Government Finance OfficersGovernment Finance Officersof Arizonaof Arizona

August 8, 2008August 8, 2008

Martin Vanacour, PhDMartin Vanacour, PhD

“The Politics of the Policy “The Politics of the Policy Process”Process”

Setting The StageSetting The Stage1. As finance administrators and staff, you are part 1. As finance administrators and staff, you are part of the policy process, however, do you know how of the policy process, however, do you know how

the politics of the policy process works?the politics of the policy process works?

2. Do you know how to be effective with your 2. Do you know how to be effective with your city/town manager and the elected officials?city/town manager and the elected officials?

3. Do you have the necessary political savvy skills 3. Do you have the necessary political savvy skills and why do you need these skills?and why do you need these skills?

4. What are the keys to success in becoming a 4. What are the keys to success in becoming a trusted part of the management team?trusted part of the management team?

5. Why are some of my best ideas not brought 5. Why are some of my best ideas not brought forward or complimented?forward or complimented?

6. How do I gain the trust of the 6. How do I gain the trust of the management team?management team?

7. How can politics be a rational and an 7. How can politics be a rational and an irrational process at the same time?irrational process at the same time?

8. Politics and policy setting is like working 8. Politics and policy setting is like working “in a swamp” (Cayer & Weschler). What is “in a swamp” (Cayer & Weschler). What is the “swamp”?the “swamp”?

9. Can I learn the necessary political savvy 9. Can I learn the necessary political savvy skills to be an effective team player?skills to be an effective team player?

One of the most important and yet the One of the most important and yet the most challenging part of being a most challenging part of being a

finance or budget department head is finance or budget department head is developing and maintaining a developing and maintaining a positivepositive, , effectiveeffective, and , and productiveproductive relationship relationship

with your city manager and your with your city manager and your council.council.

Effective and productive relationships Effective and productive relationships among the city manager, staff, and among the city manager, staff, and council do not occur by accident. council do not occur by accident.

RatherRather they are nurtured and they are nurtured and sustained through sustained through deliberate effortsdeliberate efforts..

Political SavvyPolitical Savvy

Political SavvyPolitical Savvy IntuitionIntuition ExperienceExperience InsightInsight An ability to know when an item or project An ability to know when an item or project

is ready to be presented.is ready to be presented. Understanding every public issue begins Understanding every public issue begins

with politics and ends with politics.with politics and ends with politics. Understand the “Swamp” concept of Understand the “Swamp” concept of

government.government. Running for office (“I, I, I”.) Getting policy Running for office (“I, I, I”.) Getting policy

approved is “we, we, we.”approved is “we, we, we.”

Political Savvy (cont.)Political Savvy (cont.) Understanding sometimes the most Understanding sometimes the most

powerful person on the Council may be the powerful person on the Council may be the one that cares the least.one that cares the least.

In our political system there is an equal In our political system there is an equal and opposite reaction to every political and opposite reaction to every political issue.issue.

The best rational and technical decisions The best rational and technical decisions may not, and should not always override may not, and should not always override political decisions.political decisions.

The Councilmembers of yesterday are not The Councilmembers of yesterday are not the Councilmembers of today, and will not the Councilmembers of today, and will not be the Councilmembers of tomorrow.be the Councilmembers of tomorrow.

Political SavvyPolitical Savvy

When to tellWhen to tell Who to tellWho to tell Who not to tellWho not to tell What to tellWhat to tell How often to tellHow often to tell

There is a new activism from There is a new activism from Mayors and Councilmembers Mayors and Councilmembers

What and How?What and How? Role as ombudsmanRole as ombudsman Single issue politicsSingle issue politics Elected Officials spend much more time on the Elected Officials spend much more time on the

job in city hall.job in city hall. Trend toward directly elected Mayors (Informal Trend toward directly elected Mayors (Informal

but substantive powers.)but substantive powers.) District system of electionDistrict system of election Translators for their constituentsTranslators for their constituents

ContinuedContinued New direct interest by local officials in New direct interest by local officials in

implementation and understanding the implementation and understanding the process.process.

Administrators are inextricably involved in Administrators are inextricably involved in policy making activities.policy making activities.

Term LimitsTerm Limits Short goals and objectives versus long Short goals and objectives versus long

term policy issues.term policy issues. Blurring of lines between policy and Blurring of lines between policy and

administration.administration. The new activism of today’s Mayors and The new activism of today’s Mayors and

Councilmembers.Councilmembers.

http://www.brooks.edu/careers.htm

““We can not solve the problems of We can not solve the problems of today with the same today with the same consciousness that created consciousness that created them.”them.”

Albert Einstein 1933

Developing TrustDeveloping Trust In our business you only have your name and In our business you only have your name and

reputation. Lose it and you may never get it back.reputation. Lose it and you may never get it back. Develop good, accurate, concise information.Develop good, accurate, concise information. Stand behind what you present.Stand behind what you present. Treat all Councilmembers the same.Treat all Councilmembers the same. Make clear and concise presentations and answer Make clear and concise presentations and answer

the questions asked.the questions asked. You need to make the You need to make the ComplexComplex SimpleSimple.. Understand who are always watching you and why.Understand who are always watching you and why. ““The City Council has the absolute right to be right The City Council has the absolute right to be right

and the absolute right to be wrong”….Jack DeBolskiand the absolute right to be wrong”….Jack DeBolski

Framing the IssueFraming the Issue

•What do you want to clearly say and who is your audience?

•If you do not frame the issue, it will be framed for you.

Who is Watching YouWho is Watching You

Your elected officialsYour elected officials CitizensCitizens Your employeesYour employees Bond rating agenciesBond rating agencies Corporate/business that may wish to Corporate/business that may wish to

relocate to your communityrelocate to your community Regulatory agenciesRegulatory agencies Media RepresentativesMedia Representatives

Moore’s Strategic TriangleMoore’s Strategic Triangle

Creating Public Value

Operations (Is it

administratively feasible?)

Outcomes (Is it operationally

feasible?)

Politics (Politically and Legally

Supported?)

Mark Moore, Creating Public Value; Strategic Management in Government, 1995, Harvard.

Almost every public action Almost every public action aimed at creating public value aimed at creating public value is contestableis contestable as well as as well as methods, process, procedures, methods, process, procedures, and outcomes.and outcomes.

3 T’s in Management3 T’s in Management

TrustTrust

TruthTruth

TeamsTeams

Building the “Team”

Perception Drives Behavior

Perception

People only see what they are

prepared to see.

Ralph Waldo

Emerson

Council’s Expectations of Staff

•Don’t cause us embarrassment

•Be non-political in a partisan sense

•Help make our job easier

•Give us accurate and current data

•Leave personal bias out of reports; arguments should stand on own merits

•Provide guidance when requested

•Provide short, well-written reports

•Provide several options when suggesting possible solutions to a problem

•Present requested information in a timely manner

•Show us how to avoid known pitfalls of recurring issues

•Be accessible

•Be respectful regardless of how you feel personally

•Keep us equally informed; do not show favoritism

•Provide historical continuity where appropriate

Council’s Expectations of Staff(cont.)

““Vision without execution is Vision without execution is hallucination”hallucination”

Source Unknown

Recognize the Recognize the RHYTHMSRHYTHMS of the of the Mayor, Council, and the City Mayor, Council, and the City

ManagerManager

Marty Vanacour Ph.D.Marty Vanacour Ph.D.