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Assume that nobody wants to micro manage the staff. How would you define micro-managing....what are <br /> some examples of council actions that would be"over the line"where they are moving <br /> away from their role as policy makers? <br /> • Micro-managing, is the assignment of a task or assignment and then frequently checking on the <br /> progress such that the staff members is unable to accomplish other priorities that have been <br /> assigned. Policy making involves exploring and discussing options independent of a firm j <br /> factual decision or direction. <br /> • Recently in a council meeting, a council member directed staff to itemize extra detail on a <br /> budget item,where staff did not feel the detail was necessary and would take up a geat deal of <br /> time. This is micro-managing. Council obviously needs to set the budget, but minor line items <br /> should be delegated to staff. I do not have other examples, but staff has stated to me that <br /> certain council members are requesting too much of their time. Perhaps the staff could give <br /> some examples on a generic basis. <br /> • There are perhaps dozens of definitions for micro-managing, so lets not go there. I would simply <br /> say that it is not my job to manage or micro manage but rather ensure that management is <br /> actively taking place. If l ask a question or for some information,that is clearly needed for an <br /> ongoing management function,and staff says they can generate it in a few days,then I get <br /> concerned management is not going on. Of course there are always ad hoc questions that are <br /> not reflective of management,just for ad hoc decisions, and not daily management. <br /> • When the same issue is brought up many times.Staff does not know how or doesn't explain <br /> things, when a simple spreadsheet can be designed and the one that finally is produced is <br /> meaningless.When staff is not open and honest and don't want to be held accountable so they <br /> do not bring forth issues. In the past some staff have not been truthful or lied, once that <br /> confidence is lost and the City administrator allows this to happen, council (who is the <br /> responsible party) must change roles to micro manager. If things are not being done or lies are <br /> happening someone needs to deal with it and past City administrators have not. Council really <br /> wants to trust the staff and let them do their job but once the trust is gone-that's when the <br /> micro managing starts. <br /> What are the top two to three work priorities the Administrator should attend to? What should be <br /> accomplished realistically on those priorities in the next 6-12 months? What criteria will be used to judge <br /> success? <br /> • "Training and motivating staff to clarify the City priorities and ensuring that the appropriate <br /> resources are assigned to accomplish the priorities. <br /> • Identifying process improvements that will lead to greater clarity in setting policy(e.g. making <br /> sure that the TCAAP financial plan is properly modeled, such that future scenarios are easily <br /> evaluated. <br /> • Ensuring that the operations of the city are conducted efficiently and consistently." <br /> • Give attention to department heads. What issues are they dealing with in their department <br /> both personnel and technical work? How can the Administrator make each department head <br /> successful? Success can be measured with retention of good people and satisfaction of the <br /> department heads with their job and the leadership they are receiving from the administrator. <br /> Also improvement by department head performance as observed by the Council. <br />