Navigating the Rapids of Public Service; Avoiding the Whirlpool
Serving as a City Council member or the City Manager is difficult. The positions are not for the faint-hearted, and they involve much more than the public may know. Mindful of fiscal resources and human capital, officials have the challenging task of balancing the desires of the constituency, the needs of staff to perform their work, serving in the public interest, a limited budget, meeting service demands, and the posts on social media*.
The position of Council Member or City Manager can be even more challenging for an official that is newly elected or appointed; that is, even if the individual previously served on a Commission or as a senior executive on the city management team. At the commencement of service, the elected official or the appointed city manager is thrust into the position of evaluating and responding to multiple inputs for forming decisions and recommendations.
The League of California Cities, every year, provides superb training for newly elected officials that effectively introduces Council Members to all aspects and disciplines of City governance; the program provides an excellent overview and education, and practical skills, to be a successful policymaker. However, in the image of the impartial Lady Justice weighing arguments, the factors for sound decision-making actually vary from case to case. Council Members and City Managers should consider 4 factors:
Serving the public interest and in the interest of the City.
Respecting the policy and resource allocation roles of the City Council in relation to the administrative and managerial roles of the City Manager in the Council-Manager form of government.
Receiving professional recommendations and relying on trained and experienced individuals to accomplish the desire task(s).
Availability of fiscal resources.
These four considerations are essential for effective governance and the delivery of services in municipalities. Each should be considered and valued for establishing a decision, policy, and goal. Helpful hints for being successful are as follows:
The delivery of public services is a people-centric business and as such, it necessitates balancing inputs, resources, and alternatives. Whether services are provided by contract, employees or volunteers, it is necessary to treat people fair, with integrity, and support. Recognize that the individuals serving a City typically strive to do the right thing; they are motivated by being respected, serving people, fair compensation, and doing good work.
Elected officials may want to keep in mind the following:
Recognize that City’s business is the public’s business and for the public good, not for the benefit of the few. There generally are no quick answers or decisions. Recognize that the public sector has different motives, processes, requirements, transparency, and communication standards than the private sector.
Leadership (to the public, constituents, and staff) involves reasoned judgments and courage, not reactive decisions/actions or votes that may be popular. While everyone may not agree with a decision, well stated and thoughtful conclusions provide and represent leadership.
Respect, as opinions and valuable input, the comments of constituents and the public.
Respect, for technical, practical, and managerial input, the profession of city management, and the function of the City Manager.
Use public opportunities to educate and inform the public on the affairs of the City, governance, and issues.
Make decisions based on available resources.
After winning the first election, take the time necessary to listen and learn before charging ahead with campaign promises.
City Managers may want to keep the following in mind:
Provide thoughtful, reasoned, and unbiased options and recommendations for the City Council to make its policy, priority, and resource allocation decisions.
Share your own judgment when providing the staff perspective and the available staff and funding resources.
Implement the City Council’s decisions, providing all interested parties with a clear explanation of the City Council’s stated justification.
Provide the City Council with the foundation for coming to a reasoned, unbiased conclusion. Base the foundation on knowledge and experience, information from the public, staff perspectives, and community input.
Be strong for the City Council and staff in the face of social media, and provide guidance for how and when to respond. Rely on consultant experts and professionals as necessary.
Prepare and present a strategic plan for tasks and projects.
Have the tools available to be a resource in the face of adversity.
Have an effective outreach effort to educate and inform the public, whether or not they are connected to the City, observers of social media, or participate in City programs.
Council Members and the City Manager have complicated roles that necessitate the art of balancing the interests of many and coming to a conclusion in the best interest of the City. Attending the League of California Cities’ Newly Elected Official Training is one of several resources for elected and appointed officials to develop success.
*As a medium of expression, social media not only serves as a forum for expressing opinions, it often is viewed by people not engaged in City business, and thus, it serves to frame people’s perspectives.