. Profes- sional graphics, like color-coded charts, maps, or design plans, can also provide valuable visual perspective. An even simpler way to supplement written reports is to use flip charts and bold markers. Staff-prepared charts can be used to guide a discussion, illustrate progress on ma- jor projects, or the status of referrals. Again, the expense is minimal. Many Hands Make Light Work There are many potentially helpful hands around your city or county offices, if you know how to take advantage of them. In-house staff resources can provide an army of as- sistants for you, provided the governing body and adminis- tration reach an understanding about the availability of staff and advisability of cooperation. Effective use of staff resources will depend on attitude, interest, and a clear un- derstanding; of respective roles. Although you and the ap- pointed staff are part of the same organization—your V k t 1. 67 j responsibilities within that organization are somewhat camera can different. t" always Procedural guidelines will usually do the trick. The ape, pho- guidelines should spell out how to make staff assignments ment or (through the administrator or department head, directly to techniques staff, through a liaison), reporting procedures, and the role to help of the administrator in relations between the governing ,rocess, or body and staff. les will give I :d it isn't DALLAS, TEXAS, (904,000), has a multi-level process for pro- viding staff support to the council. Routine requests for action 11' are handled by the Dallas Action Center, a complaint receiving office for both citizens and council members. Any special projects ? and the are handled by administrative aides or interns in the city manag- z, ot wide er's office, who are assigned as liaisons with individual council tings, while members. All complex problem solving issues or requests from it members. council members which may carry policy implications are routed ' emaking.y directly to the manager's office for action. On each level,guide- f lines have been established for receiving,processing, filing, and ; responding to all requests and for routing requests to another level if necessary. The process provides all council members with I L ')eneficial a recognized and predictable avenue for action and a specific staff H person to turn to for help. ,,, Profes- lesign 'ports is ! Other cities and counties hold periodic meetings for charts staff and the governing body to cover issues, concerns, and ',' ;s on ma- assignments. :pense is There are also volunteer resources around to help you sometimes for special assignments. High school or college students and special interest groups may be available to take on research work, surveys, and other projects for you. nd your Getting the information needed to assist you in making de- intage of visions before a meeting will streamline your actual meeting of as- time. dminis- ty of Let's Form a Committee ; r, if staff Some local _.overnin bodies use committee systems, ? ,�� g g ,'ar un- others don't. But, if you do use committees already, it's im- M t„n , he ap- portant to have a system for making the best use of those � IT committees. Important areas which can make or break a '' t 1 t ;`= zra F "^7^, AIS may. c s , 68 committee system are: duties; deadlines and reporting re- get c quirements for assignments; a system to monitor action; do s( and staff involvement in committee work. Committees are usually used as a way to do in-depth and research or special work which can't be handled by the en- nate tire governing body. wort The entire idea of standing subcommittees should be I Tim given some thought before you dive into it. More and more "loo. cities and counties, particularly ones with fairly large gov- tive erning bodies, are opting for a committee structure to get ( likel 4_ more work done more efficiently. Often a smaller group give meeting to focus on very special issues can get more work igno done than when a full body meets to look at numerous dif- ferent issues. But, be careful of committees—they can be- come an escape route when you aren't sure what action you want to take and want to use some delaying tactics. Corn- In T( mittees aren't worth the time or effort if all they mean is utes t that you meet more often than usual to go over the same count issues several times. If you use committees, remember to pay attention to their advice and make note of the work ARR they put in. Don't redo subcommittee work every time the timin full governing body meets. As an alternative to a committee item system, many smaller governing bodies simply use work time sessions to study issues in depth—sometimes the approach meml is called a "committee of the whole." The idea is the same, terest however, because it provides an opportunity for in-depth analysis of special issues. The 1 holds It Helps To Do Homework 1 Regular council meetings can be bogged down with the n — questions that you may want to ask the staff. The more im- OPPoi portant the issue, the more likely you will have questions agent that need answering. . .and the longer the meeting. Some sessi local governments have attempted to solve this problem by sessic setting aside special times for study sessions. At those ses- mitte sions, staff is