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sure you have some n~.anagement system that afters, employees, anal the public
<br />understand,
<br />~~. can't let others bypass the system, insist that people such as equipment ar
<br />service suppliers work with your city staff, if direct contact with governing body
<br />members ~s necessary, it should be with the governing body as a whole, or a
<br />committee, and not on a onedon~one basis.
<br />27, can't pass the buck to the staff or employees when they are only following your
<br />policies ox decisions,
<br />~8. can't always tale no far an answer, the right question maybe "how can we do
<br />this?" instead of "day we da tlns?" ~e pos~tive~
<br />29. Leann to evaluate recommendations and alterative courses of action, bequest that
<br />your staff provide options, encourage imaginative solutions.
<br />3Q, avoid taking short~term gains at ~e expense of lang~term losses. ~e concerned
<br />v~rith the lang~term future of the city,
<br />31, In determining the public Merest, balance personal rights and property interests,
<br />the possible harm to a few versus doe good of the many, Recognize that in some
<br />situa~ons, everyone can't be a winner.
<br />32, R.e~nen~ber that cities are for people1 ~e concerned with the total development a
<br />physical, economic, and social p of your community,
<br />33. can't act as if the city operates in a vacuum, Cities must work within the
<br />intergavernn~ental system. to be effective. .eep in contact and cooperate with
<br />your federal, state, county, anal school officials,
<br />3~, Know your neighbors. Cet to know the officials of neighba~~ng and similar size
<br />cities, Visit over cities, particularly those with a reputation of being well run.
<br />35. Learn to listen ~ really listen ~ to your fellow governing body members and the
<br />public. dear what they a~~e dying to say, not~ust the words spoken.
<br />36, l~.eep your constituents informed, and encourage citizen participation,
<br />37. ~e friendly and deal effectively with the news media, fake sure what you say is
<br />what you mean. Lack of goad camluunica~ion, with the media and the public, can
<br />be a n~a~ ax problem far municipal ef~icials,
<br />3 ~. ~.e~.e~.ber that what you say, privately and publicly, will open be news. Y'au
<br />live an a glass house, avoid over-publicizing minor prablen~s,
<br />~ ~, expect, and respect, citizen complaints. fake sure that your governing bod
<br />m.embe ~ ~
<br />rs and your city, have a way to deal effectively with them. ~~ave a fallow
<br />up system.
<br />~~, ~e careful about rumors, Check them putt help squelch theme when you know
<br />they a~~e false.
<br />~ 1, appoint citizen advisory committees anal task forces when you need them, but be
<br />prepared to fallow them advice if you use them..
<br />~~. 'Take care ~ your appointments to boards and commissions, fake sure they are
<br />willing and capable as well as representative of the whole community.
<br />l~
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