Elected reps need to understand that they make the decisions and must balance staff’s advice with their personal contacts and experience…
It has always been an issue for me that too many people get elected to office and they just take the advice they are receiving from staff as gospel. It is important that staff ideas are tested and challenged.
I had a vast network of people other than staff that I consulted on topics at CCC. I well remember a policy analyst walking away from the table muttering “well the mayor is entitled to his opinion”. It was significant that that same staff member asked me to speak at his funeral. I had the last word!
It’s healthy for elected reps to apply a discount factor to powerful groups who expect to get their own way at the council. They arrive at the council chamber often filling the back seats. They want their way with street layout. They want to develop in unacceptable areas. They demand their way with central city developments. Or they represent sporting groups. They terrify the councillors and silly decisions are sometimes made because the elected reps are scared to take them on.
Rugby is a classic example of this ruck and maul behaviour towards Council. So, the councillors gave into pressure from the rugby hierarchy last term. They agreed to add another $150m to the cost of an already acceptable stadium. This year they will struggle with the Long-Term Plan trying to cut expenditure in other areas because of this faulty decision.
I well remember one CE of Canterbury Rugby who was used to getting his way. I would only meet him in my office if I could have an old Chair of Canterbury Rugby with us. Where the CE would jump down my throat demanding city resources the old chair would comment often balancing the demands of rugby with his interest in the city’s finances. The wisdom of the old chair usually moderated the demands.
I heard a wonderful story recently about one of the US Generals during the Second World War. I’m not sure whether it is true or not, but it has a decent message within it.
A General decided during WWII that the Pentagon building was needed, and he was going to guide its construction. A site was chosen but found to be the wrong place. The general then selected a second site. It turned out that there was an even better site nearby. President Roosevelt had a friend he consulted who had skills and knowledge who added value to this decision. The external person advised site 3 was the best option.
The President then challenged the General about him stubbornly demanding that site number 2 remain the only choice. The General said but this is my decision. The President said no. It will go to site number 3.
When challenged by the General about political interference he was told simply, I’m your boss. At the end of the day the President decided. It was on the politician’s neck. Not the Generals if it had gone wrong.
A few politicians should remember this.
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