available to answer questions, but no votes or — any other official business is conducted. Ties( deal Living Within Your Limits staff Many governing bodies have found that the time they coup( spend at meetings is growing as the amount of work they decis. z r x• a 69 rting re- get done shrinks. When you give yourself unlimited time to action; do something, you'll find yourself taking forever to do it. Setting a reasonable limit for getting your work done - :n-depth and closing up shop at a sensible hour may help you elimi- )y the en- nate marathon sessions. A time limit will give you a frame- work for action—a beginning and an end to your work. could be Time limits probably make you uncomfortable—it might and more "look" like you're cutting your constituents off, are insensi- irge gov- tive to their needs, or are shirking your duties. It's more • e to get likely that the reverse is true. Setting reasonable limits will ,Troup give you more time for other things you may have had to - re work ignore because you were busy at meetings. rous dif- can be- r., ction you s. Corn- In TOLEDO, OHIO (355,000), council members have ten min- wean is utes to comment on an issue and can't get the floor again until all 1.- e same council members who want to contribute have had their say. r tber to work ARROYO GRANDE, CALIFORNIA (11,300), handles the -ime the timing issue a little differently. Specific starting times for each -rmmittee item are listed on the agenda based on estimates of the required work time for discussion and action. The system not only gives council •,. pproach members a schedule, but also lets citizens know when items of in- ie same, terest might come up. depth The PALM SPRINGS, CALIFORNIA (32,300), City Council t holds two types of study sessions. 1. The "agenda" study sessions, held on the two Tuesdays of 1 vith the month that precede Wednesday council meetings, provide an nore im- opportunity for the council to receive additional background on !. ' " ' �tions agenda items. Staff is available to answer questions, or may do '' \ s "' Some further research and report back at the council meeting. These 1' �':',' Clem by sessions are open to the public, but no public testimony is per- 11 .:\, se ses- mitted during them. �! 'otes or 2. The "policy issue" study sessions are held on the two 1 ` .:`+5 Tuesdays s that do not precede council meetings. Discussion may :.' . , , deal with subjects about which the council should be briefed or staff may ask for direction on certain issues. Sometimes the ,„'" e they council invites a city commission to talk over common issues. No they decisions are made by the council at these sessions. . { 1 i ' - •. � +x..11 - •- - - °x xa. u� =sue t 70 Time limits can be assigned to individual agenda items, debates, public testimony, or the entire meeting. The limits can vary. You should be cautious when thinking about time lim- its—but you should also be open-minded. There are many occasions when a reasonably well-enforced time limit will help you do your job better. Public hearings which go on forever without any significant movement aren't beneficial to anyone. But, there are also occasions when a strictly en- forced limit will do more harm than good—cutting off de- bate on a key issue because time ran out is neither advis- bei able nor appropriate. You should weigh the pros and cons no of a time limit very carefully and then try some options it when enforcing it. In most cases, you'll find there are occa- orr sions when a time limit will help you get the job done pu. better. nu Two words of caution—remember that knowing how cit to run a good meeting is only one small part of knowing cot _. -- how to run an effective local government. And remember me that a fast meeting isn't always a good one. We're not ad- dei vocating super efficiency. We are talking about effective- pla ness, how you can make the best use of your decision mak- col ing time. You have to be able to balance your needs as a busy elected official with those of your colleagues and the ces citizens you represent. How can you make the best use of ern your time, avoid spending endless hours in meeting after pla meeting, serve the needs and demands of your constituents, inv and make good decisions for your community as a whole? That's the challenge! LE "su AMMEMMEMMEMMEM AMMMMMMMMMMMMM cha MMMMMMMMMMMMMM me me • C t: n • ( n ' `& i 'rte t 5 I'}a;._ � p� _ 'i's c-.r.. L f ly- .tY it ' :i 5..tj - x-mac r t ,,-4 ,* 42,4".y..• . s Z.-- sr 'he - n- I y t` Communicating it S n- 1_ Your council or board, regardless of how well the mem- bers work together or how streamlined its meetings are, is not doing its job if it is not communicating with the public it serves. Communication should take place through a well- : 3- organized, flexible, and sensible public relations program— E� public relations being defined not as a slick "Madison Ave- nue" advertising job, but rather as a program to encourage 1 citizen involvement and response. This kind of program en- . courages public trust and support by identifying govern- '1 1 ment policies, procedures, and concerns for citizens and 1 demonstrates ways they, the public, can help play a part in planning public policy and, consequently, implementing �z ' community services as close to their wishes as possible. The first requirement for trust and cooperation is ac- 1 cessibility. Citizens who have an interest in their local gov- l ernment won't be able to sustain that interest if there's no place for them to participate and no means for them to get s, involved. LET THE SUN SHINE IN 1 Accessibility is written into law through the so-called t',`g 1> sunshine laws discussed in earlier chapters. The former .' ?,�.. chairman of Common Cause, John Gardner, has recom- Ni..)