FEATURE PRESENTATION:  2004 Transforming Local Government (TLG) conference

MOVIE GALLERY:  Preview Session

When a change in City Council occurs, the challenge is to ensure the transition takes place with the least disruption to the individuals and the organization. Transitioning elected officials can occur regularly in city government or several years can pass between changes in elected officials. That means important details are more likely to slip through the cracks because they are not performed on a routine basis. Knowing essential steps in advance ensures that the transition takes place smoothly – for the staff as well as outgoing and incoming elected officials. 

A handbook and protocol can serve as guidelines to ensure the details are taken care of in a timely and professional manner. First, they can provide suggestions, tips and advice on making the transition occur with minimal disruption for everyone involved. Secondly, equipping newly elected officials with vital information about current and future projects, the budget process and strategic operating plans, the City Charter, and media relations allows them to hit the ground running. Valuable time can be wasted, and important details overlooked when there is no information available to guide the transition process. Because changes in the responsible staff can also occur between election cycles, a handbook should include the following key elements:  

·          Inform candidates running for office about policies and legal procedures

·          Provide information and available resources to all candidates

·          Introduce newly-elected officials to city government

·          Orient current and newly-elected officials to the process

·          Recognize outgoing elected officials formally

“I felt very comfortable with the process, said Council Member Wayne Page, elected 2003. “ While it was a whirlwind at first, I was fully up to speed and had all the necessary tools to make good, sound decisions by my first council meeting.”  

Typically, a newly elected official may not have direct experience as a member of a city council. This is a “NEW” beginning for the elected official and a time for city staff to “RENEW” and adapt to different philosophies, goals and objectives.  First, it is incumbent on city staff to make sure elected officials are informed and have the necessary resources for a multitude of issues ranging from legal obligations to general municipal operations and procedures. Second, it is also important that staff recognize that newly elected officials have their own ideas and individual perspectives. 

Early and positive interaction prior to the newly elected official’s first public meeting can be beneficial in many ways. Being proactively involved with a new Council sets the tone for a meaningful and productive relationship.  It can establish strong foundations with current and newly elected officials, city staff and other inter-local government agencies. This early interaction can also provide invaluable insight to staff that can begin the process of identifying the philosophies, goals and objectives of the officials who will guide new policies and laws. 

Ultimately, constituents and stakeholders benefit from a more informed, cohesive elected body.

“I was given everything I needed, not necessarily what I wanted,” said Council Member David Miller, elected 2001. “It was only later that I realized a lot of the things I thought I wanted I really didn’t need to be an effective council member.”

It is imperative that outgoing elected officials are formally recognized and that their expertise continues to be utilized. Recognizing outgoing officials expresses appreciation for the many contributions they have made during their tenure as a public servant. Soliciting their continued involvement draws on their expertise and the indispensable experience they have gained.

“Since I’ve left office, I’ve been able to stay involved in community affairs by being part of special committees and task forces established by the current Council.  In those situations, it has allowed me to continue to lend some of the experience I have gained for the good of the community,” said Former Council Member Steve Knox, 1995 – 2003.

Being equipped with the right tools means all involved can approach the transitioning of City Councils with professionalism and expectations of achieving positive results!

For more information contact Debbie Garner, Assistant to the City Manager, City of Edmond, OK by email at Debbie.Garner@ci.edmond.ok.us.  This case study will be presented at IG’s 2004 TLG conference.