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The District of Lillooet

The District of Lillooet . “Effective Governance” June 2010 George B. Cuff, FCMC Ron Born, Senior Associate. The Content. Introduction to Our Session Where to Begin What Do We Hope to Accomplish The Gleanings of Three Decades Two Principal Challenges What is Governance Key Roles

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The District of Lillooet

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  1. The District of Lillooet “Effective Governance” June 2010 George B. Cuff, FCMC Ron Born, Senior Associate

  2. The Content • Introduction to Our Session • Where to Begin • What Do We Hope to Accomplish • The Gleanings of Three Decades • Two Principal Challenges • What is Governance • Key Roles • Relationship Building • Points of Friction • We’ll Know We Are Successful When… A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  3. Introduction • The facilitator • George B. Cuff, FCMC • Former Mayor of 12 years • Former President of AUMA, FCM • Consultant to Municipalities since 1976 • Author, Cuff’s Guide (Volumes One and Two) • Author, The Governance Zone (Municipal World magazine) • The Associate • Ron Born • Former City Manager, Kelowna • Local government experience of 30+ years • winner of the coveted Silver Medal for Excellence in Public Administration A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  4. A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  5. Where to Begin? A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  6. What Do We Hope to Accomplish • Provide an overview based on our experience as to what works in any local government • Provide you with an overview of key roles • Suggest aspects of those roles which can cause problems • Suggest where the friction can develop between a Council and its public • Outline what outcomes the public and Council should strive to achieve A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  7. Demographic AnalysisExecutive Summary There are 24 municipalities within the region described by the boundaries of Squamish-Lillooet B. Lillooet accounts for 57.5% of the population within the Region. The population of Lillooet decreased by 19.5% (562 people) from 1996 to 2006. One-third of the decrease in the population of Lillooet from 2001 to 2006 occurred in age group of 20 to 29 year olds. Another third of the decrease occurred in the 35 to 44 year olds. The percentage of 20 to 29 year olds is half that of Alberta. A Presentation on Governance by George B. Cuff & Associates Ltd.

  8. The population of the region has decreased by 9.5% (422 people) from 1996 to 2006 The population of Lillooet decreased by 19.5% (562 people) from 1996 to 2006. A Presentation on Governance by George B. Cuff & Associates Ltd.

  9. Population of the RegionStatistics Canada – 2001 & 2006 Census There are 24 municipalities within the region, as described by the Squamish-Lillooet B border. Lillooet accounts for 57.5% of the population within the Region. A Presentation on Governance by George B. Cuff & Associates Ltd.

  10. Change in Population 1996 to 2006Statistics Canada – 2001 & 2006 Census From 1996 to 2006 Lillooet’s population decreased the most; by 19.5% or 562 people. Bridge River 1’s population increased the most; by 58.8% or 77 people. The entire region’s population decreased by 9.5% or 422 people. One-third of the decrease in the population of Lillooet from 2001 to 2006 occurred in age group of 20 to 29 year olds. A Presentation on Governance by George B. Cuff & Associates Ltd.

  11. Population by Age GroupStatistics Canada – 2006 Census Lillooet has an older population, 48% of the population in Lillooet is 45 years and older. This compares to 36% for Alberta and 41% for Canada. The percentage of 20 to 29 year olds is half that of Alberta. That is, in Alberta 15% of the population is in their 20’s, whereas only 7.5% of Lillooet’s population is in their 20’s. 20 to 29 year olds smallest age group A Presentation on Governance by George B. Cuff & Associates Ltd.

