Having worked at high levels in local government for the last decade, I am still struck by the differences between how local governments operate vs. the public sector. Local governments tend to organize organically over time rather than by having a strategic plan and building departments and employees around that plan. This tends to cause duplication of effort across vertically aligned departments whereas in private industry they build horizontally aligned departments with shared services--project management, business analysis, IT, administrative services, all are centralized for efficient scaling. Private industry does this because it save's money and improves outputs something they are encouraged to do and are rewarded for. Why do governments tend to be behind the curve when it comes to more modern organizational concepts and design? One very large elephant in the room that we need to acknowledge and talk about is that in government there is little concept of performance-based output--governments and their workers do not worry about profit and losses. They often have zero performance metrics for employee's or departments. Innovation & business transformation are very often missing in action and when there are proposals to streamline operations (good example is our recent Parks & Recreation/Library merger) this often receive stiff push back from internal employees and their allies in the municipality offering little incentive for anyone to take risks. Local governments, unlike private industry, often rewards protecting the status quo. The City Council in St. Helena has an opportunity to think differently and support & incentivize the City Manager to conduct a department review and transform our local government unlocking cost efficiencies with minimal service impacts. I will bring strong local government working experience to the city council and can significantly enhance the checks and balances within the local city government for several reasons:
Informed Decision-Making:
Council members with both local government & private sector experience are equipped to understand complex policy issues, budgetary constraints, and administrative processes. This allows them to make informed decisions that are in the best interest of the community.
Effective Oversight:
With a deep understanding of governmental operations, council members can effectively monitor and evaluate the performance of city departments and agencies. They can identify inefficiencies, ask the right questions, hold city staff accountable, and ensure that public resources are used appropriately.
Policy Development:
Experienced members bring valuable insights and best practices from previous roles, enabling them to contribute to the development of sound policies and regulations. They can also anticipate potential challenges and propose solutions to address them proactively.
Enhanced Accountability:
Knowledgeable council members who understand how local governments operate on a day-to-day basis can ask critical questions and challenge proposals, ensuring that all aspects of city governance are thoroughly vetted. This helps prevent unchecked power and fosters a culture of accountability.
Balanced Governance:
Council members can act as a counterbalance to the executive branch of local government. They can provide a check on the mayor's powers and ensure that decisions reflect the needs and priorities of the community. Local government experience on the city council can be decisive on these fronts.
Crisis Management:
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