? mended that these laws embody four principles—and in • „, most states they do. These principles include the following: • ••'' ,:;N • Open all meetings of legislative, executive, adminis- i •” trative, or advisory bodies of the state and local govern- `: ; ment, except in specific circumstances spelled out in the law. ,«tip. • Give public notice at least 72 hours in advance of all a meetings. s r Huh t = S.--7"4-.?1.4•14'4",r 1 E ri, S 1 - .�rug ;��.cg • a tip a -tea 72 • Make available detailed minutes of all meetings to the a public. It • Establish meaningful sanctions—deliberate violations of f the law should be a criminal offense. c It is not terribly difficult to circumvent the intent of f these laws. A mayor may meet with council members of his or her own party to discuss agenda items. Members affili- r c A City Manager's View: Accessibility Is the Cornerstone An effective public relations program is based on open communi- cations between the press and city hall. This open relationship creates the atmosphere for the good news to get out to the public. However, as managers, we must never forget that the media does not work as our public relations officers, and in their role they will at times be required to report negative stories. The city of Poughkeepsie public relations program is built on two principles: first, accessibility of myself to the press and, sec- ondly, my being prepared to deal effectively with press concerns. Accessibility is the cornerstone of a good press relationship. Accessibility allows good news to get out more frequently and ac- curately,while creating an atmosphere of credibility during the period of negative news. The negative news story will not go away if you ignore it; rather without the facts, a reporter will be forced to seek unreliable and, in most cases, more damaging sources. Therefore, to ensure an accurate story and protect your good news credibility, be accessible to the press during the bad times, as well as the good. Secondly, accessibility calls for preparation. You must antici- pate all the questions and have the answers. Don't try to control the news by withholding or modifying the situation, but rather present the facts forthrightly with your steps to correct the situa- tion. As chief executive,you are in control of your organization; t therefore, you should be in control of the incident. Another element in the management of negative news is the city council. I have a policy of never allowing the council to read negative news for the first time in the newspaper (if I can help it). I always respond to negative (and positive) stories with for- mal written press releases. Copies of these releases are hand de- livered to every council member before the press date. .a E. #W1x _ - g 1* .jam._ _ 'Vim }yyy 4' e r - ' r a r , _ J T � : E - C 1 y P i� * - SL "-' _ Yi fi � L_S ` tit' it ` '' ; p}- • , 73 ngs to the ated with the "Better Government for All" faction of the legislative body may meet to plan strategy. It may be per- violations of 1 fectly legal to close meetings of this sort, but if the press re- 1 quests information or wants to attend, it is usually in your 1 interest to have an open meeting or you will risk criticism e intent of ■ from the press and your constituents. mmbers of his But accessibility goes beyond legal requirements. It fibers afhli- means a conscious effort to make all local government pro- cesses and yourself easily available to the public. _ 0 H ■H _ 3n communi- '-�.�� A MEE/114.. ,/P <: lationship ' v �� C,..` l 1,J/ft iii to the public. �media does )/� / _ , ,!. y , ,. p role they - - m is built on .�`, r / ss and, sea �,� - s concerns. 'w1N" � lationship. tum,mi, i" i ntly and ac- 1 t( _ luring the '_` not go / ��... � \ ter will be aging otect your / I the bad �� F 1 nust antici- to control it rather GETTING THE MESSAGE TO THE PUBLIC t the situa- There are many ways for the council to get its message inization; to the public. Four methods are widely used. These include 4 ews is the setting up a public relations office, establishing a policy for ! -il to read news releases, using printed materials, and keeping city ern- .an help ployees well informed about the public's business. vith for- hand de- A Public Relations Office? II t, ,. Whether or not you have a public relations office may depend on the size of your community, the attitudes of the A€. _ j c-tia f.r�.e-:�z'�A'r'�-s qL 4 74 administration and elected officials, and the current rela- • Assis tionship of the government with the news media. There are count definite services that a well-run public relations office can • Cond provide. Such an office can: ment spoor • Counsel local officials on public opinion and on support • Pubh or opposition to various services and programs being pro- ers b, vided