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<br /> I \'vay \\-e [managers] can get anything done is to work "Ours is (/ participatory government. But this does /lot
<br /> through citizen groups." happen by merely uttering the words. It is born of hard
<br /> ~ At the Seventh Annual lo\\'a i\lunicipall\Ianage- \.l'Ork and concentration, including otlrciti:ens at ever;.'
<br /> ment Institute, held in ~brch H')95, a manager explained step. Cone are the days of 'selling' projects to Ollr residents.
<br /> hm\" one city haclused foclls groups to estahlish a h'"o- \Ve need to iTlvo[..;e Otlrselves in legitimate public input.
<br /> way dialogue \,-ith citizens. The manager described the lIe need to find Ol1l in which direction the puhlic parade
<br /> " extent to \\hich the city had mo\'cd to\'"ard citizen is going and gel in front of it."
<br /> en1pOWerl11ent and predicted that local gm"ernment
<br /> officials \\'ere "mm.ing into a 'delegation mode'" by
<br /> l shifting responsibility and pO\\"t.'r away from officials By empowering citizens to become invoked in
<br /> II to citizens. local government decision making. Jnd by educating
<br /> Appointed local gm.ernment managers also hold elected officials about the benefits of this type of
<br /> responsibility for communicating the importance of participation, appointed managers can get in front of
<br /> , citizen empowerment and im.okement to their elected the public parade. At the same time. they can reap the
<br /> leaders, \\.ho often resist en1powering their citizenry added benefit of increasing the \'isibility of professional
<br /> because they fear a loss of power and authority. management as the critical element in local government
<br /> The process of empowering citizens is not easy; service delivery. ;,'(
<br /> I however, observers of local government trends, including i\Iichele Frisby is deputy director, communications and
<br /> Nelson Biddle, feel that it is no longer possible to turn
<br /> back the clock to the days when citizens put complete infonnation, IC^,IA, \Vashinglon, D.C. l\Ionica Bowman,
<br /> 'I faith in the government's ability to protect them and to public relations coordinator, leMA, also contributed to
<br /> provide them with high-quality sen.ices. According to this article.
<br /> one California manager:
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<br /> ':Atitsj~IY199S;;'eeting,ICMA'sExe(~ti~~ Bo;rd;, ,.c, >.1'f,,__,,'_:}'-t.:i:,<:i:"_, :;';'~:',_ ., _,' "J~;:'-",__" ," __:-.'~';'_,_- ,"_-'::",':',:__,_, :<;,:':1
<br /> Ie Bo';(~ar1""e:'~A"?77 No,r'th.cagit~J?r~'it'I\J.E)il500,;;j
<br /> , }approved a rec:ommend~tiori forthe AssociatiQrito ' ,<<ashll1gton, D00002-,4201." ,i'," ,",',,"" '.,',.[
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<br /> <- ~pursue'~ c~ti~ef1_?_u~r~ach 'if!itiat~ve. Thiseffort_:."_:,,, :. <Th~5eryiember5 who wish to download this' ',,' ,:r ,,' OCt
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<br /> I ': originated frornfn,embe,f and board interest in:,havin~ bibliography~I'iWQnically fromtheDo>vners,Grove ,',j
<br /> ICMA develop a national public' awareness campaign' Internethom'ipagesite shoul,duse the U~Lhttp://i,i
<br /> focused on_increasing citizen understanding of www.synet~~Ydo';(ners, cho.se the "'(illag'iSouncil" ,
<br /> I professional local. governme~t"management as the and Village Manager" o.ptio.n from the ma.in menu,' '<1
<br /> critical element in the delivery of quality services. and fo.lto.w'theli~k to the bibliography. ...j
<br /> The objective forthis program is to assist members ICMA also has begun collecting success stories that:!
<br /> ", _,.-" '__ ", ,,,,,' , 'C,
<br /> in promoting to Citizens and elected officials the document hovypr<.>fessional,managemenfmakes.a . i
<br /> I valuable contribution made by professional ro~al diffe,renc~.in_ci~"ize~rl-ives~ p~rticularIY,-1Nhenth~,loc:al_ :.-,,:d
<br /> gov~rnment managemen~ to the' success of" _ g('lvernment i~volves diize.ns in 'the decisio'n~making -:;.,,:,;;
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<br /> '. comm~ni,"ty" decision" ma~_ing and servicedeHv~ry. process,o,t.r~,sport:is, ~o, s~ch ,commul1itr crises as ..,..::,,,:_':.~'. ;{'d
<br /> I The board stressedthe need to. Io.o.k at the issue. ~atural disasters' Rnce thisclearing~o.usehasbeen\';
<br /> from the perspective of the value of professio.nal. . establish'id, the it1~terial will be. shared ",Ith .members . '.1
<br /> . rn,anagem~~tto dtizen.~.mpowerment..,:.:~ ' . to help~h.~_rl1..~~1{9,~~~epro~Tssiona_lmanagemen_t'....'~' ',:J
<br /> . ....As a first step toward fulfilling this objective, .'.'< through pioactive.citizen ir;\Volvement to their staffs,!
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<br /> I ICMA.sponsoredthe session '~Rebuilding the Civic." . .' and ~lected..cifficials.'ly1embers wh,?would like toassist:i
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<br /> 'Infrastructure".atthe 81st Annual Co.nference in 'In the devel?p"'Tl)to.f thisdearingho.yse, sho.uldsend'l
<br /> I D~'n~er.. The session featured .' National Ci_~ic Lea,9ue . .~. _ ..-~herr.writ.~~~. ~a_~e~:~_fud(~~: 9.r:.pr,?gra_rn.,d~script.i?rt:~ .,to,,'-" ~__,-;::I
<br /> , tPre~i~el)tc.:hristoph~r Gates and .lc.:MiI members~urt . Michel" Frisby~t ICMA att~e address listed ab(lV~.. Be)
<br /> ;Bressn~r,xiil~ge manager, DO'N~'irs c:;r~v~, HlinoIs, and .sureto i;'cIJd{a'.~';fcriptiol)()fthe situati.on that !.;d ... /1
<br /> FrankBenest,dty manager, Brea,Calif"rriia..,. ~'... ........ totheprograrn'foexelop';';nt and theputcoITIe ofthe.1
<br /> I part of his presentation,Bressner compiled a';> local goy~rn,menn efforts,/, . . ....t '. .....'1
<br /> comprehensive bibliography of resources related t< ..' Se~ori(j,ye~r ci\izel) o.utrea~h program activities ... .i
<br /> citizen participation and cI~ic infras~ru~ture issu_.es~"a_nd. Vlil!_ ind~u~_~.;_dev~l?ptng _5t~ategies .that 0anagers ca,~ .._ . .., ,
<br /> ~ that bibliography is available to lCMA members.)'o... d . uS'it;adv6cat~~nd pr,,00.tethe v~lue.()f prof~ssional!
<br /> .. .'~c~ive~ copY,b~ mail, .se~~~.s7If-~?dr~f,secl' .~'\~iF\6'.m~n.ageT-~,~!.\").()f~I?,()~'ir.g[]~~1,,eil)i()~ .1'i~~T.r:f'<J
<br /> Y' envelope bearing $.60 111 first-class po.stage to MOl1lca >, 'partlcularlythemed.a. ":..';'.<'.'....../..,;:,.....~:,:.. ...,...,....
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