Municipal government, the local governing body that functions as the administrative arm of states and provinces, comes in various forms with differing structures and powers assigned to their leaders. Two of the most common forms are the strong mayor and the city manager systems. These systems vary in their organization, approach, and the amount of power vested in the mayor or the city manager, influencing the overall management of the municipality and its various departments, including the police.
In a strong mayor system, the mayor acts as an executive leader with considerable authority. The mayor typically has the power to veto legislation, prepare the budget, and appoint and remove heads of city departments without council approval. This system often leads to a more politically charged environment, as the mayor has to maintain a favorable political standing to retain their position and power.
On the other hand, in a city manager system, the city manager acts as the chief executive officer, overseeing the daily operations of the city and implementing the policies set by the city council. The mayor in this system often functions as a ceremonial figure, with limited power, while the city manager has more influence in administrative matters.
Having worked in both systems, I have observed distinct differences in their operation, especially regarding personnel decisions. In my experience, as a police chief under a strong mayor system, political pressure often influenced decisions. I was sometimes encouraged to make decisions based on personal connections and political considerations rather than merit or competence. These politically motivated decisions can create a sense of favoritism, or a "good old boy" system, which can lead to organizational pitfalls and unrest among employees. It can also affect the integrity and efficiency of the police department, as decisions are not always made in the best interest of the department or the community it serves.
In contrast, as a police chief under a city manager system, I found that the city manager generally allowed more latitude in personnel decisions. The city manager often deferred to the police chief to make these decisions, which allowed for decisions based on merit and competence. This approach can lead to a stronger, more efficient organization, as employees believe that their skills, abilities, and performance are the primary factors in personnel decisions. This can boost morale, improve job satisfaction, and ultimately, enhance the effectiveness of the police department.
However, it is crucial to note that both systems have their strengths and weaknesses, and the effectiveness of either system depends largely on the individuals in power and their commitment to good governance. For instance, a strong mayor can use their power to drive significant reforms and bring about positive change, while a city manager can ensure efficient administration and implementation of policies. Conversely, a strong mayor can misuse their power for personal or political gain, while a city manager can become bogged down in bureaucratic red tape, hindering effective governance.
Therefore, it is not so much about which system is better, but rather about how the leaders within those systems can effectively navigate their roles to ensure good governance, efficient administration, and the welfare of the community. As municipal employees and experts, it is our responsibility to understand these systems, their differences, and their potential impacts on our roles and our community. We must strive to promote merit-based decisions, transparency, and accountability, regardless of the system we work under, to ensure a strong, effective, and fair municipal government.
Feiock, Richard C., and John T. Scholz. "City County Consolidation and the Rebuilding of Image: The Fiscal Lessons from Indianapolis's UniGov Program." State & Local Government Review 32, no. 2 (2000): 180-91.
Svara, James H. "The Politics-Administration Dichotomy Model as Aberration." Public Administration Review 58, no. 1 (1998): 51-58.
Zhang, Yahong, and Alfred Tat-Kei Ho. "City Manager Leadership and Managerial Actions: A Study of Best-Value and Traditional Procurement in Local Infrastructure Projects." Journal of Public Administration Research and Theory 20, no. 4 (2010): 1045-1067.