Working with Councils Boards and Committees Alaska Tribal
Working with Councils, Boards, and Committees Alaska Tribal Conference on Environmental Management
Working with Councils, Boards, and Committees � Introduction � Organizational Structure � Types of Decision Making and Advisory Bodies � Sources of Authority � Decision Making Process � Communicating and Influencing
Elected officials deserve a medal � Serving as a member of the governing body can be very rewarding and your efforts are reflected in the quality of life in the community. • It requires a selfless commitment of time and effort • Requires a tremendous amount of courage • Offers little to no pay
Workshop Goals Make your utility’s needs the Council’s priority
Exercise 1 - In Your Opinion What is the single most important thing that you need for your utility? � Could be anything: ◦ ◦ ◦ An item you need A situation that needs to be changed An action that needs to be started An action that needs to be stopped A project that needs to be completed � Create an action plan to accomplish it
The Organizational Chart � Unlimited combinations of organizational structure � Elements are known by many different names � The organizational chart is the map to understanding where and how you fit within an organization � Lines of authority and the often overlooked, Lines of communication � Sometimes Org Charts only serve to confuse people
Organizational Chart � Lines of authority or chain of command � Lines of communication
Examples of Decision Making and Advisory Bodies � City Councils � Tribal Councils � Utility Boards � Utility Advisory Committees � Ad hock Committees
What do Councils, Boards, and Committees have in common? �A group of persons � Mandated to carry out specified functions, programs, or projects. � Their functions are affected by laws and regulations. � Members � Politics are either appointed or elected.
What are the differences between Councils, Boards, and Committees? � Sources � Level of authority to act � Relationship � Roles to higher entity and responsibilities
Why do you need to know how to work with Councils, Boards, and Committees?
Because It’s Your Utility � Provides vital service � Improves health and safety � Your community's most valuable asset and, you are the expert
Types of Bodies � Advisory Bodies � Governing authority) � Hybrid Body (Bodies with decision making
Policy making structures � Advisory Body Model � Government � Strong Model Utility Board Model
Advisory Body Model Governing Body Utility Advisory Body
Advisory Body Model Governing Body Advisory Body Utility � Governing Body is the only policy / decision making authority � Advisory ◦ Standing ◦ Ad Hoc Body only makes recommendations
Advisory Body Model Governing Body Utility � Standing ◦ Appointed members ◦ Established by an official action providing for its scope ◦ Formed to do research /review options ◦ Only power is to make recommendations ◦ Meets on a regular basis ◦ Dissolved by an official action Advisory Body
Advisory Body Model Governing Body Utility � Ad Hoc Latin phrase which means "For this". ◦ ◦ ◦ Appointed members Operates for a limited time Formed to do research /review options Only power is to make recommendations Dissolved after issuing recommendations Advisory Body
Exercise 2 – Ad Hoc � The Governing Body has appointed you to an Ad Hoc Committee to explore alternatives to a problem and make recommendations ◦ Using ONLY the materials given ◦ You must explore options for removing the cork from the bottom of the bottle ◦ The bottle and cork MUST be undamaged. ◦ Make recommendations back to the governing body
Advisory Body Model Governing Body Utility � Advantages ◦ Committee members appointed usually have a special interest in how the utility is run. � Disadvantages ◦ Having a advisory committee creates a new entity needing more volunteers ◦ The council is not bound to accept the Advisory Body’s recommendations. This can cause strife if recommendations are routinely modified or denied. Advisory Body
Strong Utility Board Model Governing Body Strong Utility Board Utility
Strong Utility Board Model Governing Body Strong Utility Board � Strong Utility Board Utility ◦ Appointed or elected members ◦ Established by an ordinance providing for its scope and powers ◦ The board manages the affairs of the utility ◦ Has decision making authority and direct oversight of the utility (except appropriations)
Strong Utility Board Model � Advantages ◦ Board members usually have a special interest in how the utility is run. ◦ Provides greater separation between the politics of the local government and the utility. ◦ Separation makes it easier to operate as a enterprise. ◦ More likely to have utility staff involved in the decision making process. � Disadvantages ◦ Finding qualified people to serve. ◦ Equipment, or work spaces are not wholly owned or controlled by the utility. ◦ Additional layer of government. Governing Body Strong Utility Board Utility
Government Model City / Tribal Council Utility
Government Model � Most common model in rural Alaska � Members are elected � Cities are political subdivisions of the State � Tribes are recognized as a government � Local government acts as the policy and decision making body for the utility City / Tribal Council Utility
Government Model � Advantages City / Tribal Council Utility ◦ Decisions are streamlined � Disadvantages ◦ The awkward balanced between government and business ◦ Local government has a broad scope, utility may not get the resources or consideration it needs ◦ Leads to co-mingling of funds, equipment, property and staff time
Exercise 3 – A Mile In Their Shoes It is always good advice that: “Before you criticize someone, you need to walk a mile in their shoes. ” That way if they get angry, You’ll be a mile away and have their shoes.
