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Home My WebLink AboutCC 11-14-2023 (Special Meeting) APPROVED MINUTES CUPERTINO CITY COUNCIL Tuesday, November 14, 2023 SPECIAL MEETING At 6:00 p.m., Mayor Wei called the Special City Council Meeting to order in the Cupertino Library Room 101, 10800 Torre Avenue, Cupertino, CA 95014. ROLL CALL Present: Mayor Hung Wei, Vice Mayor Sheila Mohan, and Councilmembers Liang Chao, J.R. Fruen, and Kitty Moore. Absent: none. COUNCIL WORKSHOP 1. Subject: City Council Governance Workshop Recommended Action: Receive and discuss presentation regarding City Council governance Written communications for this item included a consultant presentation, consultant workshop summary with an attachment on mutual expectations, and an article, “A Key Ingredient for Success: An Effective City Council/City Manager Relationship.” Mayor Wei opened the public comment period and the following people spoke. Lisa Warren supported a beneficial workshop and was concerned about Kevin Duggan facilitating the workshop instead of David Sykes and about the meeting not being recorded. Peggy Griffin supported the workshop, greater progress, and providing usable tools for Council; and was concerned that there were too many slides and not enough action taken at the last workshop. Jean Bedord commented that the Grand Jury Report and the fact finding investigation addressed items that she felt needed to be done by Council and supported Council working together with the public. Page 2 City Council Minutes November 14, 2023 Santosh Rao supported Council viewing each other with different perspectives, approaching the workshop with sincerity, and collaboration by all parties including staff; and opposed avoiding responsibilities and priorities. Mayor Wei closed the public comment period. Facilitator Kevin Duggan provided the purpose of the workshop, which was to review best practices of governance and to develop mutual expectations to help guide productive and effective working relationships, and then gave a presentation. The Council discussed the following workshop goals: •reviewing effective meeting facilitation •confirming and re-committing to governance norms •enhancing the working relationships between Councilmembers and with the City Manager and City staff •reviewing the governance role of a city council and helping the City Council to improve their effectiveness as a governance team •developing and documenting mutual expectations to help guide productive and effective working relationships The facilitator prepared a workshop report summarizing the agreed upon norms and expectations which is available with the written communications for the meeting. ADJOURNMENT At 8:08 p.m., Mayor Wei adjourned the Special City Council Meeting. Minutes prepared by: _________________________ Kirsten Squarcia, City Clerk City of Cuper�no City Council Workshop: Key Strategies for High Func�oning City Councils November 14, 2023 Workshop Summary Submited by Kevin Duggan, Workshop Facilitator The City of Cuper�no City Council and city council appointees par�cipated in a workshop held on November 14, 2023 to review the strategies consistent with high func�oning city councils. Workshop Goals: • Review & Discuss Concepts Regarding Effec�ve Council/Council and Council/Manager/Staff Working Rela�onships. • Consider How These Concepts Apply to Cuper�no • Iden�fy Possible Areas of Growth & Improvement to Beter Achieve the Ideal Summary of Workshop Content: At the workshop we reviewed key ideas related to: • The importance of effec�ve teams regularly seeking ways to improve their working rela�onships. • The need for effec�ve council/council and council/manager/staff working rela�onships in order to achieve an effec�ve organiza�on/city that serves the community at a high level. • The challenges associated with serving on a city council and having to arbitrate varied perspec�ves/opinions regarding what is best for a community. • The legi�macy of council members bringing different backgrounds, views, perspec�ves, work styles and personali�es to their roles and the importance of not allowing these differences to nega�vely impact team working rela�onships. • Acknowledging that while conflict can o�en be counterproduc�ve, conflict in the form of differing views and perspec�ves (if manifested with care) can be of great value to organiza�ons—par�cularly public organiza�ons. • One of the fundamental characteris�cs of effec�ve governing boards is the ability to share varied opinions in a construc�ve manner. • The importance of understanding and apprecia�ng the legi�mate different perspec�ves that the manager and staff can bring to an issue (technical/professional) versus what elected officials primarily bring to an issue (community). • The importance of understanding that a city council succeeds or fails as a group and the “success” of individuals cannot make up for the failure of the group. • The importance of demonstra�ng effec�ve communica�on and interpersonal skills. • The importance of understanding and respec�ng the role differences between the city manager and City Council under the Council/Manager Form of Government. Adjec�ves Than Describe an Effec�ve City Council/Council Member: At the workshop, members City Council iden�fied the following characteris�cs of an effec�ve city council/council members: • Concerned • Respec�ul • Stays Focused on the Issue Under Review • Knowledgeable • Follows Established Processes • Uses Time Effec�vely • Respects Public Input • Clear Understanding & Respect for Council/Council Member Role • Inquisi�ve Mutual Expecta�ons: What Council Members Need From Each Other (Council Input): • Ask Relevant Ques�ons • Explain Posi�ons Clearly • Effec�ve Steward of Public Resources • Respect for Professionals/Professional