or considered by the local government. • Prow • Initiate surveys of citizens to determine their satisfaction respo with services and help determine future budget priorities. • Assis • Respond directly to citizen inquiries and complaints. their • Cond refer€ • Hanc • Prep prese SCOTTSDALE, ARIZONA (88,300), makes that conscious ef- fort to expand accessibility. The council, expressing a concern for A 1 more personal contact between residents and city officials, initi- workin, ated extended evening hours at the city hall one evening per cal govt month. Public access to elected officials is also increased by pro- tual tru viding a City Council Information Center at various shopping relation. centers. This traveling center is staffed by the mayor and other trust is members of the council. exampl up a pr LATHRUP VILLAGE, MICHIGAN (4,600), had an open desk. A house at its city hall in conjunction with Michigan Week. Letters intervi€ _ - - of invitation were sent to local residents, and the day gave citi- posted zens an opportunity to meet the mayor, council members, depart- ment heads, and members of local civic organizations. All were available to discuss municipal services and answer questions. In YOFt Many departments prepared displays, and refreshments were Women served. Special activities were planned for children. complai prise. ENGLEWOOD, COLORADO (30,000), publishes a monthly subsequ magazine that highlights cit eaces a ma g city issues and projects. Each council each bo member, on a rotating basis, writes a column on issues of special interest to that member. That periodical also announces meetings rectory of all boards and commissions for the month and invites citizen county input. Recently a "mini-paper" was inserted into the magazine to establis highlight news of Englewood's $250,000,000 redevelopment plan. is now s 75 t i- a Assist the operating departments of the city, town, or are county with community relations programs. in ) Conduct public information programs such as govern- f ment center tours or setting up systems for telephone re- sponse to questions. 3 Publish reports, handbooks, pamphlets; establish speak- )ro- 1 ers bureaus, and produce audio/visual presentations. 4 Provide instructional material for the local schools and ion respond to student inquiries. . es. 3 Assist industrial development, tourism, and businesses in their promotional programs. 4 Conduct informational campaigns to get support for bond ,- referenda or state legislation affecting the community. 3 Handle media relations. 3 Prepare speeches and advise officials on their public ;e_ presentations. i f- or A public relations director should establish a close working relationship with reporters who regularly cover lo- j cal government. The elusive, but essential, climate of mu- tual trust between the media representatives and the public relations office is important. A good method for building trust is distributing new releases fairly to all reporters, for =�; example by placing a news release box in city hall or setting up a press room with distribution boxes on each reporter's desk. A bulletin board where news developments, scheduled s interviews, or public appearances of local officials can be posted is another way of distributing the news. t- I In YORK COUNTY, VIRGINIA (35,400), the League of g Women Voters held a series of public meetings when citizens 11 complained about a lack of information and"government by sur- ; prise."A committee was appointed and the board of supervisors subsequently created a public information office. The office pro- 1 duces a quarterly citizen's newsletter,publishes the results of each board meeting, runs a speakers bureau,and publishes a di- i rectory of services. The office also established a hotline for i county information. Although the office was criticized when first i established—few small local governments have such an office—it is now accepted and seen as useful by county residents. 1 P. 1 w 76 A note of caution: the public relations office shouldn't interfere with or attempt to substitute for a government of- pre ficial who can convey news to the public directly. It's the function of the public relations office to facilitate inter- 1. views, press conferences, or statements given by public ad- ministrators and elected officials, and the PR officer should never substitute his or her opinions for those of the elected officials. Even if you don't have a formal public relations office, it's worth thinking about the kinds of activities a PR office 2. usually handles. Are any of them being done in your city, town, or county? Who is doing the work? Are some impor- t tant functions being neglected? Do the citizens want and need more information about your activities? Whether or not your government has a public relations office, you will probably want to have a policy concerning E news releases. — News Releases: A Way to Inform the Public Re clo While most councils have some policies on releasing tia news, not all policies are the same, and different policies ter have worked for different communities. Some examples of P1( these policies are: lut res • The mayor clears news that will be attributed to the rin council, and the chief administrator (for example, the ha city manager) clears