Bainbridge Island Government

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BAINBRIDGE ISLAND ,[object Object],[object Object],[object Object],[object Object],March 31, 2009

Starting Point ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Some Simple Truths ,[object Object],[object Object]

THE CHOICE: Form of Government ,[object Object]

Basic Forms of Municipal Government ,[object Object],[object Object],[object Object],[object Object],[object Object]

COUNCIL-MANAGER FORM OF GOVERNMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],COUNCIL-MANAGER CEO MAYOR-COUNCIL CEO

2 1 ELECTORS ELECTORS MAYOR COUNCIL CITY ADMINISTRATOR City Dept. directors and employees City Administrator selected by/works for Mayor MAYOR COUNCIL CITY ADMINISTRATION City Dept. directors and employees City Administrator selected by and works for Council “ Council-Administrator Model 1 in 4 cities with population> 10,000 (Higher in smaller cities) ? MAYOR-COUNCIL FORM 2 Variations

COUNCIL-MANAGER MODEL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

COUNCIL – MANAGER MODEL ,[object Object],[object Object],[object Object],Role of Elected Council (Mayor and other members of Council Execution of policy and oversight of day-to-day operations Role of professionally-trained and skilled Manager who is responsible to “The Council” and can be terminated for poor performance. A partnership for total city performance

The City Manager ,[object Object],[object Object],[object Object],[object Object],[object Object]

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ROLE OF MAYOR MAYOR-COUNCIL FORM COUNCIL-MANAGER FORM Ceremonial Head of City Ceremonial Head of City Chief Executive Presiding Officer of Council May/May Not Preside at Council Member of Council Policy Initiator Facilitator May have veto authority Usually no veto authority Elected by votes Elected by voters or by Council

The City Manager Form of Government ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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MAYOR-COUNCIL COUNCIL-MANAGER Is not an “ either or” proposition

Every Successful Community Needs: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

MAYOR-COUNCIL FORM COUNCIL-MANAGER FORM Bainbridge Island May 19 The citizens who vote will make the choice.

DISCUSSION ,[object Object],[object Object]

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What can our elected officials do today to ensure the vibrancy of our communities in the future? George Cuff understands that we must have creative leaders who are focused on the “where to from here” as much as the “here and now.” George has been described by monthly municipal magazine, Municipal World, as the “governance guru” of Canada. He has been involved with local government since the 1970s, with experience at the administrative level and as an elected official, having served four terms as the Mayor of Spruce Grove, Alberta. George’s consulting firm, George B. Cuff & Associates, provides specialized consulting services to the public sector, including governance reviews, trouble-shooting, and training of elected officials. The catchphrase “getting Cuffed” has even been adopted to describe his candid style of advisory services. George will describe the importance of creative leadership; outline the key challenges facing local government today; and explain how innovative professionals can play a role.

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Public administration is an aspect of the larger field of administration. It exists in a political system for the accomplishment of the goals and objectives formulated by the political decision-makers. It is also known as governmental administration because the adjective public in the word “public administration” means government. Hence, the focus of public administration is on public bureaucracy, that is, bureaucratic organisation (or administrative organisation) of the government. Urban Management is a broad term covering a large set of functions. To understand urban management you have to first understand the components of urban fabric. A City or an urban settlement is not merely a set of roads, buildings, parks, etc. The core function of a city is to provide inhabitants a liveable environment be it shelter, livelihood, entertainment, food and other stuff required for a healthy living. Urban management is a combination of all streams converging together to provide citizens above listed elements. Historically cities evolved largely because of financial activities. When people see earning opportunities they move to a city from rural areas. Practically, there is no difference between Urban management and Public administration. Every manager is concerned with both—administrative and management function and operative function. However, the managers who are higher in the hierarchy denote more time on administrative function and the lower level denote more time on directing and controlling worker’s performance.

