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HomeMy WebLinkAbout03/14/15 John Nalbandian Department of Public Administration University of Kansas TRAFFIC CONTROL AT BABCOCK PLACE Scenario I (Please do not read Scenarios II and III before discussing Scenario I) A group of senior citizens living in subsidized housing at Babcock Place sent a letter signed by 30 residents to the city council requesting a crosswalk at 17th and Massachusetts Street, a four lane road. In the letter, the seniors expressed their desire to get to the church across the street and to visit the Dairy Queen. Some 150 residents live at Babcock Place. Residents vote in greater numbers than the average throughout the city. The letter was referred to the Traffic Safety Commission, a group of citizens appointed by the city council, whose purpose is to advise the council on traffic control issues. The city engineer counted traffic at the intersection, consulted the Manual on Uniform Traffic Safety Control Devices, and recommended against a crosswalk. According to these national and commonly accepted standards, a crosswalk is not warranted and if placed at the intersection would give the false impression that crossing here was safe. The Traffic Safety Commission unanimously votes to forward a negative recommendation to the city council. The issue is put on the city council's agenda for discussion and a decision. During the week prior to the city council meeting, several letters appear in the newspaper expressing support for the senior citizens and appealing to the council's role as representatives of the people. In addition, an adjacent neighborhood association has supported the request, saying a safer crossing would help neighbors wanting to walk to the market near Babcock Place and children attempting to get to school. All city council members are elected by district. Possible Questions:  Are there questions of values here? Is this a 2+2 problem?  Has staff adequately performed its job in preparation of the item coming to the city council?  What factors would you consider if you were a council member?  What do you think the city council ought to do? John Nalbandian Department of Public Administration University of Kansas TRAFFIC CONTROL AT BABCOCK PLACE Scenario II (Do not read Scenario III until you have discussed Scenario II) The city council expresses sympathy with the Babcock Place residents, but following the Traffic Safety Commission's recommendation, rejects the request for the crosswalk, and asks staff to look into additional alternatives. The residents are upset, as is the neighborhood association. You, the district council member, arrange to meet with the residents. During the course of the conversation, you read between the lines, and you discover that for these residents their self- respect and dignity are tied to their sense of independence and mobility. The ability to cross the street symbolizes their independence, and they seem to be saying, "Isn't it the role of government to help older citizens maintain dignity in their lives?" After you visit Babcock Place the city council receives information from the public works director that additional analysis of the intersection turns up no practical alternatives. According to the director, a traffic signal--which is the most plausible form of traffic control at this intersection--is not warranted and establishing one at this intersection would set an undesirable precedent as well as hinder the flow of traffic trying to get to and from downtown. Building a median where pedestrians could pause after crossing two lanes of traffic would require widening the street and would be opposed by neighboring residents. A crosswalk would falsely signal a safe crossing and could do more harm than good. Possible Questions:  Has staff adequately fulfilled its role?  At this point, what would the staff want from the council?  As a city council member, would you vote for the traffic signal? John Nalbandian Department of Public Administration University of Kansas TRAFFIC CONTROL AT BABCOCK PLACE Scenario III A few days prior to the council meeting, an 84-year-old resident of Babcock Place is killed trying to cross the street at 17th and Massachusetts. A motion to place a traffic signal at 17th and Massachusetts Street is placed on the agenda. Questions:  What is staff's role at this point?  