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City Manager
The City of Dubuque has operated under the Council-Manager form of government since 1920. This system combines the strength of an elected Mayor and City Council with a Professional Manager and staff. Read more about Dubuque’s city government.
Responsibilities
The City Manager plans, organizes and manages all activities of the City organization so as to provide leadership so that all City Council priorities, policies and programs are successfully implemented and effectively managed. This includes the City Council Policy Agenda and Management Agenda to assure quality public services are responsive to the citizens and that we operate as a High Performing Organization.
The City Manager is responsible for:
- Making recommendations to the Council, which the Council may accept, reject, or modify. The City Manager must then implement any action taken by the Council
- Making budget recommendations to the City Council
- Overseeing nearly 30 department and division managers, who supervise more than 500 employees
Michael C. Van Milligen
As a leader, it is my responsibility to not only manage tasks and processes but also to understand and support the emotional well-being of our team members. Emotional intelligence is the cornerstone of effective leadership. Through self-awareness, managing our own emotions, and exercising empathy for ourselves and others, we create a work environment where everyone feels valued and understood. This approach not only fosters collaboration and innovation but also drives long-term success. Let us lead with empathy, nurture a culture of trust, and empower our teams to thrive both personally and professionally.
— Mike Van Milligen
Guiding Principles of the Management Philosophy
1. Be curious.
Curiosity leads to a culture of learning and continuous improvement for our self and our organization.
- Be approachable and open to the input of others.
- Being curious about various cultural approaches and backgrounds allows us to improve communication, navigate conflict, and helps everyone feel like they belong.
- Strive to continually improve methods, process and policies
2. Be problem solvers
Team members’ approaches to issues should be to focus on what can be done to solve the problem.
- Create processes that allow for creativity and innovation.
- Be willing to ask for help and create a culture that supports risk-taking.
- Adapt decision-making processes to include a variety of voices and communication styles.
- Be data-driven and focus on improving community outcomes for all.
3. Develop partnerships.
Team members can be more effective by developing partnerships with other departments, residents, and other organizations.
- Form teams that capitalize on individuals’ strengths.
- Develop shared goals, objectives, and decision-making processes.
- Form partnerships that reflect the variety of backgrounds and interests in the community we serve.
4. Hold each other accountable.
Two-way accountability involves both parties taking personal responsibility for their actions and commitments in a constructive and supportive manner.
- Relationships are built at the speed of trust.
- Self-accountability involves holding ourselves to a high standard and demonstrating the behaviors and characteristics we desire.
- Mutual accountability requires consistent communication, and creates an environment where feedback is welcomed and the team works together towards common objectives.
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