Democracy on the Front Lines
City Administrator’s Blog
Walter Denton
September 18, 2006
A recurring conversation among city managers is the value that professional managers bring to local government. I am admittedly biased in my opinion that professional city managers are essential to bridging increasingly complex arenas of service delivery, citizen responsiveness, and democratic values. But this is no small issue – many cities function without professional managers and the question is often asked why a directly elected mayor cannot manage a local government as well as an appointed official. Why do we need city managers? What do professional local government professionals bring to the table that sets them apart?
University of Kansas professor John Nalbandian has been studying these question for several years and made a presentation of his research at the ICMA Conference last week in San Antonio. The study concludes that city managers are uniquely situated to help build, maintain and preserve communities that are economically and socially healthy and vibrant, and that people regard with pride.
The following is a list of practices that capture the skills, commitments, and goals of local government professional managers:
1. Professionals add value to the quality of public policy and produce results that matter to their community. Local government professionals are directed by and work in partnership with elected officials to develop sound approaches to meeting community aspirations and solving problems. Professionals believe they should offer a balanced assessment of policy options in pursuit of the public interest.
In O’Fallon, staff works closely with elected officials in committee meetings and city council meetings. We prepare detailed reports on all agenda items that include policy options and staff recommendations. Staff’s activities are inclusive and transparent to elected officials, citizens, and the media.
2. Professionals take a long-term and community-wide perspective. Local government professionals are most effective when guided by long term community plans that provide a framework for policy formulation and goal setting. In his keynote presentation at the ICMA Conference, Good to Great author Jim Collins concurred when he stated that one of the most important elements in a great organization is to focus on long term goals and to plan for the future.
In O’Fallon, we have devoted considerable time and energy over the last eight years to update our Comprehensive Plan, Transportation Plan, Parks Master Plan, Subdivision Regulations, and Zoning Code. As a rapidly growing city, we are making decisions today that will impact the lives of our residents over the next 20-30 years. A clear example of this is the City’s purchase of 200 acres for the Family Sports Park.
3. Professionals commit to ethical practices in the service of public values. ICMA members are accountable to ethical principles put forth by the Association’s Code of Ethics and Declaration of Ideals. City managers are in not in their jobs for personal gain, but for the purpose of socially responsible public service. In O'Fallon, my employment contract states that I will perform my duties according to the ICMA Code of Ethics.
4. Professionals help build community and support democratic and community values. Professional managers facilitate partnerships among sectors, groups, and individuals. Developing effective partnerships with elected officials and community engagement are as important as efficiency and effectiveness in service delivery in helping to build a sense of community.
In O’Fallon, community meetings are regularly scheduled to solicit community participation on such varied issues as disaster preparedness, the Comprehensive Plan, water and sewer system upgrades, and the sesquicentennial celebration. In fact, we are hosting two community meetings this month for a visual preference survey on subdivision design standards.
5. Professionals promote equitable, fair outcomes and processes. Professional managers seek to ensure that services are fairly distributed and that the design and implementation of administrative processes avoid favoritism. In O’Fallon, everyone is treated similarly and with respect. It doesn’t matter who you are or who you know -- no one is above the law.
6. Professionals develop and sustain organizational excellence and promote innovation. Highly trained professionals – hired on the basis of merit and committed to professional development for all employees – promote innovation while valuing consistency and strengthen organizational capacity to produce results that matter.
In O'Fallon, we pride ourselves on our innovation. Over the past four years, we have automated our water billing, financial management, Public Works work order system, recreation program registration, and building inspections. We promote training and professional development through conferences, seminars, and a tuition reimbursement program.
These six practices may appear overly complicated, but I think they do a good job of explaining what we do. After Dr. Nalbandian’s presentation, one of the city managers at the conference summed it up much more concisely. He said it is the city manager’s mission to provide services “As good as possible, as cheap as possible, as responsive as possible, and as responsible as possible.” Well said.
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