· Most councillors
are more interested in making policies and initiating new programmes than they
are in overseeing them once they are in place.
· Efficiency and effectiveness
are important benchmarks for determining performance.
· If you have to sacrifice one
of them for the other, make sure its efficiency. Usually there is more than one
way to be efficient. Being effective is more difficult.
· Policy outcomes are more
important than programme outputs.
· Three factors should dominate
your efforts to oversee your own policy making and programme planning
- Does it meet a demonstrated need?
Is it feasible to implement within our community's means?
- Who else could do
it as well or better than we can?
implementation involves closing the implementation gap before it has a chance to
· When you under-resource any
programme or policy activity, you are unfair to everyone involved, including
· It's usually a safe bet to
wager money on a council's unwillingness to fund maintenance.
· It is wise to involve all
those who will be significant in the implementation of any council initiative in
the planning and development of that initiative.
· Staff and institutional
development should be treated as a cost of doing business in local governments
and factored into every new policy and programme initiative undertaken by a
· Develop a monitoring and
evaluation system that meets your needs and no more.
· Get consensus on all of the
key issues of your policy and programme on initiatives before your staff or
contractors begin to implement them.
· Don't be an over-zealous
overseer. You could lose your effectiveness just when you need it
Misfortunes always come in by a door that has been left
- Chez proverb