I fJl-~-5r3 I 5 5 I 9 7 7 I SONORA, MEXICO I MUNICIPAL DEVELOPMENT PROJECT: DIAGNOSTIC ASSESSMENT OF I THE CITY OF AGUA PRIETA

I September 1996 I I Prepared for

I U.S. Agency for International Development

I By

Frank B. Ohnesorgen I Ramon R. Osuna I Julio Zapata I

I INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION Municipal Development and Management USAID Contract No. PCE-I008-Q-00-5002-00 -I USAID Project No. 940-1008 Delivery Order No.5 I I I I I TABLE OF CONTENTS I 1 INTRODUCTION 1

I 2 METHODOLOGY 2 I 3 GENERAL MUNICIPAL CHARACTERISTICS 2 4 DIAGNOSTIC ASSESSMENT AND OBSERVATIONS 2 I 4.1 Office ofthe Mayor (Presidente Municipal) and Councilmembers (Regidores) 2 4.2 The Office ofthe Municipal Secretary (Secretario Municipal) 3 4.3 The Office ofSolidarity Programs (Director de Programas de Solideridad) 4 I 4.4 The Office ofHuman Resources (Personnel) (Director de Recursos Humanos) 4 4.5 The Office ofMunicipal Controller (Contraloria Municipal) 5 4.6 The Office ofPublic Works (Directora de Obras Pilblicas) 6 I 4.7 The Office ofIntegral Family Development (Desarrollo Integral de Familias) 6 4.8 The Office ofPublic Services (Director de Servicios Pilblicos) 7 4.9 The Office ofMunicipal Treasurer (Tesorero Municipal) 7 I 4.10 The Office ofProcurator (Sindico Procurador) 8 I 5 GENERAL DIAGNOSTIC OBSERVATIONS 9 6 RECOMMENDATIONS TO THE MAYOR AND COUNCIL 10 I I I I I I I I I I I -111- ABSTRACT

I The Sonora, Mexico Municipal Development Project (SMMD) was initiated in response to the local government demand for autonomy in Mexico. Under this project the International City/County Management Association (ICMA) will provide technical assistance and training to I six municipalities in the state ofSonora, Mexico: Agua Prieta, Cananea, Nacozari, Fronteras, Naco, and Bacoachi. The purpose ofthe SMMD is to improve the capacity ofthe six municipalities in promoting and increasing citizen participation in municipal government I decision-making and processes; managing the quality oftheir urban environment; promoting sustainable economic growth by addressing managerial, environmental, economic problems that impede development; and developing stronger municipal partnerships along the U.S.-Mexico I border both through Mexican intermunicipal cooperation and U.S.-Mexico partnerships. This report describes the diagnostic assessment and the recommendations completed by the ICMA I technical assistance team in the city ofAgua Prieta. I I I I I I I I I I I I I I SONORA, MEXICO MUNICIPAL DEVELOPMENT PROJECT

I 1 INTRODUCTION I The Sonora, Mexico Municipal Development Project (SMMD) was initiated in response to the local government demand for autonomy in Mexico. Under this project, the ICMA will provide technical assistance and training to six municipalities in the state ofSonora, Mexico. The I cities (and their estimated populations) are: Agua Prieta (80,000), Cananea (35,000), Nacozari (18,000), Fronteras (10,000), Naco (8,000) and Bacoachi (1,800). This report describes the diagnostic assessment and recommendations completed by the ICMA technical assistance team I in the City ofAgua Prieta.

I The purpose ofthe SMMD is to improve the capacity ofthe six municipalities in promoting and increasing citizen participation in municipal government decision-making and processes; managing the quality oftheir urban environment; promoting sustainable economic growth by I addressing managerial, environmental, and economic problems that impede development; and developing stronger municipal partnerships along the U.S.-Mexico border both through Mexican intermunicipal cooperation and U.S.-Mexico partnerships. This report describes the diagnostic I assessment and the recommendations completed by the ICMA technical assistance team in the city ofAgua Prieta.

