This is probably the most obvious perspective, the one with CAOs overseeing the senior staff who report to them, working to attract and retain a good management team, and setting the tone for a high performance organization. But they face a number of challenges with respect to this perspective, including the loss of employees through retirement or as a result of “poaching” by other municipalities. In response, municipalities need to do more to make a career in municipal government an appealing option, to address the current emphasis on greater diversity in the workplace, and to recognize and respond to the fact that younger employees have different expectations with respect to such things as work-life balance and a collaborative rather than hierarchical work environment.
Looking Upward
Relations with council are not getting any easier, according to survey respondents. Partly because of social media, the public increasingly expects a prompt response on current issues. Some councillors see themselves in new roles as customer service representatives and community delegates and that can add to the focus on immediate or short term considerations with respect to issues. It is the CAO and senior management team who have to retain the long term perspective and the consistent application of established policies.
Those surveyed noted more partisan conflict and less civility in local politics. The result is not only strained relations within councils but also between councillors and staff in many instances. Managing the relationship with members of council is arguably the most important skill for a successful CAO. It is also one that is not easily taught, given the ever-changing interpersonal dynamics in a municipality.
Looking Outward
While this may seem the least obvious perspective of the three we are using, it was particularly evident in the survey comments. The pervasiveness of social media has changed the relationship with the public. Special interests can now mobilize quickly and exert considerable pressure on decision makers. Instead of a municipality giving the public a say, citizens are increasingly demanding a say, on almost everything. Greater public interest in municipal government is welcome, but it may be specialized interests, not the general public, that are increasingly involved through social media.
Another aspect of the outward perspective is the relationship with other municipalities and other types of local governing body. The CAOs surveyed spoke of the need for greater collaboration to address regional issues and also about the benefits and potential of sharing services, especially with respect to such back office operations as IT and bulk purchasing.
Those surveyed had varying views on the extent to which a CAO’s role involves corporate management, being a community leader, or acting as an economic development champion – but the latter two aspects are obviously part of the outward perspective. They also involve activities that bring the CAO more into the public eye which can be problematic, particularly if their comments are seen as straying into the political arena. In addition, the more prominent their public profile, the greater the risk of a backlash from councillors who feel that their role is being usurped.
A Valuable Fourth Perspective
Given all the pressures, challenges, and conflicts inherent in the three perspectives illustrated above, looking inward has never been more important for CAOs. This perspective directs attention to their professionalism, values, and ethics. It is by remaining true to themselves and their personal integrity that they can best navigate the uneven terrain and occasional land mines inherent in their other perspectives.