preparing councils for their work
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Preparing Councils for Their Work. NC League of Municipalities Annual 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 - PowerPoint PPT PresentationTRANSCRIPT
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