Running a small town isn’t easy. If you’re a mayor, council member, or local official, you know the relationship between the city manager and city council can make or break your community’s progress. That’s why understanding municipal leadership best practices is essential. In this guide, you’ll learn how to set up a healthy partnership, define roles, communicate clearly, and keep everyone working toward the same goals.
Understanding Roles: The Foundation of a Strong Relationship
The city manager-council relationship starts with knowing who does what. The city council’s main job is to set policy; think of them as the town’s strategic thinkers. They listen to residents, debate issues, and make big-picture decisions. The city manager, on the other hand, turns those policies into real action. This person handles day-to-day operations, manages staff, and keeps city services running smoothly.
But here’s the catch: Not every town works the same way. Some places give the city manager more authority, while others keep the council more involved in decisions. It all depends on the town’s charter and local laws. The key is to talk openly about these boundaries and make sure everyone agrees on who’s responsible for what. If you skip this step, confusion and frustration can creep in.
For example, if a council member starts telling staff what to do, it can blur lines and cause tension. Instead, it’s better to address requests through the city manager. Respecting each other’s space keeps things running smoothly and builds trust.
A real-life example: In a Midwestern town, the council once tried to direct the parks staff to change a summer event lineup. The staff felt caught in the middle, and the city manager had to mediate. Afterward, they agreed that all direction to staff would go through the manager. This clear agreement reduced friction and helped everyone stay focused on the big picture.
Setting Expectations and Professional Boundaries
Once roles are clear, it’s time to talk about expectations. This means discussing how often you’ll meet, what information gets shared, and how decisions are communicated. Setting these ground rules early helps avoid misunderstandings later.
Professional boundaries are just as important. Council members should avoid micromanaging staff or getting involved in daily operations. Meanwhile, the city manager needs to keep the council informed about important issues without overwhelming them with every detail.
A real-world example: Some small towns set up a council-manager agreement, similar to a job description. This written document lays out what each side expects, from regular reports to how performance is reviewed. Having clear expectations in writing makes it easier to hold each other accountable, and reduces surprises down the road.
Consider a scenario in a coastal community: the council and manager agreed to meet monthly for progress updates and share a weekly summary email. If an urgent issue arose, the city manager would notify the mayor right away. By putting these expectations in writing, both parties felt secure and knew exactly how to handle new challenges as they came up.
It’s also helpful to agree on what success looks like. For example, is it completing a certain number of infrastructure projects? Improving emergency response times? When everyone has the same scorecard, you’ll avoid misunderstandings and measure progress more easily.
Communication: The Backbone of Effective Governance
You can’t have a strong city manager-council relationship without regular, honest communication. This doesn’t just mean attending monthly meetings. It’s about creating a culture where everyone feels comfortable asking questions, sharing concerns, and giving feedback.
Here are a few ways to keep communication flowing:
- Schedule regular check-ins between the mayor and city manager.
- Use email updates or memos to keep council members in the loop.
- Hold workshops or retreats to discuss bigger-picture topics and strategic planning.
- Set up standing agenda items for open discussion or emerging issues.
- Use shared digital folders or platforms for meeting materials and reports.
Disagreements are normal, what matters is how you handle them. Instead of letting conflict simmer, bring issues to the table early. Focus on facts, listen to each other, and look for solutions that benefit the whole community.
Take the example of a city that struggled with road repair priorities. Council members disagreed on which streets to fix first. By holding a special workshop, the city manager presented data on road conditions and traffic patterns. The council discussed the facts openly and reached a compromise. This meeting not only solved the immediate problem but also set a tone of transparency and teamwork for the future.
It’s also important to create space for informal feedback. Maybe the city manager hosts open office hours, or council members drop by the manager’s office for coffee and a quick chat. These small moments help build trust and keep communication lines open, even when there’s no formal agenda.