news from department heads. in -- • The mayor or board president is responsible for news re- leases on policy questions. Individual governing body members will indicate clearly TI- - yin any release they may op make when an opinion is their own rather than policy of lo( the governing body. CO` age Your policy on news releases should cover the ongo- on , ing, regular release of news and how to handle news in m( = times of emergency. Your policy should designate who re- ho leases news, and how differences of opinion are to be han- gr< dled. Local government has established protocols and a pr' chain of command. Whatever method of handling news is qu m. chosen, it should not undermine the established order of th business. th 77 = e shouldn't Consider these tips for building e P g good rapport with the - rnment of- press It's the press as you review or plan your policy on press releases: '.`e inter- _ public ad- 1. Always give the members of the press adequate back-up ficer should material for meetings. They should have whatever you the elected have to make your decisions unless it's strictly confiden- - tial. That way they'll know what's happening and have ions office, the data they need to write an accurate and complete a PR office story ✓our city, 2. Let the members of the press know about all your meet- ings. Establish a policy for informing them (who'll call " Mme impor- them) since they're your principal route to the public.and The press isn't your public, but they're often the easiest f: is relations way to get there. ncerning = 6. Residents of LUVERNE, MINNESOTA (4,600), can now keep 2leasing close tabs on their city government through several programs ini- policies tiated by the city administrator's office. The administrator is in- 3: terviewed each week on the local radio station's "Information i<- imples of Please"show. and his weekly narrative of complaint-problem-so- `_ lution in the local paper has an avid following. Government responsiveness is also enhanced by a telephone "hotline"that 0 the rings only at the administrator's desk. Plans are in the works to qi le, the have live coverage of weekly council meetings, with an open call- ds. in line for citizens to air their differences or lend their support. - - news re- body -. ✓may ' The city of SODDY-DAISY, TENNESSEE (8,400), devel- x policy of I aped an informational program for its citizens in the absence of a local newspaper. Nearby metropolitan reporters did not always cover Soddy-Daisy commission meetings, so a local radio station 3 agreed to broadcast a brief telephone report by the city manager ongo- on the mornings following commission meetings. After a few NS in months, the telephone reports were expanded into a weekly, half- who re- hour report which originated from the radio station. This pro- be han- gram was so well received that the station again expanded the ind a program to an hour and changed the format to include a live news is question and answer session. Callers talk directly with the city rder of manager on any subject of local interest or about national issues t hat have local impact. t 7 c 4 4 73.M, z+ t Q Y t , _ °Ti...ZS `,sk. u. .7..,i1,,,..04;;4-,! ftK { �y IMF W {.R a.ems},- 78 I 3. Keep the members of the press abreast of progress— direct( what's happening between decisions. Then they'll under- numb( stand the process which led to the decision. And they'll instruc be involved in that process. A rubber-stamped decision ' portar always looks like something was decided somewhere else The d that nobody knew about. additif 4. Think openly always, but particularly when you're deal- to citi. ing with the press. Try to establish some bonds of trust. P Use the "off the record" process if the reporter is willing welcor to talk with you about general issues—not for attribu- of city _ tion in a story. Be on guard with the press to protect ment, your own interests, but don't be unnecessarily cautious vites r and stiff. 5. Think twice before you meet in closed session. Is it I PUBL really that confidential? Who will be hurt? Anyone? Let T the press know why you're closing the meeting. If you lation: can't justify it to the press, maybe you can't justify it at averaf. - all! traffic electec Practical Information Pamphlets Win Friends attitut A number of local governments communicate by pre- press paring pamphlets and booklets containing practical ferred = information. one w The city of Huntington Woods, Michigan (6,900), ex- courts tends a warm welcome to its new residents through an in- the cis formation packet which contains the most recent city Y newsletter, street maps of the city, a brief outline of the munic city's history, information on city officials, council meet- on ha. ings, city buildings, ordinances, phone numbers and contact persons for various city services, and a list of clubs and ser- vice organizations. Also included are coupons for a free swim in the city's pool, a free garbage bag, and a free light To red bulb. The packet helps acquaint new residents with their SOUI surroundings and lets them know their government wel- cal Gi __- comes them into the community. vide ti The service directory of Council Bluffs, Iowa (56,400), young has a dual purpose. It helps citizens obtain correct informa- plan t. Lion about