  12. The Gleanings of Three Decades (1 of 5) • Tone at the Top • The Mayor & Council set the tone • Sense of Urgency/Importance to Council’s Agenda • Willingness to Examine/Change Governance Processes • Degree of comfort with delegation • Significance of confidence in the CAO • Importance of Strategic Agenda • Planned priority-setting linked to results orientation • Council’s priorities the focus A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  13. The Gleanings of Three Decades (2 of 5) • Significance of Unified Leadership • Support for the Mayor or? • Collegiality/respect between CEO & CAO • Respect for the professionalism of senior management • Council’s Focus? (Internal or External?) • Not an extension of the administration • Focus on two dimensions of Council’s role: • Externally (the public) & internally on governance • Council’s Communication • Often inept, ill-used, misunderstood • Assess Council’s linkages to the public A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  14. The Gleanings of Three Decades (3 of 5) • Synergy of Healthy Interpersonal Relationships • Mayor-Council • Mayor-CAO • Mayor-Administration • Mayor-Ministers/Premier • Mayor-Regional Colleagues • Role Clarity Critical • Still elusive despite years of discussion • Failure on both sides; just what does a Council do? • Discussion every quarter healthy • Council support critical • Successful local governments stress it A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  15. The Gleanings of Three Decades (4 of 5) • Value of Council-CAO relationship • Often under-valued • Need for integrity, thoughtfulness, creativity, energy, support • No surprises in either direction • Relationships to admin need to be based on respect not friendship • The Ethical Bar: It Begins with Council/CAO • Need for clear parameters • Role of a Governance/Audit Committee • Importance of the external auditor • The principle of “first step” • Code of Conduct useful but limited A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  16. The Gleanings of Three Decades (5 of 5) • Ego/Balance • Position often the most powerful to date • Role noted as “servant leadership” • Ego/balance issues plague even strong leaders • Current role replaceable; family not • Governance Misunderstood • Limited membership in the “Gold Seal” club A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  17. The Two Principal Challenges A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  18. The Need to Add Value • Community Well-Being • How do we as the governing body add to the current quality of our community? • Good Governance • How do we as the governing body ensure that we act in such a way as to improve the quality of governance we practice? A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  19. How Does a Council Act? • Councils need to uphold their ideals of honesty, fairness to each citizen, non-discrimination, transparency • Each Councillor is expected to vote his/her convictions based on what their “gut sense” tells them is in the best interests of the majority of residents • Each Councillor must weigh all the relevant facts and information before determining how to vote; 3 aspects to every good decision: agenda package, discussion with colleagues, input by the administration A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  20. Roles of Council (Individually & As a Whole) A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  21. What Does Governance Imply? • The responsibility conferred on the leaders of an organization to make decisions in the best interests of the whole community and organization while keeping in mind its mandate, vision, priorities and fiscal capacity. It is a process of effective decision-making. A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  22. Roles of Council as a Whole & Individually • As a Whole • Set direction; approve priorities • Pass resolutions/bylaws • Make commitments • Guide the CAO/evaluate • Entertain delegations; listen to citizens • Ensure an open door to everyone • Correct governance (decision-making) problems A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  23. Roles of Council as a Whole & Individually • Individually • Listen to citizens • Ask questions of the administration • Research issues • Attend meetings • Serve on committees and boards • Identify deficiencies (problems) A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  24. Key Roles of the Mayor (Chief Elected Official) • Leading • Chairing • Communicating • Contacting/Networking • Speaking • Advocating • Bridge-Building • Monitoring • Seeing ahead A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  25. The Challenges of Being Mayor • Leading without dictating • Being present without administering; respecting role of CAO • Being supportive without nurturing friendships • Identifying any Council relationship issues & dealing with them • Being open to new ideas; respecting the right of each to differ • Being a team leader without forsaking team discipline • Encouraging pride in community’s accomplishments while deferring credit to the team for Council’s progress A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  26. Key Roles of the Chief Administrative Officer • Primary advisor to Council; RFDs on all issues • Team leader of the staff • Advisor to the staff; disciplinarian as need arises • Approval authority for administrative actions • Implementer of Council decisions • Quality control of advice up & action down • Partnership builder with other managers in the region A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  27. Challenges of Being a CAO • Leading without dictating • Being friendly without currying favour/friendships • Empowering while still monitoring • Adjusting to new agenda; assisting Council rather than directing Council; respecting all members of Council • Being the source of good ideas; respecting the ideas of others • Managing at home while building network with others • Continually seeking improvements; not satisfied with status quo A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  28. Building Relationships with Management A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  29. Relationship Between Governing Body and Its Chief Officer • A respect for the mandate and authority of each other • Trust in commitments made • Confidence in the word of each other including the ability to handle confidential information appropriately • A desire to help the governing body achieve its mandate • A willingness to implement decisions of the governing body even when those decisions do not reflect the advice of the administration • A recognition by the governing body of the professionalism of the administration and its ability to get the job done • Full disclosure of necessary information • Non-interference in allowing the CAO to get the job done A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  30. Council-Management Relationships • What is required? • Understanding of the roles/responsibilities of senior staff, particularly the powers of a CAO • Respect by administration for the role that you play; understanding what that role is • Opportunities for joint work on key issues e.g. strategic plan • Monitoring of the relationship by CEO and CAO • Frankness with regard to issues affecting the administration A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  31. Council-Management Relationships • What is harmful? • Personal friendships • Believing every rumour you hear • Trying to get staff on your side • Seeing staff as one of you (they aren’t) • Adopting an unquestioning attitude towards reports A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  32. Where Friction can Develop between a Council and its Public A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  33. Points of Friction • Sense that Council is not listening • Council too secretive; too many in camera meetings • Council members not approachable; seem to powerful • Council not prepared to listen (effectively) • Council too willing to rely on their staff • Council not interested in us as (businesspeople, taxpayers, community group members, etc) • Meetings are too complicated, too long, too formalized A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  34. Key Levers of Power A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  35. Levers of Power (1 of 2) • Legislative Responsibilities and Powers • Representation of the Public • Council Vision, Goals, Priorities • Operational and Capital Budgets • Policies & Bylaws • Organization Structure; Personnel; Compensation • CAO Performance • Budget Variances A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  36. Levers of Power (2 of 2) • Governance Processes • Agenda Process • Committee System • Appointment of ABCs • Guidance to & Review of Policies • Procedural Bylaw • Corporate Strategic Plan & Priorities A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  37. What Outcomes A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  38. The Road to Success is Marred by… • Role confusion • Internal conflict • Ethical failures • Failure to communicate • Advocate vs. liaison • Friendship vs. colleague • Inadequate listening skills • Decision, questions, research • “That which should not be done at all” A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  39. What Outcomes Should You Seek • A community that believes in itself • A community that celebrates achievement • A community where the talents of everyone are utilized and appreciated • A community with a clear sense of priorities • A community that reaches out to its neighbours • A community that is recognized by other levels of government • A community where young children can age, go to school, find work, raise families, contribute A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

  40. Questions? A Seminar for the District of Lillooet on Governance by George B. Cuff, FCMC 2010

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