Thoughts from a former WCC Deputy City Planner

Typically, the current definition of roles and responsibilities for elected members and appointed officials in Local Government is focussed on the differences. This paper argues that in both theory and practice a clear distinction is unsustainable, and that given Local Government’s special characteristics alternative approaches should be embraced.

Blurring the line: sensibly blending the roles of councillors and managers can produce better local government

“There were meetings I attended as Chief Executive Officer where Councillors, Council employees, community representatives, and professional consultants contributed to the discussion with such equal openness, candour and participation, you couldn’t tell who was who.” (1)

Most human achievements spring from cooperative efforts. So it is a truism to say that effective local government demands close collaboration between councillors and managers. The question is: what is the basis for that collaboration, and how can it best be realised? Does it make sense to seek a clear distinction of roles and responsibilities between elected members and council management, or should we accept that the line will always be blurred and re-examine current assumptions?

To read on,