I This project has the potential for providing several models that can be replicated by the rest of the municipalities in the scope ofthis project, and throughout Mexico. The technical assistance team is contributing knowledge of"best practices" in municipal management and in the sharing I ofresources. The team will provide SMMD municipalities with models for technical manuals, . which can be adapted to the local situation. There are models for local and regional cooperation I among U.S. local governments on solving common problems and issues through resource shar­ ing. These models could be used among Mexico's municipalities to address regional problems. These models have special potential for Mexico's municipalities that share regional issues with I U.S. municipalities along the border with the states ofCalifornia, Arizona, New Mexico and Texas. There are also citizen imd employee participation models that can be used to institutional­ I ize participation ofdifferent people in the decision-making process. Phase I ofthe SMMD is the technical assistance component. This phase involves conducting a diagnostic ofeach ofthe municipalities. The diagnostic will involve all aspects ofthe municipali­ I ties' operations, including urban environmental problems ofwater, wastewater, solid waste collection and disposal, hazardous wastes, and air pollution. In addition, municipal management practices, finance, budget, citizen participation and strategies for economic development will be I examined. Phase I seeks to improve municipal effectiveness and efficiency, identifying new sources ofrevenue for the improvement ofbasic service delivery and increased infrastructure investment. Citizen participation and influence in municipal governments' decision-making is a I key component ofPhase 1. I I I -2-

I Phase II ofthe project will provide further technical assistance and training to the communi­ ties' and municipal governments' leadership in prioritizing and implementing the project's I findings and recommendations. I 2 METHODOLOGY The technical assistance team conducted an orientation meeting with Agua Prieta's Mayor, Councilmembers and other key personnel to review the project's objectives and the scope ofthe I diagnostic assessment. Attendees were also asked for their perspectives on the problems facing their community and government and the objectives they sought to accomplish.

I Pertinent municipal documents, such as ordinances, codes, regulations, development plans, organizational charts and budget information were reviewed. The technical assistance team also conducted individual and group interviews with each ofthe officials and department managers. I Their perceptions ofthe community's, the government's, and their department's problems and objectives were solicited. These meetings were held in the officials' offices and, when appropri­ I ate, a walk-through oftheir work areas was conducted. Observational ofsome field operations sites visits were also conducted.

I 3 GENERAL MUNICIPAL CHARACTERISTICS

The City ofAgua Prieta has a population of80,000 (est.). It is located on the U.S.-Mexico I border directly across from the City ofDouglas, Arizona. Agua Prieta's economy is primarily based on "maquiladora" industries, tourism and light commercial and export.

I The city is governed by a mayor and nine councilmembers. The municipality employs 490 employees in 11 departments or functional offices that provide a range ofpolicy, administrative, I operational and human welfare services. I 4 DIAGNOSTIC ASSESSMENT AND OBSERVATIONS The section describes the roles ofthe municipal offices and departments and the general I problems identified. 4.1 Office ofthe Mayor (Presidente Municipal) and Councilmembers (Regidores)

I This office is responsible for setting municipal policy, establishing organizational objectives and appointed administrative staff. The major problems and concerns ofthe Mayor and Council I members are as follows. • The major concern is the current economic "crisis" in Mexico and its effect on municipalities' ability to finance their objectives, programs, and services. Federal revenue-sharing is distrib­ I uted through the State ofSonora (seated in Hermosillo) to seventy (70) municipalities. Federal I I I -3-

I and local revenue sources are insufficient to provide basic services and fund capital improve­ ment projects. I • The traditional electoral process and administrative terms ofoffice (three years) are not con­ ducive to organizational development, delivery ofan acceptable level ofbasic services, devel­ opment ofcapital improvement projects, and the development and continuity ofa corps of I competent, professional municipal managers and employees. Policy-makers have a genuine desire to improve their citizen's quality oflife to develop the professionalism and competence ofmunicipal management and service delivery. Discussions ofhow to achieve these objec­ I tives are tempered by questions about how they will be financed. • There is no formal citizen participation process. Citizens are typically invited to public forums and meetings to inform them ofdecisions that have already been made. There is no transpar­ I ency in government policy setting, decision-making, operations, financing, budgeting, or public documents. The citizens are disenfranchised and have no interest or stake in their I community and government. I 4.2 The Office ofthe Municipal Secretary (Secretario Municipal) The Municipal Secretary is responsible for a variety ofpolitical, administrative, and public relations activities. He is the official keeper ofmunicipal legislative and policy documents. He I takes minutes and records all policy decisions, acts, accords, certifications, and other documents. He is the administrative assistant to the Mayor: the Secretary coordinates the Mayor's calendar and correspondence and attends to all matters ofthe office ofthe Mayor. The Secretary coordi­ I nates juvenile affairs and is the liaison with several groups (police, employees, municipal departments, federal and state agencies, businesses, and civic commissions).

