2.0. SR 10-25-1999 - Laserfiche WebLink

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recently read an intriguing, slightly offbeat little book en- titled, Einstein's Dream. It traced the impacts of various impossible time scenarios, such as time run- ning backwards or standing still, on the lives of various people living in Berne, Switzerland. While entertaining, it also heightened my awareness of j~st how precious a commodity time really is. In fact, it caused me to see that time is really a resource, as much as money, people or equipment, which we can either use prudently or not. Of course the importance of time is increasingly on everyone's mind as we unalterably move toward the year 2000. As the new year approaches, each day takes on added significance as city officials continue their. efforts to develop and implement plans to prevent or contain the consequences of the millennium bug. The relevance of time will undoubtedly become even more apparent to all of us in many different ways during the weeks to come. Yet a third indication of the value of time can be seen in our cities as it becomes more and more difficult to find citizens willing (or, more likely, able) to serve on the volunteer fire department or park board. Likewise, at least some cities are experiencing growing difficulty even in obtaining enough candidates to run for elected office. A common explanation for this phenomenon is competition from job, family, and other important interests for the same time it takes to serve the community. All of this leads me to the uncom- fortable realization that many of us take time for granted when conducting the most important governmental function-governance. While at one time it was common to hear stories about city council meetings lasting MAY / J U.N E 1 9 9 9 lbe Value of lime By Jim Miller five or six hours, which usually meant well into the night (or early morning), such stories seem to be waning. Now, I hear more and more about fifteen- minute council meetings, and a norm that is probably less than two hours for the average meeting. I have even talked to city officials who say it is virtually impossible to hold special meetings or work shops because they cannot get a quorum. This usually occurs not because of lack of interest, but because time is so precious and the demands on it so many. So, how can we use the time of our elected bodies more wisely? Per- haps most importantly, it is essential that the council deal only with those matters that really require their elected judgment. In some instances, it may seem politically necessary to debate the color of the new water tower, but the challenge is to carefully explore ways that might alleviate that poten- tially time consuming and marginally productive discussion. Certainly neigh- bors have a need to be heard, but a process outside of the council meeting, perhaps involving staff and one or two councilmembers, might be equally or more effective. The council's collective time should be spent on more strategic decisions, such as how to ensure that the community's long-term water system needs are met. Some councils also fall into the bad habit of frequently rehashing issues or reconsidering decisions. Some decisions may never seem to be really final. This can create frustration for councilmembers and citizens alike, and confusion for staff about whether or when to implement a council decision. It points to the importance of process in decision-making. Plans for how to manage important or potentially controversial issues should be thought out before hand, not made up as the issue evolves. Adequate MINNESOTA CITIES opportunity for public input early and at key stages of a major street widening project, for example, may minimize the time necessary at every council meeting to hear from citizens or have council discussion about how well the project is or is not progressing. Councils also need to remember that one of their most important responsibilities is serving as keeper of the community's vision. They are charged with the awesome task of leading the community to the type of future its citizens desire. That can- not happen if most of the council's time is preoccupied with the here and now. Councils must find time on a regular basis to think and plan strategically; i.e., long term. Retreats for this purpose are important, but inadequate. Strategic thinking must be a frequent part of regular meetings as well. Simple tools, such as asking whether a particular decision is consis- tent with the community's vision or really matters in that context, can help sort out what is important and what is unimportant for expending the council's time. Expectations for government service and responsiveness continue to grow with no obvious signs of abating. At the same time, resources available to local government officials to respond to these expect~tions grow modestly or, as in the case of available time, decline. Time is an abstract, but important, resource that we can and must learn to use more wisely. The future of good governance may very well depend on it. .. Jim Miller is executive director of the League of Minnesota Cities. 3