the city, and it helps city homer y, an p y personnel refer citi- comet zens to the appropriate office for assistance. Developed by a cent u management team representing various departments, the r r ti '•� Yarf;" a i� iii ' `to * P ti * Y x. " - .c� ,i ,y. f 79 rogress— directory identifies, by function, the department and phone =hey'll under- q number for service. Team members met with city staff to And they'll instruct them in using the directory, emphasizing the im- _ ed decision portance to the citizen of obtaining correct information. • aewhere else The directory was then widely distributed, and requests for you're deal- additional copies suggest that the directory is a valuable aid = Ids of trust. to citizens. y Plymouth, Michigan (10,000), sends new residents a a` er is willing welcome letter from the mayor, which includes an overview - r attribu- 1 of city services and telephone numbers for the fire depart- protect ' ment. police department, and city hall. The letter also in- y cautious 1 vites residents to visit city hall to register for voting. = F_i- '1. Is it PUBLIC EMPLOYEES ARE IMPORTANT nyone? Let The key dimension of any local government public re- '" lg. If you lations program is informed and supportive employees. The ustify it at average citizen more frequently comes in contact with the traffic patrol officer and the trash collector than with the elected official. It's through such contact that the public's te attitudes towards its government are formed. No number of ca by pre- press releases will influence a citizen who has just been re- ferred to five different offices by surly employees. And no r{ ,900), ex- one will tell a citizen who has just received prompt and courteous service as he or she acquired a dog license that Y) gh an in- the city is poorly run. ! t city You may want to check to see if your county and 3 of the municipal employees have complete and timely information -` it meet- nd contact on hand about basic government policies. A handbook for )s and ser- a free 1 free light To reduce the costs of delivering the MANCHESTER, MIS- th their SOURI (6,200), city newsletter to its citizens, the city invited lo- it wel- cal Girl Scout and Boy Scout troops to make formal bids to pro- vide the service. This method achieved several things. First, (56,400), young people experienced the bidding process and learned how to t informa- plan the task of delivering the newsletters to a large number of ,r citi- homes. Also, it was a way for the city to get funds out into the oped b a community for a good cause. The city saved more than 50 per- , y cent using this method of delivery. ' its, the i 1. ii F , .. p h s s - rs. .P6 `8 L * eR ,,...., .- 5 ,f Ks. g M t,`L V �ff d L +'S f 80 • new employees, regular meetings with the public relations director or the personnel director, an employee newsletter, volv( and active efforts to get local employees to attend govern- at re ing body meetings will help develop knowledgeable and sup- zens portive employees. grou Here are a few ways that cities and counties have used and to build better communications between elected officials and public employees: not any • Inform employees of changes in policy that will affect corn their work before you send out press releases; sion. • Pass out fact sheets to keep employees up to date on poli- if it cies, program changes, issues, and problems that the to a - elected body is dealing with. Make these statements _ brief—one page is best—and specific. caus • Make sure there is a communications network that in- tant cludes all employees, not just the top levels of administra- lic E tion. In most places, the administrator will take the up a responsibility for doing this, but you should make sure it's happening. • Recognize employees for their work in city newsletters, and make sure that employees are on the mailing list for these newsletters. In re The more aware and informed the employee in your (18,4 • government, the more likely that he or she will truly feel a the a part of the city team. Your council's willingness to recog- form. nize the employees as an integral part of the public rela- oppo tions program of the local government will go a long way g is un toward success in that program. may had i • sums POWER TO THE PUBLIC i has Communication is a two-way process, but so far we spen' , have discussed how you and the council can get informa- i sumi tion out to the citizens. But what about getting informa- tion from the public? No one needs to preach to you about SOL the importance of citizen involvement in your decision- nicai making process. You already know that. But what might be ! recto helpful are some "how to" suggestions: how to get citizens has 1 to give you the information that you need to develop the valu( best policy for the city. • _ yyJl : !'" �. fy i h - - , 43~f�{�' �3K. {-/Y,7.S-" '. •� • 81 :c relations There are two easy options for getting the public in- newsletter, volved in your work public hearings and public comment nd govern- at regular meetings. In both cases you should try to get citi- ible and sup- zens to speak, to make them feel comfortable in front of a ~ group, and to convince them that their input is valuable li s have used and useful to you. ' officials The way to do this is by