I The problems and concerns ofthe Municipal Secretary are as follows. • As mentioned for the office ofthe Mayor, not all the municipal council meetings are open to the public. Citizens are disenfranchised, and there is no formal citizen participation in the I decision-making process. There is no formalized plan for scheduling and announcing public forums and meetings: they are scheduled on a case-by-case basis, usually to announce deci­ I sions on programs and services. • There is insufficient equipment such as computers, recorders and transcribers, and audio­ visual equipment for planning and facilitating public meetings. Official minutes and posting I ofrecords are based on handwritten notes taken at meetings and discussions. Two handwritten copies ofthe minutes are made, one going to the office ofrecords in the state office in Hermo­ sillo and the other into the municipal archives. I • The leadership capabilities and interest ofsome councilmembers are in question. Because relationships among councilmembers are not firmly established, consensus on decisions and direction is hard to achieve among the policy group. Councilmembers do not agree on the I value ofcitizen participation in the public process. • There is no process to ensure that affected departments and individuals participate or are I communicated with in the decision-making process. Administrative staffreceive little policy direction. Day-to-day problems are passed up to the Mayor's office for resolution. Lack of I I I -4-

I direction, coupled with staffcompetency problems, creates an ineffective and inefficient public process and operations. There is a need to improve the performance capabilities of managers and employees throughout the organization. Local government administration, I operations, and decision-making need to be decentralized. I 4.3 The Office ofSolidarity Programs (Director de Programas de Solideridad) The responsibility ofthe Office ofSolidarity Programs is to provide a range ofsocial services I to needy families and children. These services are in the form ofcash stipends, food packages, and educational and recreational programs. These services are distributed through maquiladora I programs, school meal programs, and community (colonia) programs. The problems ofthe office are as follows. • The demand for service and assistance exceeds resources. Many recipients ofservices do not I have a genuine need for them. The office serves (22) colonias, or communities, and it is difficult to monitor who is and is not in need. There is at least one meeting a week in each community. It is difficult to monitor and resolve problems and needs ofall the communities. I The office lacks the technology (computers and trained staff) to keep a database on program participants, services and goods dispersed, and cash and commodity inventory, and to manage I issues in the communities. • The office relies heavily on voluntary donations offood, clothes, and commodities from businesses in Sonora and Arizona. There is no ongoing relationship with local industry and I businesses on which to build philanthropic partnerships. I 4.4 The Office ofHuman Resources (personnel) (Director de Recursos Humanos) The responsibility ofthe Office ofHuman Resources is not defined by the municipality. The Director is not involved in basic human resources functions. There are no personnel rules and I regulations, no job classification and compensation system, no employee selection system, no work or performance planning and evaluation system, no recognition and rewards system, and no discipline or grievance system. The Director is involved in essentially employee relations I activities. He is typically assigned to explain difficult decisions and resolve conflicts and issues with police personnel, union leaders, and other employees.

I The problems identified by this office are as follows. • There is no organizational structure, division oflabor, or chain-of-command. Work is not I planned, organized, directed, coordinated, or evaluation. Departments and employees do not communicate or collaborate on work objectives. Employee morale is poor, i.e., employees have no sense ofcivic pride in being a public employee, no loyalty to the community and I organization, and no responsibility or accountability for serving the public and doing their job professionally. • Departments and employees do not receive any direction. Employees do not understand the I meaning oftheir work. Work is assigned from day to day depending on the day's problems. I Work assignments are sometimes made around union (sindico) agreements made years ago. I I

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I Inexperienced or unproductive employees cannot be disciplined due to union agreements; instead, they are transferred from department to department. Employees work 50 days per year for an average of6 hours per day and are guaranteed 2 weeks ofpaid vacation per year. Em­ I ployees who complete the day's work either are assigned to help other employees or are I unproductive until the workday ends. • Pay is not related to the worth ofwork being done. There is no salary table, and pay is influ­ enced by union agreements and seniority. The pay ofclerical and unskilled jobs can exceed I that oftechnical and professional jobs. • Union agreements or understandings made years ago affect the management and productivity ofemployees. New administrations inherit 80 percent ofthe previous administration's I employees. • There are insufficient funds for employee salaries. Managerial staffforgo their salaries (for up I to three months) so that other workers can be paid. Most administrators and other employees, e.g., police, hold two or three jobs to make a living. • No resources such as tools, equipment, unifonns, or training are provided. Employees I typically provide their own. • Federal and state revenue-sharing decisions determine salaries. Pay is set annually by the I Mayor, Treasurer, and individual department heads. Employee salaries for non-supervisory positions currently average US$2.50 per day.

