Wednesday, Apri! 6, 1992 - North Shore News - 3 District needs direction, Cuff Report finds “NORTH VANCOUVER Corporate review examines the operations of municipal hall A CORPORATE review of North Vancouver District’s operations, structure and management practices provides fascinating glimpses of both strengths and weaknesses in the corridors of municipal power. An administration struggling to adapt to the approach of a new council, public criticism of staff by aldermen, long-winded meeiings and an overall lack of policy provide only a small part of the background to over 90 rec- ommendations contained within the so-called ‘‘Cuff Report.”” Approximately six months in the making at an estimated cost to ALD. JANICE HARRIS... report overlooks environment. the district of $40,000 to $45,000, the report was unveiled to a public meeting of less than two dozen on .March 30 at the Lynn Valley Community Centre. Cuff’s Edmonton company of management consultants, George B. Cuff & Associates Ltd., has participated in over 100 similar reviews across the country in both the public and private sectors. Cuff said one of the main fac- tors in council’s retaining 4 management consulting firm to review council and senior management operations was council’s sense ‘‘that the management team had not ad- justed to the fact that this new group of elected officials had a By Martin Millerchip Contributing Writer considerably different tenor than its predecessor.”’ Some of the report’s recom- mendations have already been im- plemented by council, notably the creation of three major standing committees to replace council sit- ting as a whole in the policy and planning committee. Cthers have yet to be given a priority by council and staff, but if all the recommendations were to be implemented the cost to the district would be about $175,000, including the salaries of an en- vironmental control officer and a communications officer whose positions council had already defined. The executive summary of Cuff’s report (a complete draft has not yet been released by council) groups his recommenda- tions.into six key areas of change: @ a-revised and strengthened ap- proach to council’s role as policy maker and as responsible ultimately: for the sense of cor- porate direction; renewed commitment by council to adhere to certain basic principles in the conduct of its meetings and public debate; @ an improved system of public participation through legitimate forums; @ a clear recognition of the ap- propriate roles to be played by staff and senior management and an enhanced understanding of the apolitical nature of the ad- ministration; @a_ redefined council standing committee system that enables and facilitates policy guidance from management to council; @ recommended changes in cer- tain management practices. Cuff says of his recommenda- tions, “If embraced in a positive sense by council and management, we believe that the decision mak- ing will improve and that the system itself will function with improved effectiveness and effi- ciency.”’ While Cuff lists some of the **positives’’ that he observed dur- vising upon administrative rec- ommendations without directly politicizing staff input; @ a standardized report format for all departments to ensure quality and consistency; @ prior input and advice by the manager on all business items on 44 Council has increasingly been drawn into discussions on issues of relatively littie significance. 99 ing the review, many of his criti- cisms relate to the absence of a policy-making philosophy. ““We were, quite frankly, somewhat surprised by the ap- parent lack of emphasis and at- tention given to the development of policies which would serve to guide the administration in its work.”’ After noting a distinct turnover in council membership and a resulting ‘‘go slow’? approach to development, Cuff says, ‘‘The di- rection of council to date has largely been unclear.” “Ie is difficult for staff to ef- fectively plan their own respon- sibilities when the political leaders seem unable or unwilling to set the general course of direction.’’ “In the absence of a policy- making philosophy, council has increasingly been drawn into discussions on issues of relatively little significance,’’ says Cuff, describing a process that he calls “administrivia.’’ Cuff concluded that the current Processes are weakened by the absence of: @ a clear step-by-step process of developing policies; @a_ distinct role for council committees in reviewing and ad- Council debates report’s value Personality clashes, leadership major issues MOST MEMBERS of North Vancouver District Council have endorsed much of the Cuff Report, but some are siill struggling with the concept of debating the issues without “Focusing on individual personality differences or perceived personal deficien- By Martin Millerchip Contributing Writer And some aldermen fear that a recent argumeat that degenerated into name-calling has tarred all of council with the same brush. The News chronicled an inci- dent in late March during debate on the Mayor’s Indemnity Bylaw when Ald. Joan Gadsby swore at Ald. Rick Buchols, calling him the vulgar term for an anal orifice. Mayor Murray Dykeman subsequently adjourned the meeting without completing the agenda. Gadsby later said the problem came out of frustration with the “circular nature of the council meeting’’ and questioned whether the newly instituted committee structure, created out of the Cuff Report, was working. MAYOR MURRAY DYKEMAN... wishes all council were self- disciplined. Buchols later told the News that the Janguage used by Gadsby was “totally inappropriate in that set- ting.”” Buchols blamed Gadsby rather than the committee structure for the ‘‘circular nature’? of the meeting. “She is the number-one cause of our long windedness, mostly because she delays and delays and is always the one to ask for more reports,’’ Buchols said. ‘‘When she was not on council we always managed to complete our agen- das.’ Gadsby and Aid. Ernie Crist fave said they will give the struc- tural reorganization proposed by Cuff a chance, but both question Dykeman’s leadership. “IT am looking for leadership. That’s the kindest thing I can say. The report has watered down the real concerns in some ways. It has been couched instead of calling a spade a spade,”’ said Gadsby. Crist said, ‘‘A key element will be how will the mayor handie it. He’s not a very strong chairman. Some people want to show the mayor as weak and the organiza- tion flawed because they have mayoralty ambitions.” Dykeman said he wished ali council members could be self- disciplined, and he acknowledged that allowing aldermen to speak a second and third time during debate generally creates ‘‘side issues and haranguing which disrupts the political process.’’ “The confrontorial (sic) aspect bogs down our ability to make a decision, and if that continues then I’m going to have to be tighter with discipline,’’ said Dykeman. “People do not want politicians engaging in partisan bickering, but getting to work,” said Turner. — Cuff Report council or committee agendas; @ the use of senior management meetings to plan proactively for the big issues anticipated in the future. Cuff told the News that he had received excellent co-operation from staff and council, who ‘‘re- ally caught hold of the issues.** Mayor Murray Dykeman also spoke of the enthusiasm for the process and said, ‘tI do see the results making some improvement. We have turned 75 degrees of the 90 that we need to turn.” Aldermen Ernie Crist and Joan Gadsby were more cautious in DISTRICT COUNCIL their acceptance of Cuff’s report. Crist acknowledged the poten- tial of the new committee system, dut said, ‘I had no big difficulties with the old system. The new system will cost us money, and it comes at a very inopportsne time for us.” Said Gadsby, ‘‘The effectiveness of the committee system has yet to be determined over a period of time.” Ald. Paul Turner said the reorganization should improve ef- fectiveness in the areas of public involvement and - staff/council cooperation. “it may not be as exciting as the Academy Awards, but it wiil be with you longer,”’ said Turner. Ald. Janice Harris said that she did not vote in favor of Cuff's recommendations because the district had lost an opportunity to create a parks department. “With all due respect to Mr. Cuff, I don’t think he has been particularly forward looking with regard to the environment,” said Harris. Ald. Jim Cuthbert said he was pleased that the important role of planning within development had been recognized by creating the new Planning and Development Services division. Copies of the executive sum- mary of the Cuff Report are available at district hall and district libraries. Cuff Report highlights Positives: @ A general respect for coun- cil’s role: ‘‘Staff have express- ed a willingness to manage their departments in accor- dance with the new direction provided.’’ @ Positive relationship be- tween staff generally and the mayor: “Unlike the former mayor, the incumbent is more low key, laid back and viewed as more approachable. He lacks the strong assertiveness of his predecessor, although his quiet manner has been more warmly received by staff.’’ © Awareness of the need for change: ‘‘in commissioning this study, council and management have signalled their recognition that change is not only needed but indeed welcomed.”* @ Good relationship between municipal manager and senior staff; “‘The senior management generally feel that the manager has attempted to work with them and support their profes- sional advice. He is known to actively defend senior staff in the face of council criticism. It is our general assessment that the district’s organization and staff tend to function relatively well in comparison to the many others which we evaluate across Canada.”” @ Loyalty to the district: ‘The district has been a good employer and .... many of the employees voice real loyalty to the corporation and to the community.”’ @ Capable management per- sonnel: ‘‘The district has 2 good base of managerial and supervisory skills.’” The role of council: @ A need for a supportive en- vironment: ‘‘There is a concern that some members of council approached this term with an anti-administration bias which was reflected in a noted lack of trust between it and the ad- ministration. ‘*Management have, by their actions, to prove that they un- derstand the change in coun- cil’s direction and a willingness to work together in a suppor- tive way. This also presumes a willingness by all members of council to withold judgment on the apolitical nature of the management.” @ Administration to be directed by council as #« whole: “Individual members of coun- cil, on occasion, attempt to direct the actual work activities of individual staff. Individual members of council do not have the authority to demand that staff act on a suggestion.’’ @ Public interest: ‘The ‘public will’ can become very elusive if council members place too much credence in the opinions . of small vested intezest groups.’ Council meetings: @ ‘Effectiveness should not be judged by volume but by the. quality of debate and of decision.”’ @ “There is a considerable school of thought that the mayor needs to increase his strength in controlling the dia- logue at council and committee meetings.”” e “In order for the mayor to be successful he will require the cooperation of council insofar as meeting protocol is concern- ed.”” ® “To a certain extent, coun- cil has expended its energies in staking out its turf on specific concerns/issues without much impact to date on the policy process.”’ @ “It should be possible to have very lively debates on the issues without unnecessarily drawing out the process or focusing on individual person- ality differences ,or ,Perceived personal deficiencies.’ Recreation and parks: © ‘It is unlikely that a com- bined parks. and recreation commission would be either politically or practically fea- sible.”