making sure that everyone, not just the elected officials, has a copy of the agenda with any necessary explanations. Schedule a regular time for -. ill affect comment, and state this on the agenda. In your own discus- i t. sions during the meeting, minimize technical jargon. Even late on poli- if it is familiar to you, "alphabet soup" can be intimidating " iat the to a listener. - ments It isn't easy to carry out effective public hearings be- cause there are so many variables involved, but it is impor- that in- tant to try. To help you along somewhat, review the "Pub- administra- lic Hearing Checklist" of things to consider when setting A.. :e the up a hearing to increase the odds of a successful session. ake sure E. vsletters, ks ng list for if- In reviewing its agenda process, DECATUR, GEORGIA in your (18,400), city commissioners decided that they wanted to open up my feel a the agenda to public comment, but still keep the process fairly I= o recog- formal. So right after the approval of the minutes, there is an 3 is rela- opportunity for public comment on agenda items. Once an item c )ng way is under consideration by the commission, only commissioners may discuss it. Because of the change in procedure, the agenda had to be more informative. The commission now includes a summary of the proposed action on the agenda itself.The process has worked well, and a positive byproduct has been that the staff far we spends Iess time presenting agenda items orally since they are iforma- summarized on paper. forma- ou about ision- SOUTHFIELD, MICHIGAN (75,900), has a directory of tech- might be nical terms, acronyms, and frequently cited ordinances. The di- rectory contains 118 entries—from A-95 to ZBA. This directory citizens has proved useful to newly elected officials and could also be of op the value to citizens participating in public meetings. I` f_a J i pi J ry few •u'- h',.ir ' �v ' ate t € T Y r , - 82 If Public Hearing Checklist: these 1 role. A 1. Advance media notice giving the date, time,place,and who se • subject of the hearing with a repeat notice on the day of addres the hearing. chairp 2. Citizen groups,schools,and special interest groups in- to sho _ vited to meetings that might interest them.Arrange for withot each group to designate a spokesperson to serve as a li- how tc aison between the group and the governing body. and th 3. Adequate and easily available information about the is- a critic sue to be considered (posting data in strategic public Usuall sites, such as libraries, community centers). thougl 4. A staff person assigned to handle questions or inquiries before the hearing. THE 5. Adequate space at the hearing site, including parking j P for cars and seating. public 6. A microphone or other loudspeaking equipment,possi- der toy bly with a long cord, so people can comment without A leaving their seats. count 7. A recording device and/or stenographer. 8. Information materials available at the meeting (agen- das, relevant reports). 9. A sign-up list for speakers or other method for organiz- c ing testimony. "` : 10. A brief introduction to the issue at hand presented by the chairperson or staff before the hearing begins. 11. An announcement or reminder about ground rules and time limits. 12. Staff available at the hearing to answer questions. 13. Announcement of when action will be taken on the is- sue, either on the same day or at a future meeting. ■ 14. Follow-up procedure for unresolved problems or ques- tions (a staff person assigned to take names and tele- phone numbers of individuals who raised problems, ilquestions, or complaints). 15. A competent chair with a good voice and good gavel to make sure the hearing proceeds in an orderly way. 83 - If you find yourself in the role of chairperson at one of these public hearings, be aware of the importance of your e,and role. A chairperson is the one who makes things work— e day of who sets the pace for the hearing and sees that issues are addressed in an orderly and productive way. Being a good - chairperson comes with practice—you learn how and when - :ps in- to shorten lagging discussions, how to tie issues together - .nge for without influencing the discussion inappropriately, and as a Ii how to make people feel comfortable standing before you x. and the group. If you are inexperienced in this role, ask for the is- a critique of your performance from a trusted staff member. .blic Usually, however, the mayor will chair public hearings, al- 3'. though, where legal, some councils rotate the responsibility. luiries THE GRIPES OF WRATH —; . 4 cing ' Public comment sessions at your regular meetings or at public hearings can turn into gripe sessions if citizens wan- )ossi- der too far from the agenda. out A citizen who can't get a problem solved at city or county hall or through a telephone call is likely to show up en- f F.,./"— , aniz- ;i'lW °ail ( �) .:) i P by ilr and � ,Ilv; : �I� �uW _4 is- ',. 0 f i 'O J- li .-:------' Ade _ • to _3 7; .