A View from the Other Side: Working Effectively with Elected Officials

1. A View from the Other Side:Working Effectively with Elected Officials Vaughn Upshaw919.966.9982upshaw@sog.unc.edu

2. Today’s goal is to learn… • How to bridge the gap between professionals and elected officials • To recognize the • Context within boards operate • Decision making role of the board • Expertise of public managers

3. Our focus will be Framing issues to: • engage elected officials to make the best decisions possible • reduce micromanagement

4. We elect people because … • Public problems cannot be solved only by technical means • “Private” doesn’t mean there is no public interest • Technical feasibility doesn’t mean it’s a good choice • Board members reflect community “values”

5. The Elected Officials’ World • Vague task definitions • No hierarchy • No specialization • Little feedback • Open meetings

6. Examples • What issues does your board want to have input on? • What issues do you want your board’s input on?

7. Public Problems Are Complex Public problems are rarely simple and straightforward Problems are complex, multifaceted, interdependent, and systemic If there was a simple solution someone would have already found it

8. Public problems… • Involve choices among public values • Affect us as citizens • Occur in public settings • No one in charge • More than one solution—but no one right answer • Value conflicts—we disagree

9. Four core public values Liberty Community Prosperity Equality

10. LIBERTY Freedom, choice, access, autonomy, opportunity, individuality, privacy, due process, independence, personal responsibility, self-determination, self-sufficiency

11. EQUALITY Fairness, justice, tolerance, diversity, equity, inclusion, equal rights, equal opportunity, equal treatment, equal results, level playing field

12. COMMUNITY Safety, security, sense of place, sense of connection and belonging, tradition, customs, the sacred, preservation, restoration, conservation, social and moral order, quality of life

13. PROSPERITY Economy, efficiency, productivity, growth, profit, development, competition, consolidation, centralization, privatization, standardization, measurement, return on investment, market rules

14. The Governing Board’s Value Proposition What services do we offer to what people? at what quality? and what cost?

15. Administration Elected Officials Comparison Characteristics Problem solving Experts “What do you know?” • Data • Plans • Reports Tangible information, money, people, equipment Knowledge (deeds) Predictability, cooperation, continuity Persuasion Representatives “What do you hear?” • Passion • Dreams • Stories Intangible interests and symbols Power (stories) Conflict, compromise, change Activity Players Conversation Components Currency Dynamics Adapted from J. Nalbandian, University of Kansas

16. Realities for Local Governments • Gaps between politicians, professionals and citizens • Decentralized services • Specialized staff • Redefining relationships • Connecting citizens to local government

17. Management Responsibilities • Help the governing body effectively use local government’s administrative systems to build and maintain a sense of community • Modernize the organization • Bridge the gaps between community, government, citizens, experts and politicians

18. Gap 1

19. Gap 2

20. Gap 3

21. Gap 4

22. Exercise • Share with one other person your most successful experience in working with your board. • Join another pair and summarize what worked best. • Identify common strategies that lead to success.

23. Bridge Gaps By… • Recognizing the board’s policy making role • Having the board clarify results to be achieved • Using effective problem solving techniques • Developing positive group norms • Encouraging team building on the board • Creating partnerships with professional staff • Cultivating good framing and “translation” skills

24. Making better decisions

25. Productive Decision Making • Present all the facts of the situation • Generate multiple ideas about how the situation could be handled • Evaluate the merits of the ideas—list benefits and drawbacks • Get everybody’s gut feelings about the alternatives • Summarize in a formal motion and vote

26. Board Decision Making • Strategic: mission, institutional direction, values, priorities and principles. Examples?

27. Board Decision Making • Quality: primary clientele, types of services, delivery systems that focus on the relationship of programs and departments to overall mission. Examples?

28. Board and Staff Decision Making • Resource: planning, budgeting, financing, marketing, and personnel. Budget approval process, setting rates and fees. Examples?

29. Board and Staff Decision Making • Administrative: decisions about day to day practices—participation in community activities, selection of contractors, interlocal agreements. Examples?

30. Staff Decision Making • Standard operating procedures (SOPs): procedures to handle routine transactions and normal form, process, method and application of policies. Examples?

31. Staff Decision Making • Rules: regulations that guide or prescribe everyday conduct (parking, smoking areas, dress…). Examples?

32. Decision Making Framework Decision Making Steps Decision Making Levels Decision Monitoring Clarify decision objectives Adopt written decision Implementthe decision Strategic Request briefing for decisions Board’s Major Focus Quality Receive periodicupdates Board and Staff Shared Focus Resource Administrative Make sure Evaluation occurs Staff’s Major Focus SOPs Rule Adapted from D. Chait, T. Holland, B. Taylor (1993) The Effective Board of Trustees

33. Policy Options Results Process Policies that prohibit certain processes Policies that prohibit certain results Prohibit Policies that prescribe certain processes Policies that prescribe certain results Prescribe Source: Adapted from Pointer & Ewell, 1994, p. 107

34. Strategic Choices • Know what elected officials are trying to achieve • Know what you are trying to achieve • Promote learning and change • Think strategically • Develop partnerships • Embrace diversity as a strength • Use technology to drive innovations

35. You can now… 1. Bridge the gap between professionals and elected officials because you recognize the • Context within which boards operate • Policy role of the board • Expertise of public managers 2. Reduce the chance that elected officials will micromanage 3. Engage elected officials in making decisions they are best equipped to make

36. Thank You!