MRSC has joined with Toni Nelson, Small Cities Specialist, State Auditor's Office, Gayla Gjertsen, Finance Director, City of Tumwater, and Mike Bailey, Finance Director, City of Redmond, to bring you the "Finance Advisor" column. The "Finance Advisor" will feature a new article each month with timely local government finance information and advice you can use.*

Where Eagles Dare

February 2007

Gayla Gjertsen, Finance Director, City of Tumwater

One of the frequently asked questions I get in our budget workshops has to do with the proper definition of "roles." Particularly, the roles of mayors and councilmembers. The answer I give is: "There's no easy answer." Another one I love is: "It depends." The answer, in very broad terms, often turns on whether the matter at hand is "policy" or an "administrative" decision. Policy decisions fall within the province of the city or town council in their role as legislators, while administrative decisions fall to the mayor, city administrator or city manager in their role as the city's chief executive officers. I think that most of you know the difference between policy and administrative decisions, but there are still times when the distinction is less than clear.

You are the Eagles

If you have heard me talk, you know I try to frame things in a way that allows councilmembers to get a better understanding of where they fit within the overall operation of their city or town government. Councilmembers, you are the "eagles" of your organization, soaring high above where you can see the territory ahead and anticipate events as they appear on the horizon. From this high perspective you become the strategic planning center for the city. Mayors, city administrators and city managers, although you are much closer to the action, you are not really down in the trenches either. Your role is to keep a close eye on those of us who are in the trenches. You are watching not only for what you want done, but also for what the councilmembers are requesting. You are implementing and following through on some policy that has been established.

Swooping Down

Back to the eagles. Yes I tell you to stay high, but what should you do if, from your lofty perspective, you happen to notice something down below that isn't right? Do you swoop down for a closer look? Yes, by all means, if you see or sense something that's not quite right, you can dive in to find out what's going on. You should be careful though to do so only through the mayor or city manager, not by going directly to the street worker, or even the public works superintendent. Remember, they are the ones who are responsible for what's going on in the trenches.

Policy Direction

For instance, it is not the council's role to analyze or spend council meeting time on what specific equipment is or is not going to be in a police car, or even the color of the car. That is a management decision. What you can be looking at is the policy/philosophy for the fleet as a whole. For example, in an effort to create a greater law enforcement presence in the community, you may decide to introduce the concept of "take home police cars" for the police department. After setting this as your policy direction, you must then leave it to the police chief to decide exactly how and under what circumstances his/her department's vehicles will be taken home. You are looking at these issues from a longer term and higher perspective, monitoring their implementation, but not designing each and every step of the implementation process.

Getting the Answers

In my experience, one of the things that can be frustrating for councilmembers is not being able to respond instantly to the many questions and complaints they receive from their neighbors, the postal person, or someone whom they just happen to run into at the grocery store. These folks usually have high expectations and don't always understand how things work. They are expecting you to know it all and to get an answer for them right now. The reality is that you are just not always going to be able to answer their questions right there on the spot. But you do know how to get the answers for them or, even better, you can tell them who will be able to answer their questions, and that is ok. You can also tell them that if they don't get the answers they need, to let you know. Then you can dive in and have a conversation with the mayor/city administrator or city manager. Try to remember, even though it sounds bureaucratic, we have a process and the process works.

I hope this was helpful. I know all of you want to do the right thing, because you are certainly not in this position for the glory or the big salary. (Well, maybe you are.) (HA!) You are here because you want to do something good for your community.

Remember, councilmembers, you are the eagles! So stand tall and be proud, we need you!

Gayla L. Gjertsen has been the Finance Director for the City of Tumwater for over 15 years and was previously the Director of Administration for the City of Milton for 13 years. She has also served as president of the Washington Finance Officer's Association. Gayla has been a presenter at the annual Budget and Fiscal Management Workshops held each summer for many years, and periodically conducts other workshops and writes about local government finance issues.

*The Articles appearing in the "Finance Advisor" column represent the opinions of the authors and do not necessarily reflect those of the Municipal Research & Services Center.