Should the city council reconsider its earlier decision? John Nalbandian Department of Public Administration University of Kansas EVERYDAY EXAMPLES OF VALUES IN PUBLIC POLICY Representation • Homeowners say, “We have a petition signed by 20 residents on our block requesting a stop sign at 4th and Elm.” • A group of citizens who supported you in your last election remind you, “You pledged to hold the line on taxes and now you are talking about raising taxes. That’s not what we elected you for.” • A group of citizens says, “The city ought to be paying more attention to the welfare of its children. We’ve heard teenagers say they have no place to go at night. For their well-being and that of the city as a whole, we should build a teen center.” Efficiency/Professionalism • Staff says to the council, “At your request, we now have available a comprehensive parks and recreation master plan, and for your consideration we would like to develop a five year capital improvements budget to implement it.” • A budget shortfall leads the chief administrative officer to consider layoffs. One of the alternatives presented to council is to make any layoffs based on job performance of the employees. • The public works director is having a difficult time with the city’s director of neighborhood development on a road project. The public works director argues that according to the engineering consultant’s design, the best route will take the road parallel to 11th street. The director of neighborhood development argues that the preferred route will split an existing neighborhood. Social Equity • A representative of the neighborhood association argues that the city wants to build an addition to its motor pool on the east side of town because that’s where the poor people live. The representative says, “You wouldn’t think of putting it on the west side of town.” • The affirmative action officer reminds the city manager that a layoff policy based on “last hired, first fired” will have a disproportionate effect on minorities who were hired as part of the affirmative action program. • The city council, elected at-large, wants a report from the city manager on the distribution of funds for infra-structure repair. There is some concern in town that more money is going to new development compared to the older parts of town. Individual Rights • A new road is being built and an environmental group argues that to preserve green space the city ought to require a significantly greater setback than it presently does. The land owners along the route indicate their displeasure saying, “If the people want my land for green space, they should buy it.” • The fire fighters union objects to layoffs based on performance because it gives too much discretion to supervisors who it contends will play favorites. Union spokespersons argue that employment decisions should be based on seniority. • An angry group of parents confronts the city commission and says, “The city should put a crossing guard at 9th and Kentucky. Our children have a right to cross the street safely on their way to school.” Forms of Local Government •Cities •Mayor-Council •Council-Manager •Hybrids •Counties •School Districts •Special Districts Council-Manager Form Voters Governing Body (Mayor & Council) City Manager or Chief Administrative Officer Personnel, Finance, Purchasing Police Department Fire Department Parks & Recreation Public Works (Roads, Sewers, Trash) Hermosa Beach Org Chart Electorate City Treasurer City ClerkCity Council City Manager Depts Boards and Commissions City Prosecutor City Attorney Voters Mayor Personnel, Finance, Purchasing Council Police Chief Fire Chief Parks & Recreation Public Works (Roads, Sewer, Trash) Mayor-Council Citizens City of Denver John Nalbandian, Professor School of Public Affairs and Administration University of Kansas nalband@ku.edu POLITICAL VALUES Frequently, when we think of values, qualities like honesty, reliability, love and sincerity come to mind. These are values--deep-seated beliefs that lead to judgments about right and wrong--but they have to do with individuals and how we lead our lives individually. Political values influence public policy development as opposed to the lives of the individuals who make policy. The primary political value in our culture is responsiveness of governmental officials to public wants and needs. The value of responsiveness is reflected in demands for representation, efficiency, individual rights, and social equity. Representation. This is the deep-seated belief that government answers to the will of the people through elected representatives. The wishes of citizens should be represented in governing bodies. If a public policy is going to have an impact on a group of citizens, that group should have the opportunity to be heard. This value is attenuated by the notion that elected officials are “trustees” of the public will. But, that notion does not negate the idea that regardless of the elected officials perceived role— representative or trustee, citizen expressions of preferences are to be acknowledged. And, citizen involvement in the governing process is essential for legitimacy of governing processes. Efficiency. Citizens expect government to be run prudently. This is achieved through cost-consciousness and rational, analytical decision making and through an emphasis on expertise and professionalism, planning and merit. As such, this value goes beyond financial sensitivities. The decision rule of “the