Advice • No Favori�sm/Fairness • Transparency • Understanding of Responsibili�es and Obliga�ons • Being Honest, Forthright and Consistent • Effec�ve Communicator to the Community • Assume Posi�ve Intent • Do Your Homework • Ask Ques�ons in Advance • Respect Different Opinions • Accept & Appreciate That There Will be Differing Opinions • Focus on the “Big Picture” • Being Willing to Look to the Future (Move On) A�er a Decision is Made • Respect the Time of Fellow Council Members, the Public and the Staff • Respect Role Boundaries • Respect the Need for Differing Amounts of Informa�on Among Council Members • Consider the Timing/Impact of Informa�on Requests • Promote Balanced Agendas (Quan�ty & Timing) • Respect Established Protocols • Exercise Pa�ence • Use the Consent Agenda Appropriately • Contribute to Good Conversa�ons on Process What Council Members Need From the City Manager/Staff (Council Input): • Adequate/Quality Informa�on • No Surprises • Follow Established Procedures/Protocols • No Favori�sm (Towards Cons�tuents) • Adequate Time to Prepare for Important and/or Challenging Decisions What the City Manager/Staff Need From the City Council (Council Input): • Respect • No Surprises • Willingness to Follow Established Processes • Provide Clear Priori�es • Come to Mee�ngs Prepared • Give Reasonable Weight to Staff Recommenda�ons What the City Council Needs From the City Manager/Staff (Staff Input): • Speak With a Unified Voice • Provide Complete, Yet Succinct Staff Reports • Availability to Respond to Council Ques�ons in Advance of Mee�ngs • Faithfully Implement Council Policy Direc�on • Keep Informed on Best Prac�ces and Contemporary Issues • Work to Establish Mutual Trust • Do Excellent Staff Work • Treat all Council Members Fairly and Equally • Assist the Council in Establishing Priori�es • Help the Council Resolve Issues • Engage Effec�vely With the Public—Good Community Outreach • Quality Research/Data Collec�on • Provide Clear Legal Advice That Highlights Risks & Provides Op�ons • Provide Timely Updates/Keep the Council Informed • Offer Best Professional Advice • Collaborate/Coordinate Between Departments and With Other Agencies • Maintain Transparency and Accountability Regarding City Records • Respect the Role of Elected Officials • Demonstrate Professionalism & Integrity • Provide Timely & Complete Informa�on • Prepare the Council for “Hot Topics” • Deliver on Commitments • Work to Form an Effec�ve & Unified Team with the Council • Provide the Best Possible Advice/Recommenda�ons in an Unbiased & Balanced Fashion • NO SURPRISES What the City Manager/Staff Need From the City Council (Staff Input): • Respect for Exis�ng Policies, Protocols & Statutes • Collabora�on • Respect for Professional Advice • Apprecia�on of Workload & Resource Limita�ons • Express Concerns About Staff in Appropriate Ways • Work as a Team, Not Individuals • Do Your Homework: Take Advantage of Staff Reports & Analysis • Act in a Unified Manner Once a Decision is Made • Keep in Perspec�ve the Views of the “Loudest Voices” • Provide Policy Direc�on/Allow Staff to Implement • Be Available to be Briefed on Important Issues • Stay Focused on Big Issues/Avoid Ge�ng Bogged Down in Minu�a • Respect the City Council/City Manager Form of Government: Work Through the City Manager • Help the Public Understand the Complexity of Issues • Provide Clear Direc�on to Staff • Be Open to Professional Advice (Including Legal Advice) • Provide Agenda Ques�ons in Advance of Mee�ngs • Recognize That the City Manager and Staff Need to Serve the Council as a Whole • TRUST: Assume Good Intent Unless Demonstrated Otherwise • Conduct Efficient Mee�ngs • Strive for Clear Communica�on • Consider Exis�ng Goals When Contempla�ng New Assignments • Demonstrate Transparency and Accountability • Demonstrate Ethical Conduct • Consider What is Best for the En�re Community When Making Decisions • Set Vision/Adopt Policy and Then Let Staff Implement • Demonstrate Construc�ve Accountability • No Surprises • Establish Mutual Trust and Support With Staff • Adopt a Unified Front Once Debate is Over and a Decision Has Been Made Atachment “A” contains the facilitators suggested responses to these ques�ons. Specific Topics Poten�ally Worthy of Addi�onal Council Review: • How to Provide the Council More Time to “Process” Significant and/or Controversial Upcoming Agenda Topics (Such As: Study Sessions; Sub-Commitee Review); • How to Establish Reasonable Standards for Requests of Staff for Informa�on/Research • How to Separate “Elec�on Mode” from “Governance Mode” • How to Make City Council Mee�ngs More Efficient/Appropriate Use of the Consent Agenda • How to Enhance Trust Between Council Members and With Staff Poten�al Next Steps Regarding the General Topic of Council/Staff Working Rela�onships: • Consider Scheduling a Follow-Up Discussion to Review One or More of the Following Topics:  Schedule a Follow-Up Discussion of the Topics Above (or Others) That Require Improvement  Review the List of Mutual Expecta�ons (above lists) and How Both Council and Staff Can Beter Meet These Expecta�ons (Or Discuss Why That Is Not Appropriate in All Cases);  A Review of the Ins�tute for Local Government “Six Atributes of Excep�onal City Councils” and a Discussion of Their Applicability to Cuper�no. Conclusion: I hope the workshop and this follow-up report prove of assistance as your City Council and staff con�nue the important work of maximizing effec�ve performance. If you have any ques�ons resul�ng from this report, just let me know. It was my pleasure to work with all of you on this workshop and to gain a beter understanding of Cuper�no. You are all to be commended for your commitment to effec�ve public service. Thank you for the opportunity. Kevin C. Duggan Trainer/Facilitator