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A View from the Other Side: Working Effectively with Elected Officials. Vaughn Upshaw 919.966.9982 firstname.lastname@example.org. Today’s goal is to learn…. How to bridge the gap between professionals and elected officials To recognize the Context within boards operate
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Framing issues to:
Public problems are rarely simple and straightforward
Problems are complex, multifaceted, interdependent, and systemic
If there was a simple solution someone would have already found it
Freedom, choice, access, autonomy, opportunity, individuality, privacy, due process, independence, personal responsibility, self-determination, self-sufficiency
Fairness, justice, tolerance, diversity, equity, inclusion, equal rights, equal opportunity, equal treatment, equal results, level playing field
Safety, security, sense of place, sense of connection and belonging, tradition, customs, the sacred, preservation, restoration, conservation, social and moral order, quality of life
Economy, efficiency, productivity, growth, profit, development, competition, consolidation, centralization, privatization, standardization, measurement, return on investment, market rules
What services do we offer
to what people?
at what quality?
and what cost?
“What do you know?”
Tangible information, money, people, equipment
Predictability, cooperation, continuity
“What do you hear?”
Intangible interests and symbols
Conflict, compromise, change
Adapted from J. Nalbandian, University of Kansas
Decision Making Steps
Decision Making Levels
Request briefing for decisions
Board’s Major Focus
Board and Staff
Staff’s Major Focus
Adapted from D. Chait, T. Holland, B. Taylor (1993) The Effective Board of Trustees
Source: Adapted from Pointer & Ewell, 1994, p. 107
1. Bridge the gap between professionals and elected officials because you recognize the
2. Reduce the chance that elected officials will micromanage
3. Engage elected officials in making decisions they are best equipped to make