preparing councils for their work

Preparing Councils for Their Work

NC League of MunicipalitiesAnnual Conference

October 2011

Objectives

• Outline today’s political environment

• Discuss the attributes of a high performing elected body• And the many obstacles standing in the

way

• Provide tools to build good governance and be more effective as an elected body

Why is this so hard?

Today’s Political Environment

• Anxiety regarding the relative stability of the economy as well state and federal government

• Influx of new and/or novice politicians

• Engaged and active citizenry • Greater interest in government affairs• Scrutiny of management and service

delivery • Citizen as “stakeholder”

High Performance Government

Attributes of a high performing council:• Willingness to address difficult issues

• Obstacle: Conflicting political values• Ability to address difficult issues

• Obstacle: Difficult working conditions• Quality of partnership with staff

• Obstacle: Different logic of politics and administration

Source: www.goodlocalgovernment.org

Values

• Representation

• Social Equity

• Individual Rights

• Efficiency

Conflicting Values

Effi

cien

cy

Representation

Social Equity

Individual Rights

Working Conditions

• No hierarchy• Vague task• No specialization• No systematic feedback• Open meetings

Characteristics of Politics and Administration

Characteristics Politics AdministrationActivity Game/ Problem

SolvingProblem Solving

Players Representatives Experts

Conversation “What do you hear?”• Passion• Dreams• Stories

CAO and Senior Staff

“What do you know?”• Data• Plans• Reports

Pieces Intangible:Interests and symbols

Tangible:Information; money, people, equipment

Currency Power (stories) Knowledge (deeds)

Dynamics Conflict, compromise, change

Predictability, cooperation, continuity

Characteristics Politics Administration

Activity Game/ Problem Solving Problem Solving

Players Representatives Experts

Conversation “What do you hear?”• Passion• Dreams• Stories

“What do you know?”• Data• Plans• Reports

Pieces Intangible:Interests and symbols

Tangible:Information; money, people, equipment

Currency Power (stories) Knowledge (deeds)

Dynamics Conflict, compromise, change

Predictability, cooperation, continuity

Source: John Nalbandian, University of Kansas

Staff

Elected

High

Low

Time

Then Now

The Gap

Learning

Potential for Misunderstandin

g

Source: John Nalbandian, University of Kansas

Potential Learning Gap

How can we become effective?

Tools to Build Good Governance

• Orientation• Retreats and Goal Setting• Information and Communication with

Staff• Documented Business Practices• Leadership

Orientation

• Ensure all candidates have public Council packet information as soon as they have filed

• Meet with staff immediately after the election• What do you want to accomplish during

your term in office?• What orientation information do you need?• How do you like to communicate?• Know what you need to know• Separate fact vs. fiction

Orientation

Conduct a thorough orientation• Updates• Tours• Information about how you can interact

with the organization• Identify a former councilmember who

can serve as a mentor

Retreats and Goal Setting

• Focus on identifying what the body wants to accomplish during their shared time in office

• Determine how to communicate progress• Use of “dashboard”

• Develop working relationships• Among the Council• Between the Council and Manager• Between the Council and Staff

Retreats and Goal Setting

• Explore issues of style• Talk about conflict before there

actually is conflict

Information and Communication with Staff

• Schedule regular time for discussion so you do not fall into the habit of JUST discussing hot topics

• Focus on the “dashboard”• Value of a strategic plan and

management system• Respect staff’s responsibility to meet

the needs of the minority while implementing the policy direction of the majority

• Develop a shared understanding of what “appropriate” is…

• Use your retreat to develop clear guidelines for interacting with staff• This should include staff at all levels of

the organization

Information and Communication with Staff

Document Business Practices

• How issues get placed on the agenda• Balancing moving and seconding

motions• Defining the appropriate use of City

letterhead• Expressing minority opinions• Perks

• Do I get a laptop?• How many City logo golf shirts do I get?

Leadership

Create for your community a

“possibility to live into”

Thank you!

Michelle FergusonAssociate, The Novak Consulting Group

Practice leader for local government organizational assessment, optimization and strategic planning

mferguson@thenovakconsultinggroup.comwww.thenovakconsultinggroup.com

Hendersonville, NC(828) 777-6588