08/05/1997 (2)
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COMMISSION
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CITY COMMISSION SPECIAL MEETING
CITY OF CLEARWATER
August 5, 1997
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Present:
Rita Garvey
J. B. Johnson
Ed Hooper
Karen Seel
Michael J. Roberto
'Kathy S. Rice
Bob Keller
Richard L. Hedrick
Pamela K. Akin
Pam Skyrme
Cynthia E. Goudeau
Brenda Moses
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Absent:
Robert Clark
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Mayor/City Commissioner
Vice-Mayor /Commissioner
City Commissioner
City Commissioner
City Manager
Deputy City Manager
Assistant City Manager
Assistant City Manager larrived 1 :30 p.m.)
City Attorney
Organizational & Employee Development Director
City Clerk
Board Reporter
City Commissioner
The Mayor called the meeting to order at 9: 1 0 a.m. at City Hall for the purpose of
strategic planning.
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Two groups consisting of 1) City Staff; and 2) the City Commission brainstormed
regarding the roles and responsibilities of the City Commission. The groups joined to form
one large group and discussion ensued regarding each group's views. A list of items were
reviewed and discussed in detail (list attached).
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The meeting recessed at 10: 10 a.m. and reconvened at 10:22 a.m. Further
discussion ensued regarding how City staff and City Commission roles relate to one
another, and the importance of communication.
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The meeting recessed at 11 :55 a.m. and reconvened at 1 :30 p.m.
A wagon wheel exercise, with the Commission members and City Clerk being the
inner circle, and the Management Team being the outer circle, was conducted. The outer
circle rotated periodically in order to individually discuss with those in the inner circle goals
and objectives for the upcoming year. One large group was formed and discussion
continued. Accomplishments of City Staff and the City Commission were discussed in
detail. It was remarked that this type of meeting was very productive and a excellent
means of continuous monitoring of the City's progress and efficiency.
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The meeting adjourned at 3:05 p.m.
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The next meeting is scheduled for August 28, 1997. The topic is Penny for Pinellas
priorities. The September ,16, 1997 meeting topic is economic development.
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Roles of Citv Staff
Influence legislative. action establish laws within the city (ambassadors)
Establish policy, approve or disapprove hearing officer on certain issues, disapprove
budget, set millage
Hearing officer on certain issues
Represent City on local and regional boards
Represent City, to the citizens
Respond to citizen concerns
Provide direction to City Manager on programming, priorities
Create strategic direction
Inspire citizen involvement in good government
Serve as communicators with the public and media
Help promote economic development & tourism
Trustees of CRA and pension
Accountabilities (to citizens)
Well-being cultural, environmental, social, etc.,
Fiscal condition of City
Physical condition of City
Quality services
Implementation of strategic plan (mission, vision, values, actions)
Revenues & expenditures
Programs & infrastructure
Perceived as being accountable for prosperity
Being accessible - Managers' actions or inaction
Tasks
1. Attend multiple board meetings
2. Read & stay informed on large variety of issues
3. Meet with public groups and businesses and private groups of individuals
4. Participate in strategic planning sessions
5. Communicate with public (through C-View, press, phone, etc.)
6. Serve as ambassadors of the City
7. Appoint members of Advisory Boards
8. Make decisions lbudget, laws, policy)
9. Set the tone with employees, managers, City Attorney
10. ,Hire and evaluate City Manager and City Attorney
11 . Set direction
12. Encourage citizen input and participation
13. Attend conferences to gather information
14. Participate and work on county, state and national legislation which could affect us
15. Refer citizens and business concerns to City Manager
16. Attend community events
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Added notes
1.
City Manager should not respond to one Commissioner's agenda but should
seek agreement of all (may need to develop better forum for assuring consensus).
Need to get the word out about how economic development and tourism is
positive Hobs, tasks, etc.)
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Roles of City Commission
1 . Dealing with external community
2. Policy making
3. Hire City Manager and City Attorney
4. Oversight of policy implementation
5. Leadership in marketing the vision
6. Participate in determining community needs and wants
Accountabilities
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Being elected
Stewards to Electorate
Fid lIci ary I acoou ntability
Trustworthy
Accountability to the future
Responsible for outcomes
Consistency
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Tasks
1 . Communicate
2. Set expectations
3. Facilitate lively public dialog
4. Set direction
Accomplishments ~ City Staff and City Commission
1 . Trust/process (is grOWing/continues to grow; institute good & consistent processes;
communication - understanding communication process; create processes to get
information out)
2. Completing the projects - say good-bye to the past - finish & move on
1. Harborview, Municipal Services Building, Police, Parking, Pickles, Punch
list)
2. Penny for Pinellas - prioritization, plan of action and communication (Finish
Phase I and plan Phase 11).
3. Getting organization to understand why customer service is critical to success
4. Getting downtown moving M Strategies, action steps, some measurable results -
new business, tax base lannex, trail, bayfront, not-far-profit quadrant)
5. More accomplishments
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08/05/97
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6.
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Gets grassroots involvement/understanding
Beautification '
1 ~ Underground utility lines
2.. . High standard for landscaping
3. , Minimum property maintenance
4. Clearwater "Ambiance" - How we get there (define through lively public
dialog) - City properties higher than standard
5. Community buy-in '
6. Budget
7. Staffing
Results-oriented accountability & way of evaluating
,1. Measurable results - staff, customer service - on time & within budget
2. Defined view of outcomes
3. Safety, economic development, tourism
Communication
1 . How we get message out
2. Internally/externally,
3. Define end products:
1 . Newsletter
2. Commission Plan
3. C-View
4. Public Meetings (coherent) ,
, 5. Chamber Impact Newsletter
6. Look at what Police Dept. is doing
Regional/National Validation
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ATTEST:~ l. h. .i1,,--
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08/05/97
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