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close this bookTraining for Elected Leadership - The Councillor as Overseer (HABITAT, 1994, 16 p.)
close this folderPart I. Essay on the councillor as overseer
View the documentDefinition
View the documentSummary
View the documentReflection
View the documentConcepts and ideas
View the documentGeneral benchmarks and targets
View the documentOverseeing policy development
View the documentOverseeing implementing
View the documentOnce implementation is underway
View the documentKey points
View the documentReferences

References

1. "Overseer" is another role label that has created some concerns so let's talk about it before we proceed any further. In some parts of the world, an overseer is someone who looks after the roads. Obviously, that's not what we have in mind. We, along with others, considered the following alternatives: "policy and programme supervisor," but this didn't sound right; "quality controller," but images of factory engineers came to mind; and finally, "monitor" and "evaluator," but each sounded too limiting. The role we envision includes some of all these descriptions, and more. Essentially, we believe councillors should be concerned that they are doing the right things (exhibiting effectiveness, policy-oriented behaviour) and doing those things right (which involves efficiency, implementation-kinds of behaviour on the part of the organization and its employees). We decided to stay with "overseer."

2. Drucker, Peter, Management.. Tasks, Responsibilities, Practices (New York, Harper and Row, 1974), p. 45.

3. For one definition of the terms "efficiency' and "effectiveness," see "The art of performance measurement," appendix B, Osborne, David, and Gaebler, Ted, Reinventing Government.. How the Entrepreneurial Spirit is Transforming the Public Sector (Reading, MA, Addison-Wesley, 1992), pp. 351-2.