Sources of Authority � Municipal ◦ ◦ Government State Constitution State Statutes Home Rule Charter Ordinances / Municipal Code
Sources of Authority � Tribal Government �U. S. Constitution �Federal law and federal policy �Tribal Constitution / Charter �Tribal By-Laws
Sources of Authority � Utility Boards and Committees ◦ State Statutes ◦ Home Rule Charter ◦ Ordinances / Municipal Code
Decision Making Process � Decision making is the mental process resulting in the selection of a course of action among several alternatives � Decision making can be a reasoning or emotional process which can be rational or irrational � Decision making information is not always relevant to the problem
Exercise 4 The Used Car
1990 Subaru 80000 miles
Blue Book Value = $1050 But, the owner tells you that he just completed $2600 in the following work: New Tires = $500 New brakes = $300 Repaired engine $600 Fixed dented finder and bent bumper = $1200 How much would you pay? $_____
Decision Making Process � Was your decision making a reasoning or emotional process? � Was it rational or irrational? � Was all the information relevant?
Understanding the Council “First seek to understand, then to be understood”
Understanding the Council Common Group Personas � Rubber � Micro Stamp manage � Visionary � Manage � Gone by Crisis Fishing
Understanding the Council �A diverse group of individuals � Different � Various � Varied personalities backgrounds educations � Assorted interests
The council is like a bunch of crayons
Understanding the Council � Resume builder � No-to-it-All � Follow-the-leader � Yes-man � Lights-are-on � Over-analyzer but, nobody’s-home � Bully/intimidator � Leaf-in-the-wind � Statistics-from-the-blue � Know-it- All � Yin-Yang � Knot-on-a-log � Single issue
INSIGHT
Understanding the Council � POSITIONS ◦ Things they say they want ◦ Demands, terms and conditions ◦ Things they say they will/ won’t do � INTERESTS ◦ Underlying Motivations ◦ Needs and concerns ◦ Fears and aspirations
Understanding the Council � Look behind positions � Put yourself in other’s shoes, consider their perspective � Identify “what’s in it for them” to support your proposal � Identify potential concerns about your proposal � Understand how their concerns might be addressed � Identify how to support them in addressing their own agendas
Communicating and Influencing COMMUNICATION � Sell - Speak to their needs or values. ◦ Describe the benefits of your proposal to the other person ◦ Speak in terms of how your idea meets their needs ◦ Position your ‘sell’ in terms of what’s important to them � Engage - Ask questions, listen actively, acknowledge & solicit other’s reactions & concerns. ◦ What’s your reaction to this idea ? What’s the impact on you? ◦ How does this fit in with what you need? What are your concerns? ◦ Would this work for you?
Communicating and Influencing COMMUNICATION � Rational ◦ ◦ ◦ Skills Analyze the situation Set objectives Simplify the problem Consider the alternatives Discuss the consequences
Communicating and Influencing �INFLUENCE ◦ Ability to produce an effect without power or force ◦ Capacity to lead others without reliance on authority � Influence essentials include: ◦ Personal credibility ◦ Insight about others ◦ Communication
Communicating and Influencing �INFLUENCING SKILLS ◦ Clarify what you want to accomplish ◦ Identify whose support need and WIIFT ◦ Identify the benefits your idea offers them ◦ Determine how your idea merits their support
Exercise 5 – Getting ready to influence � Think of a situation where you want to influence others. � Answer the following question: ◦ What do you want to accomplish ? � Identify the specific people whose support you need. ◦ Identify what is important to these people.
Opportunities to influence � Meetings � Ordinances � Procedures � Public Input � Budget � Report � Work Sessions � Business Plan
Approaches to try � Start things off on their behalf. � Use the magic word “imagine. ” � Stress their losses. � Be the first to give. � Ask for more than you need. � Make them laugh. � Drop the “I” for “we. ” � Rely on the majority. � Use the positive labeling technique. � Time your request.
Approaches to try Use the chain of command. � Understand the Importance of Place. � Understand the Importance of Time. � Understand the Importance of Accurate Information. � Understand the Importance of Alternative Solutions. � Understand that government moves slowly �
“If you can't convince them, confuse them.
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