Successful Strategies for Using Citizen Advisory Boards in the Budget Process

1. Successful Strategies for Using Citizen Advisory Boards in the Budget Process Rick Morse & Carl Stenberg North Carolina Local Government Budget Association Summer Conference July 19, 2007

2. Agenda • Changing Citizen Expectations & Roles • Why Engage Citizens? • How Should Public Managers Engage Citizens? • Citizen Advisory Boards: Uses & Abuses • Key Aspects of Effectiveness • Case Study of the Budget Process • What Managers Can Do Before, During & After Participation

3. I. Changing Citizen Expectations & Roles * Government as “Burger King” * Citizens as – + Clients, Customers & Co-Producers + Engaged & Empowered Stakeholders

4. Why Do Citizens NOT Participate? • Alienation, Distrust, Apathy (“Maximum Feasible Manipulation”) • Time • Lack of Administrator Support • Issue Complexity & Lack of Immediacy • Recommendations/Results not Implemented

5. II. Why NOT Engage Citizens? • Professionalism (“We Know Best,” “We’ll Do It Our Way”) vs. Amateurs (Lack Understanding) • Who Represents? Narrow Interest (“Ax to Grind”) Prevails vs. Public Interest • Time & Cost • Disruption / Conflict / Bad Publicity Potential • Loss of Administrative Control • Creates High/Unrealistic Expectations • If Input is not Used Citizens Feel Ignored • It’s the Job of Elected Officials

6. What Happens When Citizens Do NOT Participate? • Efficiency Emphasis • Equity Considerations: Who Is Left Out? • Top-Down, “Us-Them” Orientation • Need/Priority Mismatch • Administrators “Out of Touch” • Distrust of Government Grows

7. III. Why Engage Citizens? • Better Understanding of Problems (Educate Staff & Community) & Fresh Ideas on Options • Better Decisions & Outcomes (Administrative Feasibility & Political Acceptance) • Sense of Community Representation • Greater Buy-in & “Political Cover” • More Transparency of Decision-Making/Helps Build Trust • Facilitates Getting “Message” Out to Community • Citizens Have a Right to be Involved

8. IV. When are the Most Common Times you *Must* Listen to Citizens • Public hearing at governing board meetings (State mandate) • Budget ordinances (over the WHOLE budget) • Bond ordinance • Zoning ordinance (+ amendments) • Annexation

9. IAP2- Spectrum of Participation • Suitable for a specific question, problem, shorter-term need • Government can act alone, but seeks “buy-in” for easier implementation or compliance

10. IAP2- Spectrum of Participation • Inform • Involve • Consult • Collaborate • Empower

11. V. Citizen Advisory Boards: Uses & AbusesWhat are Citizen Advisory Boards? • Generally, it is a board that DOES NOT have policy-making, hiring/firing/fund allocation, regulatory, judicial or any other type of formal authority • It can only ADVISE, BUT .. • Reality – they are all over the board, both functionally (Public Health, Housing, Planning, Budgeting) and in terms of influence

12. Key Aspects of Citizen Engagement Effectiveness Activity • Identify Important Tasks • Clarify Duties • Clarify Expectations • Give Time Limits • Schedule Regular Meetings & Duration • Give Specific, Measurable Outputs

13. Key Aspects of Citizen Engagement Effectiveness Resources • Staff (Information-Sharing, Facilitation) • Time • Safe/Good Space • Expense Reimbursement

14. Citizen Participation Run Amok

15. Case • What was bad about this situation? (Selection process unrepresentative, no manager/staff buy-in, no one managed process, little elected official involvement, unclear expectations, no parameters or deliverables) • What should the city manager and finance director have done differently? • Based on your experience, what is the key piece of advice you would offer a new city or county manager or department head regarding how to make citizen engagement successful?

16. The Manager’s Key Roles: Before • Review prior experience • Assess your readiness (staff and governing board) • Get staff buy-in • Determine resource needs • Watch your timing/Set realistic timelines • Keep hopes high but expectations modest/Identify scope of involvement & process • Outreach to prospective participants/Agree on selection criteria & process • Do your homework (have staff/issues identified) • Clarify purpose and desired outcome with governing board & community

17. The Manager’s Key Roles: During • Choose an effective leader/Provide support/Keep engaged • Determine ground rules for deliberations • Ask for progress reports & briefings • Identify staff “go-to” person/Governing board liaison • Keep manager & professional staff in the loop • Don’t micromanage/Overuse volunteers • Be clear about roles and expectations • Keep communications line open & use them frequently • Take care of the participants (food, facilities) • Educate volunteers as work progresses

18. The Manager’s Key Roles: After • Identify resources for follow-up • Don’t make hasty commitments • Develop an action plan for report & recommendations • Follow-up on commitments • Communicate results/Explain why recommendations are not implemented • Give public recognition & express appreciation • Evaluate process & learn from it (committee, staff, elected officials) • Use volunteers as advocates

19. Wrap-UpVII. What Can You Do to Strengthen Citizen-Administrator Relationships? • Encourage Citizen Engagement: Formal & Informal • Establish Appropriate Access & Processes • Share Relevant Information & Expectations

20. What Can You Do? • Develop Group Dynamics Skills (both professional staff & CABs): • Communication • Facilitation • Listening • Mediation • Negotiation • Consensus-Building • Reward Positive Results