I 4.5 The Office ofMunicipal Controller (Contraloria Municipal) The responsibility ofthe Office ofController is described in municipal law. This office I provides functional oversight and control for all departments. It supervises public real estate and debt; has systematic control over financial, human, and material resources; and provides I departmental performance audits, upon request. The problems ofthe Office ofController are as follows. • The national economic crisis is the major concern. Limited resources prevent the municipality I from providing basic services, improving capital infrastructure, and paying its debts and salaries. I • The office and staffare not effectively utilized. Staffare involved in work ofa simple book­ keeping nature. Departments do not request performance audits. Accounting work is done manually; workload exceeds staff levels and equipment, such as computers and printers. I • Organizational and operational manuals do not exist, and there is no appreciation ofthe need for them. The budget does not reflect fiscal reality and is used primarily as an accounting tool, not a management tool. The development and implementation ofoperations manuals, coupled I with a budget that is a management plan, would increase organizational effectiveness. The Controller's office could become more effective by conducting scheduled internal program I performance audits. I I I I -6- • Departments are independent, and there is no emphasis on communication or collaboration in planning or providing basic services. I • Accounting information is not readily available and is not put into the general ledger in a timely manner.

I 4.6 The Office ofPublic Works (Directora de Obras Publicas)

The responsibility oqhe Office ofPublic Works is to perform design studies for new projects, I such as construction and street paving, and to develop construction plans, project cost analysis, and budget preparation. The office approves plans, issues building and construction permits, and I conducts building and construction inspections. The problems ofthis office are as follows. I • Building permits are not fully utilized as a revenue generating tool. Building and construction inspections are rarely performed due to a lack ofinspectors. The lack ofinspectors prevents a comprehensive inspection program, which could generate revenues. I • Bonds and fines for construction cleanup are not used or enforced. Unions would object to these measures since their members collect the discarded materials for reuse or sale. The lack ofinspectors not only affects this potential source ofnew revenues but also quality control of I building and construction projects. • Other problems include the lack ofautomation, the lack ofa geographic information system I (GIS), and the fact that community development is planned at the state level. The state master development plan is modified every ten years with little local participation in the process. There is no process for staffto participate in local development planning and projects. In I addition, there is no citizen participation in the planning and project development processes. I 4.7 The Office ofIntegral Family Development (Desarrollo Integral de Familias) The responsibility ofthe Office ofIntegral Family Development is to provide families and indigent persons with a variety ofservices including food, clothes, basic medical care, health care I education, youth recreational programs, and assistance with funeral arrangements. These services and assistance are provided to support recipients and prepare them to eventually help themselves. I Recipients include families, single parents, youth, and illegal aliens returned from the U.S. The problems ofthe Office ofIntegral Family Development are as follows. I • The office operates three service centers, with a fourth scheduled to open soon. Funding for these services is primarily self-generated, supplemented by voluntary donations. Staff salaries are paid by the municipality. Other funds come from private sector donations, fundraising I functions and activities, fairs, lotteries, and games ofchance. • Staffshortages affect the delivery ofservices. There is a heavy reliance on volunteers to con­ duct service activities at the centers. Thirty to forty recipients receive services daily at each I center. Financial assistance from all potential sources is minimal. The local maquiladoras do not contribute to the Office ofIntegral Family Development, as they do in other cities. The I I I -7-

I office can benefit from building relationships and partnerships with local industries and businesses. I • The office is not automated and is therefore unable to develop a database on its clients at each center to account for services delivered or to develop a list ofphilanthropic and charitable I institutions and businesses that can be solicited for assistance. 4.8 The Office ofPublic Services (Director de Servicios Publicos)

