Best Management Practices Elyse Ackerman-Casselberry Colorado Department of Local Affairs Regional Manager

Roles and Responsibilities

Elected Officials  Set policy  Use enabling authority and charter to protect public interest  Appoint certain staff and boards that will further the mission of the community  Provide general direction and on-going two-way communication  Interact with constituents, provide forum for public discourse  Make decisions for the good of your community

Elected Officials – Key Elements to Consider: continued  Ethics –Be professional –In this business “perception is reality”  Code of Conduct –Respect each other as professionals –Confidentiality –Be a positive ambassador for the town –Avoid surprises  Consistency –Lack of consistency can create legal, liability and fairness issues –Establish polices & procedures to create a predictable environment for yourselves, staff, and the public

Elected Officials – Key Elements to Consider:  Leadership –You are a community leader! –So are the other 6 people sitting beside you.  The Big Picture –You are mandated by law to make decisions that impact people’s lives –Agree to disagree –Position is a “24/7” obligation  Information/Analysis –Information is the key –Information for evaluation –The right decision is not necessarily the most popular, and sometimes the most popular decision is not the right one

Elected Officials – Key Elements to Consider:  Involvement –Public Service = Involvement! –Be careful of overextending yourself  Resources –Use your professional organizations, neighboring communities and staff to access resources and technical assistance

When Making Decisions: Work from fact, information, debate, discussion NOT EMOTION or HEAR SAY

Elected Official Roles As a member of the board, it is important that you:   Do not favor any particular special interests.   Do not use this board for your own personal advantage or for the advantage of friends or supporters.   Keep privileged information confidential.   Approach all board issues with an open mind   Be cautious in exercising authority as an individual board member on behalf of the entire BOCC.   Respect that decisions are made by majority vote   You may have been elected by followers of certain interests or issues, but you have a duty to the entire community.   Not take things personally, or make things personal!

Administrator/BOCC Governance Structure  Administrator appointed by Board  Delegated responsibility and oversight of operation and management decisions  Manager serves as “CEO” at the pleasure of the Board  Oversees all personnel matters

Administrator   Prepares a budget for the board consideration   Recruits, hires, terminates, disciplines, and supervises staff   Serves as the board’s chief advisor   Carries out the board’s policies and strategic direction   Provides complete and objective information about local operations   Discusses the pros and cons of alternatives and offers an assessment/ consequences of a board’s decisions   Serves at the pleasure of the governing body   Can be fired by a majority of the board, consistent with local laws, or any employment agreements   Traditionally works as an exempt or salaried employee   May make policy recommendations to the board for consideration and final decision.   Is bound by whatever action the board takes

Clarifying Roles of Board-Staff Team Role of the Board Role of the Manager Elected and accountable to the citizens Appointed by and accountable to the Board Appoints the Administrator (and possibly others) Appoints all remaining staff Represents the organization to the wider community/stakeholders Manages day-to-day contact Ensures the organization is abiding by the law Manages the organization in order to ensure its compliance Governs the organization Manages the organization Responsible for policy formation Responsible for policy implementation, informing and guiding the Board on realistic and achievable goals Develops and prioritizes long term goals Delivers on short-term goals and implements long-term Board goals Approves annual budget Prepares annual budget Establishes financial and other governance policies Implements financial and other policies Ensures annual audit is complete Serves as liaison with auditors and provides all financial records Sets Agendas and Manages Board/Council Meetings In conjunction with the BOCC, sets and executes agenda for meetings Self Governs Manages Staff not BOCC

Staff  Hired by the Administrator  Serves under the direction of the Administrator  Provides technical expertise and guidance  Assists with research  Provides staff review and reports  Advises BOCC, Administrator, and other elected officials

Suggestions for Good Relationships with Staff  Do NOT give direct orders to individual employees. –Help ensure effective and efficiency government by passing your complaints, suggestions and orders through the proper chain-of-command. –Understand what the Chain of Command is –Create an understanding of effective follow-through  Take citizen concerns/complaints to the administrative head of the Town. –Listen to the complaint courteously, tell the citizen you will pass it along. –Establish protocol for responses  Honor the governing body-staff partnership. –Staff really wants you to look good!

Good Governance Working Together as a Board

John Nalbandian’s Characteristics of Highly Effective Councils/Boards  Ability to deal with issues AS A TEAM  Willingness to address DIFFICULT issues  Successful relationship with Professional Staff

Keys to Successful Partnerships  Find common ground when setting policy  Clearly define policy goals and outcomes  Manage each others behavior and seek cooperation from each other (Code of Conduct)  Work with each other respectfully when in disagreement  Support the outcomes and decisions made

Best Practices  Criticize the project or the process….not the person (avoid scape-goating staff or fellow council members)  Don’t take things personally. You are here to oversee the business of the town.  Create mechanisms that protect staff from being drawn into intra-council or community conflicts  Share information equally to all BOCC members ALWAYS!!  Support the majority decision of the Board once a vote has been taken

Best Practices  Seek and abide by the Recommendations of Your Legal Counsel  Exercise caution when discussing issues outside of board meetings  Come to Meetings Well Prepared  Avoid Making Promises or Commitments Ahead of Time  Be Time-Conscious and Concise  Ensure that All Interested Parties Feel That They Have Been Heard

Best Practices  Maintain Control of the Discussion with Formality and Protocol  Base all Discussions on the Facts and Relevant Information  Insist on decorum from each other, staff, and participants in discussions

Best Practices  Remind yourself of your role: –Goal Setter – develop a vision for the community; establish goals and milestones –Decision Maker – formulate and adopt policies, programs and budgets  Don’t forget that as an Board you can: –Interpret –Anticipate –Advocate – mobilize support for board decisions  Use your Best Practices  Take care of yourself!!!

CREDITS  Colorado Counties Inc.:  Special District Association of Colorado:  Department of Local Affairs, Division of Local Government:

Sample Code of Conduct  Value each other’s ideas and value each other as a person  Cooperate with others, work together as a team  Keep discussions in the room for executive session or sensitive issues  Avoid personal attacks and personalization  Keep in mind the “Big Picture” in your decisions: our vision and our goals  Respect and support the Board’s decisions or state that you cannot, but do not undermine the decision of the Board  Share credit, we are successful as a town/district team  Treat others with respect: respect the individual, their opinion, support each other and learn from each other  Be a positive ambassador for the town or district – represent the entity’s policies, visions and plans 24 hours a day  Keep each other informed—avoid surprises  HAVE FUN

Sample Code of Conduct  ocuments/DCBCPolicyManual__March 2010update.pdf