Brim Report for October 2003

Council-Manager-Citizen Relations: 
A Contemporary Look

In 1993, I wrote an article for PM Magazine entitled Council-Manager Relations: Time for Adjustment, Before It Is Too Late. The article was intended to emphasize to City Managers and Administrators the importance of recognizing and reacting to the ever changing political environments in which they operate. After revisiting the expectations of elected officials for their CEOs twenty years ago as compared to today, it is apparent that more than ever, the effective manager is the perceptive manager, who is willing to take some risks. The trend today is toward a more participatory government, one that reflects changes in society and represents what citizens expect of their elected officials. A contemporary approach to city governance pairs the Council and Manager in an effort to meet the growing expectations of citizens to have a voice in local government affairs. 

The Past

Throughout my 35 year career as a City Manager, executive search consultant, and City Council member, I have observed what city councils expect from managers in terms of organizational skills and management style. In the late 1970s and early ‘80s elected officials looked for managers with experience in economic development, union relations, and skills in grantsmanship. An aura of authority and a low profile were desirable traits as was a steady career path and skills in working with the governing body as a single unit. By the late 1980s and early ‘90s, the big issues were traffic, recycling and the environment, neighborhood development, technology, goal setting and customer service. Councils sought managers with persuasive skills and high levels of energy. Skills in conflict resolution and sensitivity to political realities kept managers out of trouble. In the mid to late ‘90s the shift was to a visionary style of management with specific attention on long range planning, development and redevelopment. Cities were providing more leisure amenities and citizens were participating in increasing numbers. Staff development became more important and effective managers were expected to share the leadership and empower the employees. Diversity, gender sensitivity and a strongly held value system were highly desirable qualities.

What is evolving?

Today our cities require more intellectual and creative approaches to problem solving.  “Rightsizing” an organization often leads to discussions about combining services and exploring privatization options.  Cities take a more regional approach in an attempt to economize, yet strive to keep decision making local. 

Public Involvement and Trust

While public administrators cannot take on the entire role of establishing a vision for their communities, they can push elected officials for thoughtful and continuing discussions about preparing for the future. Public participation in the planning and design of a project has become a crucial component of the economic development and redevelopment process. An understanding of how to manage task forces and build public consensus are essential tools for today’s public administrators. Elected officials and administrators must work together to develop a model for inclusive decision making and the management of citizen opinion in a civil and rational environment. The short term drawback of spending the protracted time needed to reach consensus is insignificant compared to the long term benefit of reaching a decision that is understood, accepted, and supported by the citizens. Knowing how to “sell” an idea or concept should be a required skill. The formulated policies then need to be clearly stated and easily understood by the voters.

Public expectations and public trust will be a growing concern for public administrators. The critical attitude toward government that began with Watergate has grown more intense with each new presidential controversy and has been further amplified by recent scandals in the corporate world. Because the media sees almost every conflict as a potential scandal, a good public relations approach from city hall is essential. 

The Internet exerts a strong influence on how people see their government. Citizens expect to access government services and information as easily as getting airline tickets online. Greater accuracy and increasing timeliness of information will be necessary.

Governance

Citizens have come to expect accountability, participation, and a level of service that holds the line on costs. Elected officials must learn to do more with fewer resources. The solutions needed to meet those demands may be multiple, complex, and frustrating. However, with a thoughtful mission statement, a sound governance model for making decisions, strong citizen participation, and a high level of trust between the elected officials and the staff, today’s elected officials may be proud to answer the question, “What will our successors say about the decisions we are making today?”