Collaboration and Shared Priorities
Even with clear roles and good communication, it’s easy for city managers and councils to drift in different directions. That’s why aligning on strategic goals is a must. Start by asking: What are the biggest challenges facing our town? Maybe it’s upgrading old water pipes, attracting new businesses, or keeping young families from moving away.
Once you’ve named the priorities, work together to set realistic goals. The council can lay out the vision, what they hope to achieve, while the city manager figures out how to make it happen. Check in regularly to review progress and adjust plans if needed.
For instance, if economic leakage is a concern, the council might set a goal to support local businesses. The city manager could then create a plan to streamline permits or launch a shop-local campaign. By focusing on shared priorities, you avoid working at cross-purposes.
Another example: In a mountain town facing wildfire risks, the council made public safety a top priority. The city manager created an action plan for brush clearing, emergency drills, and public education sessions. The council and manager checked in quarterly, reviewed progress, and adjusted as new threats emerged. This collaborative approach built confidence with both residents and staff.
It’s also helpful to use visual tools, like dashboards or project trackers, to show progress on shared goals. This keeps everyone focused and allows the council and manager to celebrate small wins along the way.
Transparency and Public Engagement
Trust between the city manager and council is important, but so is trust with the public. Transparency means sharing information openly, not just with each other, but with the people you serve. This could mean posting meeting agendas online, livestreaming council sessions, or publishing regular newsletters.
When disagreements happen, don’t hide them. Instead, explain the issue in plain language and show how you’re working toward a solution. Being honest with residents, even when it’s tough, builds credibility and helps prevent rumors from spreading.
Public engagement goes hand in hand with transparency. Invite residents to share their ideas, attend meetings, or join advisory committees. When people feel heard, they’re more likely to support your decisions.
For example, a city in the Midwest started holding quarterly town halls where residents could ask questions and share concerns. The city manager and council took notes and reported back at the next meeting about what had been done. This simple process boosted public trust and made residents feel they had a real stake in their community’s direction.
Don’t forget about digital engagement, either. Social media, online surveys, and community forums can reach people who might never show up at city hall. The key is to keep the conversation two-way, respond to questions, thank people for their suggestions, and show how feedback is used.
Reviewing Progress and Adjusting Course
No relationship is perfect, and even the best city manager-council teams need regular checkups. Set aside time, maybe once or twice a year, to review what’s working and what isn’t. Are you meeting your goals? Is communication strong? Are roles still clear, or do they need tweaking?
Some towns use surveys, outside facilitators, or performance reviews to get honest feedback. The goal isn’t to assign blame, but to keep improving. If you find a challenge, tackle it as a team. Maybe it’s time for more frequent updates, or perhaps the council wants more input on certain projects. Stay flexible, and remember that municipal leadership best practices are about learning and adapting as you go.
Regular reviews also give you a chance to celebrate wins, big or small. Did you finish a new park? Solve a tricky budget issue? Recognizing these successes keeps morale high and reminds everyone that their hard work pays off.
A town in the South holds an annual retreat where the council and city manager review the year’s achievements and set priorities for the next. They use this time to reflect on lessons learned, thank staff for their dedication, and brainstorm new ideas. This tradition has helped the community stay focused, adapt to new challenges, and build a sense of shared purpose.
It’s also smart to invite public feedback during these reviews. You might send out a survey asking residents what worked and what could be improved, or host a community listening session. This keeps leadership grounded and ensures that the community’s voice remains central to your work.
Building a Culture of Mutual Respect and Growth
All the best practices in the world won’t matter if the city manager and council don’t respect each other. Mutual respect is built through everyday actions, listening carefully, giving credit for good work, and treating disagreements as opportunities to learn rather than battles to win.
For example, if the council disagrees with a city manager’s recommendation, they should explain their reasoning and invite the manager to share more data or context. Likewise, the city manager should be open to feedback and willing to adjust plans if needed. Over time, this kind of respectful back-and-forth builds a partnership that’s strong enough to weather tough times.
