Subject: Strengthening Council Direction Through Smart IFC Reform

[Natasha Harper-Madison]

Colleagues—
As we continue our work to improve how Council sets direction for the City Manager and staff, I want to offer a proposal aimed at refining our use of Items for Council Consideration (IFCs).
The Message Board, as a TOMA-compliant platform, provides an important space to collaborate on solutions like this.

Here’s the issue:
We’ve historically relied on IFCs as the default tool for council action. While many are necessary, far too many have been symbolic, duplicative, or operationally vague—creating a burden on staff and muddying our governance priorities.

In a fast-growing city with serious infrastructure, housing, transportation, and equity needs, we owe it to our residents—and to staff—to be more disciplined in how we initiate direction.

Our new City Manager has echoed what many of us have long observed: we need a clearer, leaner process.

Here’s the idea:
Let’s reconfigure the IFC process into a more structured and deliberate tool, reserved for items that explicitly require Council action or formal policy direction.

I propose a standardized format with two components:

• A Summary Page: A plain-language brief that outlines what the item does, what it requires of staff, the cost or resource implications, and who supports it.
• A Formal Resolution Page: Limited to a few “Whereas” clauses and clearly defined “Be It Resolved” actions. This makes the scope, purpose, and outcomes transparent from the outset.

Additional Guardrails to Consider:

• Require 3 co-sponsors for any IFC to be docketed (mirroring current best practice)
• Establish a “Routing Sheet” for major IFCs so key departments can pre-assess feasibility before the item is filed
• Add an expiration or sunset clause on symbolic items, unless they trigger an action or report

This isn’t about slowing down important work—it’s about prioritizing work that matters, and making sure city staff can deliver on Council’s most urgent and impactful directives.
Below is a sample IFC summary and structure, modeled on this proposed format. I’d welcome feedback, co-sponsors, or thoughts on how we pilot this reform—perhaps starting with our next quarter of IFCs.

Respectfully,
Council Member Natasha Harper-Madison
District 1

Proposal: Establishing the Office of Council Operations & Leadership Development (OCOLD)
Council Member Natasha Harper-Madison, District 1

