Try Again

We’ve already noted previously that trust is the basis of Council/Manager interactions. The conflict and strain that stems from a blurring of policy and administrative responsibilities between city managers and city councils, concerning mission formulation, policy, administrative policy and managerial operations takes a toll on the relationship. The classic policy-administration dichotomy model suggests a strict separation of responsibilities when in reality mixed responsibility models are better aligned with practice. The added element of policing ethical and moral actions can make any relationship impossible.

Literature suggests that in order to build trust initially, managers should promptly respond to council requests, share information to help elected officials fulfill their responsibilities, explain reasons for city actions, give credit to elected officials (who require positive images of accomplishment for re-election), and respond to citizen requests. But once trust is lost because of ethics enforcement on the Council, can it ever be regained?

Answer to the Question

Approximately 90 years old, the council-manager form of government has proven its adaptability; today it is the most popular choice of structure among U.S. communities with populations of 2,500 or greater.

The Budget

Apparently street repairs, new buildings and tax increment districts aren't going to generate much opposition to the budget. Obviously, capital improvements and economic development are still positives that still generate funding support in budgets.

A Solution or More

Activists aligned with the Tea Party have been attending local city and state land use planning meetings nationwide to denounce sustainable efforts in community planning — including bike lanes on public streets and smart meters on home appliances. The activists see such community projects as the first steps in a plan to limit individual rights.
The activist are concern about the UN’s Agenda 21 which is a comprehensive and global effort to encourage the sustainable monitoring, overseeing, and regulating of the planet’s natural resources; such as; oceans, lakes, streams, rivers, aquifers, sea beds, coastlands, wetlands, forests, jungles, grasslands, farmland, deserts, tundra, and mountains. It has a section on methods for “protecting” the atmosphere. It proposes ways that cities, towns, suburbs, villages, and rural areas can manage sustainably.
Sir Ken Robinson asks how many people the earth can sustain. What will happen if we face scarcity of resources—especially drinking water, which relates to scarcity of food. Consumption is a major factor. If everyone consumed at the same rate as we do in North America, the earth likely could not even sustain the current population. Leaders of communities will have to help their staffs and residents find innovative solutions to address scarce resources.
Cities have to reinvent themselves and be adaptable to change. Leadership requires a belief in the human capacity to innovate. Innovation puts creative ideas into practice. Seeds of possibility are waiting for city and county leaders to create the conditions for growth. Invest in people; have faith in the human capacity for creativity. Leaders must create a culture that facilitates innovation.
Sustainability has a lot of characteristics that reach beyond socialism and individualism. The tragedy of the Commons had more solutions than the original writer had anticipated. Globalization will have more solutions to the complex economic, social and environmental problems than currently presented.

Voting

OK, may be dead men can vote. But they get caught.

Today's Quote

“Never leave a friend behind. Friends are all we have to get us through this life--and they are the only things from this world that we could hope to see in the next.”

― Dean Koontz, Fear Nothing

GFOA Definition

Government business processes have many potential customers. Customers might include direct recipients of a service, the community at large, regulators, lawmakers, and/or businesses. Further, in the case of regulatory services, the customers may not be entirely willing customers! After determining who the customers of a business process are, consider what the customers want from a process. This could include, but is not limited to: more readily available access to the service; shorter wait times from service request to completion; a higher quality product (fewer errors); and/or lower cost. However, when considering customer needs, remember what Henry Ford cautioned: “Customers that say they want faster horses really don’t care at all about horses; they simply want a way to get from point A to point B in the fastest and safest way possible. In other words, be sure to distinguish the ends or result the customer really wants from the particular means, tools, or techniques they may reference when articulating their want.