I The responsibility ofthe Office ofPublic Services is to provide a variety ofmunicipal programs and services, including residential and commercial refuse collection and disposal, automobile tire disposal, landscaping and maintenance ofrights-of-way, city and industrial parks, I a forestation program, municipal and school facilities maintenance, street lighting and traffic signals, street maintenance and cleaning, cemetery maintenance, equipment maintenance and I repair, and potable water distribution. The problems ofthis office are as follows. I • The Director is committed to the goal ofchanging, through citizen education and participa­ tion, the culture in the community so that it values a clean urban environment and sanitary living conditions. The workload ofthe office does not afford him the time to develop a I community education program or build relationships in the community (e.g., maquiladoras) that could provide revenues for improving basic services and the quality oflife. • Various opportunities to collect revenue for public services are not being utilized: no fees are I assessed for residential and commercial refuse collection, no fees are charged to the busi­ nesses at the industrial park for maintenance and landscaping, and no fees are charged at the landfill. Also, there are no recycling programs. I • There is no inventory ofmunicipal facilities and assets (for maintenance planning). For example, there is no inventory ofstreet lights, traffic signals, and signs. I • Air pollution is a serious concern during the morning and afternoon commuting periods, due to unpaved roads (30 kilometers ofthe city's 150 kilometers ofroads are paved). Parks and gardens are unmaintained due to staffand equipment shortages. Landfill development and I management is a critical need. • Citizen participation needs to be formalized. It is a critical component ofeducating the community and changing the culture to value an environmentally safe and sanitary urban I environment. I 4.9 The Office ofMunicipal Treasurer (Tesorero Municipal) The responsibility ofthe Office ofthe Treasurer is to account for the municipal treasury, its I revenues, and its expenditures and to manage the budget. The office collects and accounts for a variety ofdaily fines and penalties, such as traffic violation fines and jail exit fees. The office is I responsible for paying municipal debts and salaries. I I I -8-

I The problems ofthe Office ofMunicipal Treasurer are as follows. • The major problem is that any new administration coming into office has to pay the debts I incurred by the outgoing administration. Generally, those debts are not budgeted for by either administration. Federal and state revenue-sharing and local revenue sources are not sufficient to provide basic services and to pay for municipal debt and expenses. I • Municipalities receive little federal and state funding. Twenty percent offederal revenues is distributed to the states; the State ofSonora distributes 20 percent ofthat amount among 70 municipalities. Revenue distribution to the municipalities appears arbitrary and politically I motivated. • Municipalities should identify dependable local revenue sources that they can implement, I collect, and retain for basic service delivery and paying expenses. There is no capital improve­ ment programs budget. Operations and departments are viewed as expense generating units. Instead, operations should be viewed as potential cost centers that can become self-sustaining I enterprise funds. • Citizen education and participation in the budgeting process should be institutionalized. Citizens need to be informed about the role oftaxes, fees, and fines as resources for the I delivery ofbasic, consistent services and improvement ofthe quality oflife. I 4.10 The Office ofProcurator (Sindico Procurador) The responsibility ofthe Procurator is to account and record all municipal real property, facili­ ties and assets. The office oversees the purchase ofreal property and facilities for municipal I buildings, hospitals and private homes. The Procurator oversees the Mayor and department heads. He is the legal representative for the municipality on all legal claims and complaints I against it. The office sets property values, taxes, and fines. The Procurator signs and records all municipal financial documents. The office gathers and maintains all tax, fee, and penalty records. I The problems ofthis office are as follows. • The office lacks automation. There are no computers and databases for maintaining invento­ ries and records ofmunicipal property; legal claims and documents; financial documents; or I tax, fee, and penalty records. • There is no accurate accounting ofmunicipal real estate property, facilities, and assets. There are no accurate records ofproperty zoning; water and sewer lines and hookups; water use and I bill payments; or payments oftaxes, fees, and fines. As mentioned for the Office ofPublic Services, there is no inventory ofthe municipal infrastructure, i.e., water and sewer lines, I public streets and alleys, street and traffic lights, and signals, etc. • Existing records must be retrieved manually through a combination ofsources, e.g., municipal departments, personnel, and state government offices. The office needs a GIS, an assets inven­ I tory database, and a comprehensive and integrated database on legal violations and fines. • The office also identified a need for federal and state constitutional and legislative changes I that would allow municipalities to collect and retain local revenue. I I I I -9- 5 GENERAL DIAGNOSTIC OBSERVATIONS