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CLASS MATE EXAMPLE CLASS MATE EXAMPLE Mayer Anthony Williams and Performance Management in Washington, DC Case Issues: · Main Challenges Improve the quality of city services and make the voters aware of the improvements. · Performance Measurement Introduced measureable ‘Scorecard’ goals for improving the services, focus on specific departments to measure improvements and accountability through performance management. · Five strategic priorities 1- Building and sustaining neighborhoods 2- Strengthening children, youth and families 3- Making government work 4- Promoting economic development 5- Enhancing unity of purpose and democracy · Inside the Department of Motor Vehicles * Most unpopular department in the city * Serious problem with operations * Long waiting lines * Less funds and resources * Frontline employees were less informed and motivated - Inside the Department of Consumer and Regulatory Affairs * Department is offering too many services i.e. hodgepodge of services * Everything was manual i.e. no information system was used * Problem of lost data in the absence of any proper system to maintain it * No one answers the phone calls * Massive layoffs and constant turnover at the top * Speed of the processes was very slow * Managers didn’t know the processes * Managers didn’t have the mechanism to track the processes * Frontline people were not aware of the agency goals and targets Public Administration Issues: · Performance There was no way to measure the performance of the department · Motivation Frontline employees were not motivated enough to give better performance · Goals Organizational goals were not clear and employees were not aware of them · Tasks Goals were not subdivided into tasks and it made them difficult to achieve 1 1 0000 INSTRUCTOR EXAMPLE .. Case Issues: *Poor organization and planning for human resources. *A turbulent economic situation does not allow privatization. *Privatization is the best way to increase efficiency and improve service, but the deliberate steps to move from the public sector to the private sector takes time. *Neglect of infrastructure, sidewalks, parks and tax increases for the completion of projects caused many problems and discomfort with for the citizens. *Working arrangements have been a long term relationship with the local institutions because of regulation and centralization and to make sudden change is difficult. *There is a lack of security by the employees and a fear of fire. *Non-competition reduced the performance and efficiency. *There is rapid change and competition in the private sector without the presence of equal benefits and incentives for workers like there is between the public and private sector. *There is lack of sufficient information about the costs and workers' wages regarding their time and expertise. *There needs to be monitoring of the performance of the public servants and accountability. * There are conspiracy theories regarding gett.

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The B.PAC Civic Leadership Incubator Program (B.CLIP) will select, train and support talented individuals who wish to transform their city by contesting municipal corporation elections. By equipping candidates with skills in public policy analysis, municipal administration, political landscape and election campaign dynamics, the incubator project will create a pipeline of candidates that B.PAC and other civil society organizations can endorse for the future Bruhat Bangalore Mahanagara Palike (BBMP) elections.

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Confronted with the 'new normal' of flat or declining revenues, spiraling health care and pension costs, and persistent structural imbalances, the City of Cincinnati chose Priority Based Budgeting an alternative to the traditional incremental budgeting approach that automatically makes this year's budget the basis for next year's spending plan. Council approved the administration's recommendation to hire the Center for Priority Based Budgeting (Center for PBB) to help with the intensive citizen engagement that drives the new approach. According to Council: “Priority-driven budgeting offers a common-sense, strategic alternative to conventional budgeting. It creates a fundamental change in the way resources are allocated by using a collaborative, evidence-based approach to measure services against community priorities. By bringing together community leaders and citizens to determine strategic priorities, the city can align resources with what the community values most, and create service efficiencies and innovation.” For 2013, the City faces a projected $34.0 million budget deficit for the General Fund Operating Budget and will need to cut spending and increase revenues to fill this need.

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Bainbridge Island Government

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12. 2 1 ELECTORS ELECTORS MAYOR COUNCIL CITY ADMINISTRATOR City Dept. directors and employees City Administrator selected by/works for Mayor MAYOR COUNCIL CITY ADMINISTRATION City Dept. directors and employees City Administrator selected by and works for Council “ Council-Administrator Model 1 in 4 cities with population> 10,000 (Higher in smaller cities) ? MAYOR-COUNCIL FORM 2 Variations

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18. ROLE OF MAYOR MAYOR-COUNCIL FORM COUNCIL-MANAGER FORM Ceremonial Head of City Ceremonial Head of City Chief Executive Presiding Officer of Council May/May Not Preside at Council Member of Council Policy Initiator Facilitator May have veto authority Usually no veto authority Elected by votes Elected by voters or by Council

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23. MAYOR-COUNCIL COUNCIL-MANAGER Is not an “ either or” proposition

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25. MAYOR-COUNCIL FORM COUNCIL-MANAGER FORM Bainbridge Island May 19 The citizens who vote will make the choice.

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Bainbridge Island Government

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