Executive Summary
The Office of Council Operations & Leadership Development (OCOLD) is a proposed centralized resource dedicated to strengthening the operational excellence, leadership capacity, and team culture of Austin’s City Council offices. OCOLD addresses longstanding challenges related to staffing, leadership development, team functionality, and succession planning.
This lean but high-impact office will provide Council Members with the tools and support necessary to build high-performing teams, improve constituent service, and preserve institutional knowledge. OCOLD will operate through four primary functions: talent strategy, leadership development, operational support, and succession planning—enhancing both the effectiveness and equity of local governance.
Problem Statement
Council Members are elected to lead policy—but are also expected to serve as team builders, managers, and office administrators. This mismatch of expectations and resources has created systemic barriers:
• Leadership & Management Gaps: Limited formal training in team leadership impacts morale, retention, and performance.
• Recruitment & Hiring Challenges: Without HR experience, it’s difficult to objectively assess and meet staffing needs.
• Operational Inefficiencies: Time-consuming admin tasks like PIR processing or event logistics detract from legislative and community work.
• Unresolved Staff Concerns: Without a neutral resource, workplace issues often go unaddressed, fueling turnover.
• Loss of Institutional Knowledge: Without structured documentation and transition tools, important work is often lost between terms.
These challenges compromise the performance and continuity of Council offices and create inequities in representation and service.
Mission, Vision, and Core Purpose
Mission
To strengthen the leadership capacity, operational excellence, and institutional continuity of Austin City Council offices through tailored support, development resources, and strategic planning.
Vision
A city where every Council Office—regardless of who holds the seat—functions with professionalism, equity, and care for both staff and constituents.
Core Purpose
Empower elected leaders. Strengthen their teams. Improve constituent service. Preserve institutional knowledge for future transitions.
Core Values
1. Trust & Confidentiality
2. Equity & Access
3. Development Over Discipline
4. Partnership, Not Policing
5. Operational Excellence as Public Service
6. Cultural Humility
Guiding Principles
• Lead with empathy and curiosity
• Center people and their growth
• Maintain discretion and neutrality
• Provide practical, actionable tools—not just theory
• Tailor support to each Council Member’s unique needs
• Elevate office culture through collaboration, not compliance
Organizational Structure
OCOLD will operate as a compact, efficient team with three dedicated staff:
1. Director of Council Operations & Leadership Development
2. Council Development & Operations Specialist
3. Administrative & Constituent Support Coordinator
These roles are designed to meet Council Members where they are—providing real-time, customized support and scalable systems for long-term success.
Role Descriptions (Summary)
Director: Oversees the OCOLD office, provides leadership coaching, supports succession planning, and drives strategic alignment.
Specialist: Leads operational reviews, supports team culture development, creates documentation systems, and develops training resources.
Coordinator: Manages logistics, admin systems, and archives key documents to ensure office continuity.
(Full descriptions available upon request.)
Year-One Roadmap
Launch Phase (Months 1–3)
• Stakeholder engagement and trust-building
• Council Office operational and culture assessments
• Initial toolkit development
Core Programs (Months 4–9)
• Leadership coaching and workshops
• Team-building and staff development
• Workflow improvements and resource guides
• Succession Planning Pilot with select offices
Systems Building (Months 10–12)
• Full evaluation of services and outcomes
• Cross-office peer learning
• Citywide rollout of succession playbooks ahead of 2027 transitions
Metrics for Success
• Staff retention
• Increased efficiency in key tasks
• Council Member and staff satisfaction
• Seamless leadership transitions in 2027
Budget Considerations
OCOLD is designed for lean impact. A modest investment in three FTEs, basic office resources, and core program funding will:
• Reduce turnover and associated hiring costs
• Improve governance outcomes and constituent service
• Create long-term cost savings through efficiency
• Preserve institutional knowledge, reducing transition disruptions
Closing Statement
Establishing the Office of Council Operations & Leadership Development is an investment in the effectiveness and integrity of Austin’s legislative branch. By addressing structural weaknesses in leadership, staffing, operations, and transitions, OCOLD enables all Council Members—regardless of experience—to serve at their highest potential and leave a lasting legacy of effective governance.
Let’s build a Council system that works as hard for each other as we do for our constituents.
Item for Council Consideration (IFC) Summary
Title: Establishing the Office of Council Operations & Leadership Development (OCOLD)
Sponsors: Harper-Madison, [insert additional co-sponsors here]
Date Filed: [Insert date]
Council Action Requested:
Approval of a resolution directing the City Manager to establish and operationalize the Office of Council Operations & Leadership Development (OCOLD), including staffing, budget planning, and a phased implementation timeline.
Purpose of the Item:
To improve the leadership, operational efficiency, and institutional continuity of Council offices through a centralized support office. OCOLD would provide staffing strategy, leadership coaching, operational tools, and succession planning resources to all Council Members.
Staff Impact:
High-touch office with lean staffing model: estimated 3 FTEs
(Director, Specialist, Coordinator) with collaborative interface across Human Resources, Innovation Office, and Communications/Public Information.
Budget Considerations:
Initial costs to support three full-time roles, administrative setup, and programming. Designed to reduce costs long-term by improving retention, performance, and succession continuity. Budget-neutral opportunities possible through realignment or phased funding.
Timeline:
• Stakeholder input and planning: Months 1–3
• Pilot launch and toolkit development: Months 4–9
• Full program rollout: Months 10–12
• Succession readiness across Council offices by January 2027
Consulted Departments:
Background & Rationale:
City Council Members face increasing responsibilities as both policymakers and team leaders, yet currently lack centralized support for leadership development, operational management, and staff transition planning. This has led to inconsistent office culture, staff turnover, inefficiencies, and a loss of institutional knowledge. OCOLD fills this structural gap while aligning with broader City goals around operational excellence and equity in public service.
RESOLUTION
WHEREAS, the City Council of Austin recognizes the vital role that Council offices play in delivering responsive, effective, and equitable representation to the people of Austin; and
WHEREAS, Council Members are not currently supported by a dedicated structure for team development, office operations, or leadership succession, despite being responsible for managing staff, constituent services, and legislative priorities; and
WHEREAS, challenges such as high staff turnover, inconsistent workplace culture, administrative inefficiencies, and loss of institutional knowledge impede Council Members’ ability to fully serve their constituents; and
WHEREAS, the creation of a lean, centralized support office—focused on staffing, leadership development, operations, and succession planning—will improve the performance, equity, and continuity of Council operations; and
WHEREAS, the Office of Council Operations & Leadership Development (OCOLD) would provide coaching, tools, and support to empower every Council Member—regardless of background or experience—to build and sustain a high-functioning team;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF AUSTIN:
The City Manager is directed to establish the Office of Council Operations & Leadership Development (OCOLD), including identifying initial funding, defining staffing needs, and creating an implementation timeline aligned with the 2027 Council transition.
BE IT FURTHER RESOLVED:
That the City Manager shall return to Council within 120 days with a detailed implementation plan, including budget impacts, role descriptions, performance metrics, and recommendations for cross-departmental collaboration.

In Peace,
NHM & Team D1