“The Role of Canadian City Managers: In Their Own Words” (original) (raw)

2018 Canadian Municipal Chief Administrative Officers Survey

StrategyCorp 2018 Survey of Canada's Municipal Chief Administrative Officers, 2018

StrategyCorp 2018 CAO Report The StrategyCorp 2018 CAO Report is a snapshot of opinions from municipal leaders from across Canada as compiled by StrategyCorp’s Municipal Practice Group. TAKING THE CAO SURVEY FROM COAST TO COAST – TO COAST Introduction to the 2018 Cross-Canada Survey of City Managers and Municipal Chief Administrative Officers (CAOs) Since 2016, StrategyCorp has surveyed the opinions of a cross-section of municipal city managers and chief administrative officers (CAOs) on a variety of topical issues. This year, we expanded our perspective. We moved from an Ontario lens to one that embraced the whole country. In our 2017 Survey Report, we reflected the views of CAOs from smaller and medium-sized municipalities, following our 2016 Survey’s report of the opinions of big city CAOs and city managers. For 2018, we solicited views of a cross-section of CAOs and city managers across the breadth and diversity of our country, including the unique perspectives of those dealing with community issues in the Far North. This year’s survey of municipal CAOs reflects the scope and diversity of a vast country that touches three oceans. They have faced different economies and challenges. As municipal leaders, they often have very different personalities and management styles. Despite their diversity, we found that CAOs share a commitment to finding solutions and to building better communities and service-delivery organizations. At their core, they share basic values of service, principle-centered leadership, building strong relationships and a belief in good governance and the importance of municipal professionalism. WHAT’S ON THE HORIZON FOR CANADA’S CAOS AND THEIR COMMUNITIES? What follows are summaries of the comments, observations, predictions and concerns of the managerial leaders of Canada’s municipalities. From their interviews, several overarching trends deserve to be highlighted. THE GROWING FISCAL CRUNCH While the responsibilities of municipalities may vary from one Provincial or Territorial jurisdiction to another, concerns about the municipal fiscal situation remain top of mind for CAOs. The revenue sources available to local governments are still narrowly based and often inadequate to meet the challenges of persistent service demands and maintaining, expanding and modernizing new and existing infrastructure. The mis-match between financial resources and service-delivery obligations can only accelerate as the new economy erodes traditional revenue sources, like business taxation and licensing fees. THE “WAR FOR TALENT” CAOs have differing views on the nature of their position, from corporate manager to community leader. But all recognize that the CAO’s job is not becoming any easier. Recruiting talent to municipal management requires thoughtful selection. But it also increasingly requires effective cultivation and marketing of the importance and value of municipal professional management, both in CAOs and in department heads. MUNICIPAL RESTRUCTURING – THE ISSUE THAT WON’T GO AWAY In past surveys, mention was made of the structural limitations of municipal government. This included a perceived need for a governance “footprint” that more appropriately aligns to the planning, economic and social issues that an increasingly regional and urban Canada must govern. But few seem willing, at the political level, to risk the predictable negative reaction that comes from proposals to alter municipal structure through annexation, amalgamation or regionalization of service delivery. Restructuring initiatives tend to come in waves, usually when pent-up need for fiscal sustainability, appropriate scope for infrastructure and community planning, and economic development pressures combine to force reform discussions. Are we approaching another such “inflection point”? In addition, however, the 2018 interviews produced a number of new or re-profiled issues, including several overarching trends, deserve to be highlighted. DISRUPTION Whether it is new technologies, digital service delivery, fundamental changes to the traditional economic model for retail or tourism, or the unique demands of Millennials and new immigrants, CAOs find that they cannot rely on past practice to guide their approach to new problems and in the search for solutions. The new economy, the impact of extreme weather events and changes in the existing fiscal environment mean municipalities are rethinking their approach to fiscal planning, economic development and taking practical measures to explain and to manage the impact of climate change. The impact of the “grey tsunami” of Baby Boomers will affect everything from recruiting and retaining talent, to managing the very different service demands and planning preferences of the changing demographics of Canadian regions. INNOVATION Innovation is taking the private sector economy by storm, and municipal professionals are joining that wave. From digital service delivery and electronic consultation, to advances in performance management techniques and processes and the use of technology to guide infrastructure asset management, traditional approaches to municipal issues are being displaced by creative and innovative new experiments and techniques. RECONCILIATION After the country-wide efforts to respond to the Truth and Reconciliation Commission’s recommendations, relations between municipal governments and Indigenous groups continue to evolve. From economic development and community collaboration, to symbolic recognition and sensitivity to traditional learning and decision-making processes, CAOs are engaged in a range of ground-breaking initiatives, both with First Nations and Inuit governments, as well as urban Aboriginal and Metis communities. We were particularly impressed by how municipal CAOs have embraced the importance of Reconciliation and are working to move the agenda forward in their communities. POPULISM Whether radically new ways to consult with residents, or the newly elected councillor or a mayor from the mold of Donald Trump, or social-media driven simple solutions to complex problems, or the loss of credibility of traditional stakeholder leadership, CAOs are finding that the cycle-time for finding solutions is shrinking, along with the traditional deference to professional expertise. CAOs recognize the need for a renewed emphasis on municipal good governance (from Council-staff relations through to municipal restructuring) and reminding the community of the importance of municipal professionalism.

The Evolving Role of City Managers and Chief Administrative Officers

Local governments function best when they have a council that represents the diverse elements in society and promotes open and deliberative decision-making, supported by a public service that values professionalism and rational decision-making. The often hidden, but very important, role of the city manager and the relationship between elected officials and the public service is a key determinant of the success of any municipality.

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