greater good for the greatest number over the long haul” grows out of respect for this value. Social Equity. Frequently, citizens are treated as members of groups rather than individuals. Sometimes we classify people as veterans, disabled, African American, female and senior citizen rather than as Jose, Mary, Rita, and Jacob. As group members they expect treatment equal to members of other groups. And, they compare their treatment with that given to members of other groups. For example, people living in one neighborhood expect to receive a level of government service similar to that received in other neighborhoods; older neighborhoods might expect more service. Individual Rights. Citizens are granted legal rights like due process that protect them from arbitrary decisions by majorities: those who govern--both elected and appointed officials. These rights may be expressed in ordinances, statutes and laws, and the constitution. Property rights and civil rights fall into the broader value of individual rights. While we cherish each value, it is a common observation that one cannot optimize all four values simultaneously. Thus, politics focuses not only on desired policy, but also upon ways of accommodating the four values in order to connect what is politically acceptable with what is administratively sustainable. One’s political philosophy can be expressed as preferences for one value over another. John Nalbandian Department of Public Administration University of Kansas EVERYDAY EXAMPLES OF VALUES IN PUBLIC POLICY Representation  Homeowners say, “We have a petition signed by 20 residents on our block requesting a stop sign at 4th and Elm.”  A group of citizens who supported you in your last election remind you, “You pledged to hold the line on taxes and now you are talking about raising taxes. That’s not what we elected you for.”  A group of citizens says, “The city ought to be paying more attention to the welfare of its children. We’ve heard teenagers say they have no place to go at night. For their well-being and that of the city as a whole, we should build a teen center.” Efficiency/Professionalism  Staff says to the council, “At your request, we now have available a comprehensive parks and recreation master plan, and for your consideration we would like to develop a five year capital improvements budget to implement it.”  A budget shortfall leads the chief administrative officer to consider layoffs. One of the alternatives presented to council is to make any layoffs based on job performance of the employees.  The public works director is having a difficult time with the city’s director of neighborhood development on a road project. The public works director argues that according to the engineering consultant’s design, the best route will take the road parallel to 11th street. The director of neighborhood development argues that the preferred route will split an existing neighborhood. Social Equity  A representative of the neighborhood association argues that the city wants to build an addition to its motor pool on the east side of town because that’s where the poor people live. The representative says, “You wouldn’t think of putting it on the west side of town.”  The affirmative action officer reminds the city manager that a layoff policy based on “last hired, first fired” will have a disproportionate effect on minorities who were hired as part of the affirmative action program.  The city council, elected at-large, wants a report from the city manager on the distribution of funds for infra- structure repair. There is some concern in town that more money is going to new development compared to the older parts of town. Individual Rights  A new road is being built and an environmental group argues that to preserve green space the city ought to require a significantly greater setback than it presently does. The land owners along the route indicate their displeasure saying, “If the people want my land for green space, they should buy it.”  The fire fighters union objects to layoffs based on performance because it gives too much discretion to supervisors who it contends will play favorites. Union spokespersons argue that employment decisions should be based on seniority.  