1. A View from the Other Side: Working Effectively with Elected Officials Vaughn Upshaw 919.966.9982 upshaw@sog.unc.edu upshaw@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 1.What issues does your board want to have input on? 2.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 Equality CommunityProsperity

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

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 Governing Board Professional Staff

19. Gap 2 Manager Department Heads

20. Gap 3 Local Government Community Interests

21. Gap 4 Professional Staff Citizens

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 1.Present all the facts of the situation 2.Generate multiple ideas about how the situation could be handled 3.Evaluate the merits of the ideas— list benefits and drawbacks 4.Get everybody’s gut feelings about the alternatives 5.Summarize in a formal motion and vote

26. Board Decision Making 1.Strategic: mission, institutional direction, values, priorities and principles. Examples?

27. Board Decision Making 2.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 1.Resource: planning, budgeting, financing, marketing, and personnel. Budget approval process, setting rates and fees. Examples?

29. Board and Staff Decision Making 2.Administrative: decisions about day to day practices—participation in community activities, selection of contractors, interlocal agreements. Examples?

30. Staff Decision Making 1.Standard operating procedures (SOPs): procedures to handle routine transactions and normal form, process, method and application of policies. Examples?

31. Staff Decision Making 2.Rules: regulations that guide or prescribe everyday conduct (parking, smoking areas, dress…). Examples?

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

33. Policy Options Policies that prohibit certain results Policies that prohibit certain processes Policies that prescribe certain results Policies that prescribe certain processes Results Process Prescribe Prohibit 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!