One topic during the meeting was the city’s governance structure, specifically the council-manager format versus a potential shift towards a strong mayor system. City Manager Andrew Butterfield provided a historical overview, noting the city’s transition from a commission-style government to its current system in 1994. He highlighted the average tenure of city managers and expressed the need for comparative data on turnover rates among city officials. This discussion aimed to evaluate Port Richey’s unique needs rather than mimic other municipalities’ governance models.

The council explored the implications of the council-manager and strong mayor structures. Butterfield shared that many small cities, like Port Richey, benefit from professional city management while maintaining council engagement in governance. However, he acknowledged concerns about perceived distance between elected officials and the public, with some community members advocating for more direct power in the hands of representatives.

A significant portion of the meeting also focused on the city’s personnel manual, unchanged for over three decades. The council emphasized the necessity of updating this manual to ensure operational continuity and clarity in communication protocols. Discussions highlighted the importance of channeling information through the city manager while keeping relevant staff informed. This approach aims to enhance efficiency and prevent communication breakdowns, as evidenced by a case involving a resident’s challenges with the building department over hurricane damage repairs.

As the council deliberated on city management protocols, a conversation emerged about the need for performance-based evaluations for staff and city management. Suggestions included implementing structured compensation approaches, likened to “golden handcuffs,” to incentivize retention and align pay with performance metrics. The council recognized the challenges of past evaluations and stressed the importance of consistency in assessing city manager performance against clear goals and responsibilities.

Council members also discussed the potential for charter changes to allow temporary or permanent assignment of city manager duties to other city officials. This would provide flexibility in managing city operations, especially when a city manager is unavailable. However, concerns were raised about the risks of appointing unqualified individuals, emphasizing the need for checks and balances to prevent misuse of power.

The meeting addressed communication practices under the Sunshine Law, emphasizing adherence to best practices to avoid legal violations. Council members were advised to ensure that staff members are aware of communications involving them without expecting immediate action, thus fostering situational awareness. The dialogue also touched on fostering future city managers through exposure to council interactions, emphasizing the importance of preparing staff for potential leadership roles.

Beyond governance and management discussions, the council celebrated the $4.3 million grant. This achievement was contrasted with past discussions about potential city dissolution, highlighting a shift in Port Richey’s financial outlook. Discussions also touched on attracting and retaining talent, with references to other cities’ struggles in filling city manager positions.

Suggestions for improving resident engagement included implementing digital kiosks for feedback and streamlining communication channels to ensure residents feel heard and involved. Additionally, the council discussed aligning budgetary decisions with strategic objectives, emphasizing the importance of executing plans over continuous planning cycles.