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The Biimeyer Group, Inc <br />eXfCUTZVE 8CMICII <br />TSG CONSULT!NO <br />Fifty South Ninth Avenue <br />Suite 101 <br />Hopkins, MN 55343 <br />voice: (952) 945-0246 <br />fax: (952) 945-0102 <br />e-mail:brimgroup(§aol.com <br />web: www.brimgroup.com <br />o <br />O) <br />Pi <br />H <br />Winter Issue <br />January 2003 <br />Vol. 11, Issue 1 <br />Elected? ...NowWhat? <br />by James Brimeyer <br />You have just been elected to serv'e on a <br />City Council or County Board. Your sup ­ <br />porters believed in you and backed you <br />all the way. You are elated to have been <br />selected by your fellow citizens to repre ­ <br />sent them in local government. But the <br />euphoria can soon wear off as you realize <br />you have gone from "interested citizen" to <br />someone who is suddenly expected to be <br />knowledgeable about a variety of complex <br />issues and situations. It's time to get to <br />know the job. <br />There is no textbook or crash course to <br />learning this new job of public service <br />which can seem ovenvhelming at times. <br />1 would like to offer some pointers from <br />my years of experience on both sides of <br />the board f^ble. <br />Required Information <br />It is important to understand the legal <br />framework under which you will operate. <br />• The State Statutes or Charter will desig­ <br />nate the form of government for your <br />city or county. <br />• Investigate the government structure, <br />i.e., the role of the Mayor or Board <br />Chair; CEO as Manager, Administrator, <br />or Clerk. Also learn the reporting rela­ <br />tionships of staff within the organization. <br />• Become familiar with the current budget <br />and/or the proposed budget. Strive to <br />gain a w’orking understanding of the <br />underlying issues. Government finance <br />can be very confusing. Try to obtain <br />the information in a balance sheet format <br />and learn how the monthly statements <br />are presented. <br />• Gain an understanding of the format <br />and procedures for the Council or <br />Board meetings. Learn the regulations <br />of the Open Meeting Law <br />Useful Information <br />Getting historical info/WiWiWt l?ftf^Wf?k- <br />ground data can clarify policy issues. <br />• Meet with fellow elected colleagues - <br />both veterans and rookies. Get to know <br />them and their agenda — why do they <br />serve on the Council/Board. <br />• Visit with the CEO to determine their <br />role and the role of the Board/Council <br />and staff. <br />• Ask to meet with each Department <br />Head for purposes of understanding <br />their respective operations and the <br />needs of their departments. <br />• Stay in touch with your colleagues, the <br />CEO, the staff (through the CEO), and <br />your constituents. <br />Advertise your e-mail address, your <br />phone contacts, or any other commu ­ <br />nication method that would encourage <br />people to contact you. <br />Developing Your Style <br />A guide for good decision making. <br />• Develop a process to help you assess <br />the merits of a proposed policy. Know <br />hovN ’ to measure results and outcomes <br />to determine the desired impact of the <br />policy. <br />• Take a visionary' approach. Be goal <br />oriented, take some risks and put no <br />limits on y'our ideas. <br />• Stay attuned to trends and social <br />changes and the changing expectations <br />of your constituents. Become a member <br />of the World Future Society. Subscribe <br />to Futurist and Governing magazines. <br />• There are a number of books on lead ­ <br />ership, organizations and management. <br />There are three I suggest: <br />Boards That Make a Difference by John <br />Carver, V\7ic) Mc>ved My Cheese by <br />Spencer Johnson, and <br />Good to Great by Jim Collins. <br />And finally ... <br />Always ask yourself — "In 5-10 years, <br />what will my successors say about the <br />job 1 did while 1 was in office?" <br />1 <br />i