City Manager Wynette Reed used the Jan. 13 work session to review a governance-relations document that outlines mutual expectations between the Goodyear City Council and city management, and to describe staff support for council members.

Reed said the document, an example tool used in governance practice, lists expectations for the organization, the city manager, and the governing board, and is part of the manager's employment materials. "No operational surprises. I should not be surprising you and you shouldn't be surprising me with anything," Reed said, describing one of the key principles staff will use in evaluating performance and day-to-day operations.

Why it matters: the framework clarifies boundaries between policy (council) and operations (manager), sets expectations for timely agenda materials, and specifies conduct that supports working relations between elected officials and staff.

Key takeaways

- Expectations for the manager and organization: Reed outlined that the manager will implement strategic plans, provide concise and timely agenda materials (staff aims to deliver packet materials five days in advance), anticipate needs, and avoid operational surprises.

- Expectations for the governing board: Reed reiterated council responsibilities including doing homework before meetings, valuing colleagues' opinions, avoiding public criticism of staff during meetings, and not directing staff operationally. "No public criticism of staff at meetings," she said, instructing that performance concerns be raised privately through the manager.

- Council support staff: Assistant to the City Manager Jenna (assistant to the city manager) reviewed the mayor's office structure and job functions for council support staff. The mayor's office consists of four full-time positions: an executive assistant (Cindy) who supports all council members, two council assistants (Lorena and Janet) who each support three council members, and an assistant to the mayor (Rosalba) who supervises the office. Duties include constituent correspondence, scheduling and meeting preparation, liaison work with departments, and project support such as new-member orientation and the mayor's state-of-the-city event.

Council members thanked staff for recent transitions and for making themselves accessible for questions and one-on-one briefings. Councilmember Gilles praised the responsiveness of the office, saying recent handoffs and staffing coverage have been helpful during the transition of new members.

What's next

Reed said the governance-relations document is part of ongoing orientation and evaluation processes and invited councilmembers to provide feedback outside the public meeting.

Ending note

Staff will continue one-on-one meetings with councilmembers to refine expectations and confirm support needs for the new council term.