1. COMMUNITY GOVERNMENT Chapter 1 By Daphne Harley, MPA

2. Changing Attitudes We’ve come full circle –Need –Trust –Service Delivery Consequence? -- Ambivalence -- More with Less -- Need for Professional Managers Middle Of Century End Of 20th Century Beginning Of 20th Century

3. Two Forms of Government Council – Manager Appointed by Council Has no vote Serves at Pleasure Advises Council Has broad authority Answers to Council Appoints other heads of departments who report directly Administrator Appointed by Board Has no Vote Serves at Pleasure Advises Board Has limited authority Answers to Council May appoint others Others may report directly

4. Importance Of Majority of Americans live in communities with population < 50,000 9 of 10 counties & 99% of cities have population < 100,000 50% of counties & 95% of cities serve fewer than 25,000 people Delivers services people use in daily lives

5. Importance Number of is increasing Regional problems spurring growth of special districts Increasing population growth increases demand for services Diversity of services needed

6. Scope of Community Government Counties Towns/Townships Cities Villages School Districts Special Districts Local Agencies Local Commissions Non Profits Public-Private Regional Boards State Government State Commissions Federal Government

7. Confusion

8. Complexity Increases the number running for offices Increases the complexity of the ballot Overlapping boundaries of entities Voters can’t keep track of who does what Voters confused about who to vote for Confusion makes it difficult for voters to hold those elected accountable Makes government more difficult to manage

9. Future of Community Government Must change to adapt to changes in society. Must change to adapt to changes in technology. Must change to adapt to shifts in demand Will require leaders who can anticipate and prepare for change

10. Forces of Change Economic Demographic Urban Technological Political Ideological

11. Coping With Change Reinventing Government Managers must be professional Establish a culture that embraces change Leaders must network & share power Adjust to technological changes Move to participatory democracy Regional problem solving Redesign services, programs & priorities Make better use of elderly as a resource

12. Coping - continued Invest in education & training Celebrate and embrace the diversity Encourage regional economic develoment Use more public-private partnerships Involve citizens in tough choices affecting them More creative in service delivery models & financing mechanisms

13. Role of Leadership Elected Officials – Must set tone for forward thinking –Must ensure that administrative staff have professional training, motivation and desire to anticipate & prepare for change –Must work cooperatively with each other and staff

14. Role of Others Chief Administrative Officer –must be consensus builder, problem solver, convener, team builder, change agent, champion of new technologies, bearer of ethical standards, process leader, leadership developer within community Department Heads –Must understand the impact of change on their areas of responsibility –Must advise the political leaders and the public on the impacts

15. Summary Electeds must stay in touch with community values Must hire leaders with professional expertise Administrative officials must keep abreast of forces of change and their effects Communities must elect competent people Citizens must be willing to reach consensus