An angry group of parents confronts the city commission and says, “The city should put a crossing guard at 9th and Kentucky. Our children have a right to cross the street safely on their way to school.” Political Astuteness: Bridging the Gap Between Politics and Professionalism John Nalbandian University of Kansas Nalband@ku.edu John Nalbandian www.goodlocalgovernment.org Objectives •Describe gap between political acceptability and administrative sustainability •Discuss politics as choices among conflicting values •Compare political and administrative values and perspectives •Identify translating and aligning roles for chief administrative officers and upper level staff Staff Elected Hi Low Time Then Now Learning *Credit to John Arnold Potential for Misunderstanding Gap between Professional and Political Learning* John Nalbandian University of Kansas Political acceptability Admin Sustainability G A P John Nalbandian www.goodlocalgovernment.org Values •RESPONSIVENESS = –Representation/Participation + –Efficiency/Professionalism + –Social Equity + –Individual Rights Admin Options and Politics High Expanded Political Choices Sustainable Options Many Expanded Political Choice Few Limited Political Choice John Nalbandian www.goodlocalgovernment.org Characteristics of Politics and Administration Characteristics Politics Administration Activity Game/allocation of values Problem Solving Players Representatives Experts Conversation “What do you hear?”  Passion  Dreams  Stories CAO and Senior Staff in the GAP “What do you know?”  Data  Plans  Reports Pieces Intangible: Interests and symbols Tangible: Information; money, people, equipment Currency Power (stories)Knowledge (deeds) Dynamics Conflict, compromise, change Predictability, cooperation, continuity Political acceptability Administrative sustainability John Nalbandian www.goodlocalgovernment.org Facilitating Roles •Translate the logic of politics and administration •Bridge the gap between what is politically acceptable and administratively sustainable •Align –Staff priorities with governing body goals –Governing body and staff expectations John Nalbandian www.goodlocalgovernment.org Summary •Bridging the gap is essential •Role of governing body is community building—”Honor the past, capture the present, shape the future” •Good politics is about values not right answers—stories matter •Do not ignore any value over a period of time •Democratic process is “messy” •Politics/administration=ways of thinking •Role of translator/bridge builder is critical •Aligning governing body/staff expectations is crucial Forms of Local Government •Cities •Mayor-Council •Council-Manager •Hybrids •Counties •School Districts •Special Districts Council-Manager Form Voters Governing Body (Mayor & Council) City Manager or Chief Administrative Officer Personnel, Finance, Purchasing Police Department Fire Department Parks & Recreation Public Works (Roads, Sewers, Trash) Hermosa Beach Org Chart Electorate City Treasurer City Clerk City Council City Manager Depts Boards and Commissions City Prosecutor City Attorney Voters Mayor Personnel, Finance, Purchasing Council Police Chief Fire Chief Parks & Recreation Public Works (Roads, Sewer, Trash) Mayor-Council Citizens City of Denver Political Astuteness: Bridging the Gap Between Politics and Professionalism John Nalbandian University of Kansas Nalband@ku.edu John Nalbandian www.goodlocalgovernment.org Objectives •Describe gap between political acceptability and administrative sustainability •Discuss politics as choices among conflicting values •Compare political and administrative values and perspectives •Identify translating and aligning roles for chief administrative officers and upper level staff Staff Elected Hi Low Time Then Now Learning *Credit to John Arnold Potential for Misunderstanding Gap between Professional and Political Learning* John Nalbandian University of Kansas Political acceptability Admin Sustainability G A P John Nalbandian www.goodlocalgovernment.org Values •RESPONSIVENESS = –Representation/Participation + –Efficiency/Professionalism + –Social Equity + –Individual Rights Admin Options and Politics High Expanded Political Choices Sustainable Options Many Expanded Political Choice Few Limited Political Choice John Nalbandian www.goodlocalgovernment.org Characteristics of Politics and Administration Characteristics Politics Administration Activity Game/allocation of values Problem Solving Players Representatives Experts Conversation “What do you hear?”  Passion  Dreams  Stories CAO and Senior Staff in the GAP “What do you know?”  Data  Plans  Reports Pieces Intangible: Interests and symbols Tangible: Information; money, people, equipment Currency Power (stories) Knowledge (deeds) Dynamics Conflict, compromise, change Predictability, cooperation, continuity Political acceptability Administrative sustainability John Nalbandian www.goodlocalgovernment.org Facilitating Roles •Translate the logic of politics and administration •Bridge the gap between what is politically acceptable and administratively sustainable •Align –Staff priorities with governing body goals –Governing body and staff expectations John Nalbandian www.goodlocalgovernment.org Summary •Bridging the gap is essential •Role of governing body is community building—”Honor the past, capture the present, shape the future” •Good politics is about values not right answers—stories matter •Do not ignore any value over a period of time •Democratic process is “messy” •Politics/administration=ways of thinking •Role of translator/bridge builder is critical •Aligning governing body/staff expectations is crucial