I The technical assistance team made the following general diagnostic observations. These should be addressed to determine reasonable and practical recommendations for achieving the I project objectives. 1. Citizen and StaffParticipation. The policy body should make a commitment to institution­ alize citizen and employee participation in the policy-making process. Appointed administra­ I tors and managers should be given the responsibility and accountability for citizen participa­ tion processes. Staffparticipation at all levels ofthe organization should also be institutional­ ized. The community's and workforce's diversity should be valued and a process ofinclusion I and participation be implemented. Women should be especially encouraged to participate I because ofcultural tradition in Mexico. 2. Financing ofServices. The policy body should adopt appropriate taxes, fees, bonds, and fines to support the delivery ofbasic municipal services. The municipality should establish I partnerships with industry and businesses to develop mutually acceptable taxes, fees, and surcharges to help fmance service delivery. A formal revenue collection policy and process should be established to ensure revenue collection. The municipality should select collection I staffcarefully and explore payment option plans.

3. Continuity. Municipal policy and procedures should be established to ensure that the goals I and objectives and their financing are supported by succeeding administrations. Management and employee technical skills need to be developed through training and cross-training to ensure continuity ofmanagement and technical skills after changes in administration. I Personnel policies, procedures, and programs should be developed to build a workforce of committed and competent employees.

I 4. Budgeting. The budget should be developed as a management tool and work plan. It should reflect fiscal reality and be used as a plan for implementing policy. The municipality should develop a capital improvement program budget. The municipality should also develop I enterprise funds and dedicate them to specific functions and services. I 5. Long Range Planning. A long range planning process should be initiated, incorporating an active citizen and staffparticipation process. I 6. Professionalism. The municipality should begin to develop the professionalism, competency, and continuity of management and professional staff. Key components ofthis process should include training in leadership and management skills, technical competencies, organizational I structure, and systems and processes. These systems and processes would include communica­ tion and information sharing, collaboration, cooperation, negotiation, and time management. Public service duties, citizen participation, standards ofconduct, and professional and I personal ethics should be promoted as municipal values. I I I -10-

I 7. Community Involvement. The municipality should develop relationships with industry, businesses, civic groups, schools, and other institutions to build community cohesiveness and I investment in providing basic services and improving the quality oflife. 8. Organizational Effectiveness and Accountability. Organizational and operational manuals I should be developed and used for providing services and conducting public business. The Office ofthe Controller should develop a formalized internal audit program. The formal pro­ I gram should ensure periodic operational performance audits ofall departments. 9. Models for Municipal "Best Practices." The replication of"best practices" models from U.S. local government experiences have significant potential for meeting the objectives ofthe I SMMD in the six project municipalities and throughout Mexico. Models for citizen and employee participation, regional cooperation and sharing ofresources, technical manuals, and I professionalizing public service employees are some examples. I 6 RECOMMENDATIONS TO THE MAYOR AND COUNCIL The general diagnostic observations have been discussed with the Mayor ofAgua Prieta. The Mayor has agreed that the recommendations are reasonable and practical for Agua Prieta to I address. The mayor is willing and prepared to discuss the findings and recommendations ofthis report with the city council.

I 1. To increase citizen and community participation. The mayor and city council should institutionalize policies and procedures to publicize and open to the public regular city council meetings, the transparency ofthe budget process and documents, the municipal I annual report and open meetings on issues and projects affecting the community. The Mayor should initiate the building ofrelationships and partnerships with industry, businesses, schools, civic groups and other institutions to build community cohesiveness and investment I in improving the quality oflife.

2. Budget transparency. The mayor and the city council should institutionalize a policy and I procedures to publicize and open the the public the budget process and documents. I 3. Revenue sources for financing services. The mayor and city council should adopt appropriate locally controlled taxes, fees and fines to finance basic municipal services. Partnerships should be developed with local industry and businesses to develop mutually I acceptable taxes, fees and surcharges to help finance service delivery. Formal revenue collection policies and procedures should be established to ensure revenue collection.

I 4. Organizational effectiveness and accountability. The mayor and city council should implement policies and procedures to develop the professionalism ofmanagement and administrative staff. Organizational and operational manuals should be developed and used I for providing direction and guidance in conducting the public's business and providing municipal· services and customer service. I I I I -11- 5. Street Pavement Improvements. The mayor and council should make a commitment to exploring methods offinancing a street pavement improvements project. Opportunities for I financing and donation ofmaterials exist and should be pursued. I I I I I I I I I I I I I I I I