(rte ;,, w i ,, F�v 4;#+}r r • j 84 at a formal hearing to demand action. Most citizen corn- track corn plaints require administrative action, rather than policy informati changes, so they shouldn't become topics of debate at a responsiv hearing or regular council meeting. egy is to c What you need to get aggrieved citizens off your quests. T agenda and into the proper channels is a complaint system, various k an organized process for receiving and acting on corn- to the co: plaints. It can be something simple--a staff person as- data base signed to log in complaints and refer them for action. quency o Whatever your system, you should have a staff person at all In bf open meetings to intercept problems that do not belong on source of the agenda. Further, it's important always to use the same proce- dure. If one citizen is given the floor for a lengthy expo- sition of his or her problems with, say, the water depart- In y Cow ment, everyone who comes to council meetings with a € City Cour complaint will expect a full hearing. So routinely use the f compared same procedure to divert the problem to the appropriate j turned qu channels. nesses wi Note that the complaint system can be a source of in- Cour formation from the citizens. A compilation of complaints ! oorit us esn t. may uncover a pattern of problems that the council should to encour deal with from a policy perspective. city show CITIES ENCOURAGE CITIZENS' COMPLAINTS parks, 94 from lane Lakewood, California (74,600), asks for trouble. In the On required;; city's water/trash utility billings, residents periodically find approved a "service request"postcard. The postage paid card con- facilities. tains a checklist of frequent problem areas such as street 'm■ light repair, animal control, and trash pickup. Residents can simply check off the appropriate problem area. City de- OSHKO partments were initially wary, but service areas with major port to ii workload implications (e.g. sidewalk, trees) are not itemized Gently, it on the card. The city has found the feedback mechanism Haire."7 works and can be used to channel service requests. Citizens Boy Sco(an are surprised and pleased that the city seeks out problems hade n in this fashion. had anal nal Over the past few years, Boston, Massachusetts is the th shift in c (563,000), has implemented a mini computer system to • 85 izen CO -m track complaints and non-emergency requests for service or in policy information. The primary goal of the project is to improve gate at a responsiveness to the needs of the individual, and the strat- -" eg is to concentrate on relatively small but significant re- your guests. The requests are entered into the computer from -_ tint system, various locations around the city. Then they are distributed corn- to the correct department for action. The requests form a on as- data base that can be used to analyze the nature and fre- :tion. I quency of certain types of requests. -erson at all i In both of these cities, the complaint system is also a belong on source of information from the citizens. 1e proce- v expo- . depart- In DUARTE, CALIFORNIA (17,000), resident response to the ith a City Council's Annual Questionnaire more than doubled in 1981 *f; use the compared to 1980, according to a preliminary analysis of the re- opriate turned questionnaires that were mailed to residences and busi- nesses with the December 1981 Community Newsletter. • 1 rce of in- Council members describe survey results as "very important i< iplaints to us in the work of developing the city's future improvement pri- il should orities," a large majority (90%) felt that the city should continue to encourage private investments; another majority (55%) felt the city should create more parks. However, of those wanting more parks, 94% indicated that future parks should be developed only from land currently owned by the public sector. On other issues, 83% felt law enforcement was performing as T, e. In the required; 85% held the same for fire protection and services; 92% ally find approved street lighting, and 73% approved present recreation 1 con- facilities. street Tents 4. City de- OSHKOSH, WISCONSIN (49,700), distributes an annual re- 1 major port to its citizens just as many other communities do. But re- 1 ' itemized cently, it included a new feature: the "City Activities Question- '1 nism noire." The report was delivered to all residences by the area's i{ Iitizens j Boy Scouts. Citizens then clipped and answered the question- '# blems noire and returned it to city hall. After a month's time, the city i had analyzed the responses and prepared a summary report.This ii is the third time that information has been gathered, and the ;1 to shift in opinions has been instructive to council and staff. 'i 0 1 L 4 i I J ; :f. 3: 86 , CONDUCT YOUR OWN POLLS Citizen surveys are another way for you to find out what your community wants and needs. A carefully de- I signed questionnaire (see Appendix E for some tips) and a balanced selection of citizens to question can give you a good perspective of what's going on "out there"—beyond council chambers. You can see, the council, as a team, has many avenues for communicating with the public, including press releases and pamphlets, public employees, and public hearings, and E even by listening to complaints. When communicating, self in consider the importance of the ear. anyth Idevelc COMM that t. ting ii F availa lar plE (press r. r legal, and ti even public `___. the p1 B best, _-- views canno recorn the lo purer Z S tanc, arim appoi the tc exam; that c tions comn