CAO Survey 2004: Executive Summary Report April Local Government Services Division

Transcription

1 Report April Local Government Services Division

2 EXECUTIVE SUMMARY The following executive summary represents the most salient findings gleaned from an on-line survey conducted among 273 CAOs of Alberta municipalities between February 9 th and March 15 th, Two separate reports contain further detail on these findings titled: 1) Training, Priorities and Succession Planning; and, 2) Ministry Programs and Services. The predicted exodus of CAOs in the next six years has increased. Almost one-half (44%) of CAOs anticipate they will leave their current position as CAO within six years, increased 10-points from 34% in One-half of these CAOs plan to retire, while others will aim to work in private sector roles, as CAOs for other municipalities, or outside of municipal government in different public sector positions. CAOs are making use of workshops and seminars. Overall, CAOs are more likely to have participated in workshops or seminars than in municipal management courses within the past three years. Currently, almost threequarters of CAOs have embarked on training provided by Municipal Affairs representing the most common provider of educational workshops and seminars available to CAOs. In addition, more than one-half of CAOs have turned to the AUMA and LGAA to supplement their education and training. Further training is desired in specific areas. More than six-in-ten CAOs express an interest in receiving training in strategic thinking and planning. Further, slightly more than one-half of CAOs indicate an interest to receive training to enhance their skills in drafting by-laws and policy. Importantly, more than one-half of CAOs are also interested in receiving training to improve their knowledge and understanding of municipal roles and responsibilities. In addition, a similar proportion of CAOs are interested in training to improve their financial management and budgeting skills, as well as their knowledge of the Municipal Government Act and/or other legislation. 1

3 CAO responsibilities are escalating. CAOs report experiencing a great deal of increased responsibility in almost all aspects of their role, particularly with respect to budgeting and strategic planning one of the most coveted areas of desired training. Interactions with council have also notably increased in recent years. CAOs need to discuss urgent matters with trusted informed sources. When CAOs are faced with responsibilities and issues they have not yet tackled, they wish to discuss these matters with another informed person rather than using reference materials (Internet, Menet, publications). Phoning colleagues in other municipalities remains the most beneficial source of information for CAOs. However, CAOs today are less likely than they were in 2001 to identify Municipal Advisors at Municipal Affairs as the most beneficial source of information to assist them with time-sensitive issues. Nonetheless, CAOs consider Municipal Affairs as one of the main sources of information they would turn to in crisis. CAOs are not well prepared to deal with major upcoming issues. The major municipal issues CAOs will face over the next three years focus primarily on keeping pace with infrastructure and services (roads, building, water, sewer). Planning and development issues related to economic growth strategies or real estate developments, and addressing growth and sustainability, are also key issues facing CAOs in upcoming years. Further, inter-municipal relations and human resource staffing issues are now major issues in some municipalities. A minority of municipalities, however, reports being prepared to deal with these concerns. CAOs express a need for financial assistance, improved cooperation with other government bodies, additional training or advisory services, strategic planning, and human resource management planning to assist them with addressing these challenges. Citizen engagement in local municipal issues is weak. Dealing with the public is one of the most time-consuming responsibilities CAOs undertake. However, CAOs indicate that the public is not overly engaged in municipal issues and is not very well informed about local municipal issues. Even so, less than one-half of municipalities have been actively introducing new efforts to improve citizen participation. 2

4 Most CAOs cannot find the time or encouragement to develop a business plan. More than one-half of CAOs do not currently have a business plan, and this has not changed significantly from measures taken three years ago. In general, the business planning process is not perceived as complicated, but is prohibited by a lack of human resources and/or support from council. Municipalities are not prepared to deal with the impending exodus of CAOs. Although 44% of CAOs report they will leave their post within the next six years, just 6% report having a formal succession plan in place. Poaching will be a strategy many municipalities will adopt, targeting CAOs and other managers to succeed them in their role. However, the homegrown approach to internally develop future CAOs is now a more prominent strategy to succession planning than it has been in the past. Staffing issues are prevalent among two-thirds of municipalities. The majority of CAOs have had difficulty in filling certain types of positions within the past three years. These positions typically relate to public works (operators, labourers, foremen, administrative positions (office support, clerks, secretaries), building and development positions (planners, assessors, safety code officers), and finance and accounting posts (treasurers, accountants). While many of these positions were eventually filled, more than one-in-ten Alberta CAOs were unable to fill specific vacant positions within their municipal administration. The demand for interns is exceeding the current supply. One-quarter of CAOs say they would be likely to apply to participate in the Municipal Internship Program within the next three years. With 11 positions available in 2004 and 67 CAOs likely to apply in the near future, the demand for participating in this program is exceeding the current supply of available positions. Those not likely to apply to participate in the Municipal Internship Program explain they do not have adequate financial or human resources to commit to an intern, or do not think they would be selected even if they did apply. Overall, the largest barrier to participating in this program relates to a lack of finances. 3

5 Disputes have recently occurred in the majority of municipalities. Almost six-in-ten CAOs report having experienced disputes within the past three years, most commonly public policy disputes, followed by disputes about policy implementation or municipal administration, employment disputes, organizational and administrative disputes and contractual disputes. Receipt of land use bulletins is widespread; their usefulness is not. Almost all CAOs acknowledge receiving land use bulletins and readership is significant among more than eight-in-ten CAOs who at the very least skim the bulletins. However, less than one-half of CAOs who read the bulletins deem them to be useful. In terms of training related to land use planning issues, the majority of CAOs feel it would be useful to improve their understanding of planning legislation and regulations, and the planning decision-making process. Public acceptance of subdivision decisions has not changed with the new regulation. Although subdivision authorities are now required to give reasons for their decisions under the Subdivision and Development Regulation, the majority of CAOs report that public acceptance of subdivision decisions has stayed the same. However, almost fourin-ten CAOs are unsure of how this new regulation has impacted public acceptance of such decisions. The current system for dealing with planning issues for multiple municipalities is only mediocre. Fewer than two-in-ten CAOs rate the present planning system in dealing with planning issues that involve multiple municipalities as being effective. Conversely, a similar proportion of CAOs say it is ineffective. The largest proportion of CAOs, on the other hand, feel the current system is only average indicating that some elements of the system may be effective, while other aspects are not. 4

6 Almost one-half of CAOs have not yet accessed the Municipal Excellence Network. Roughly one-half of CAOs report having accessed within the past year, while almost one-half of CAOs have not yet investigated this new tool. Those who have actively searched the site were looking for applicable practices, were simply exploring the site to learn what it has to offer, wanted to find out what other municipalities were doing, and were seeking resources. A lack of awareness and misunderstanding of eligibility criteria may be prohibiting municipalities from applying for grants. The vast majority of CAOs report having applied for grants via the Municipal Sponsorship Program within the past three years. However, less than one-half of municipalities have applied for grants under the Regional Partnerships Initiative during this same time frame. The two main reasons for not accessing these two grants lie with CAOs not being aware of the existence of these resources, as well as the belief they would not be eligible to qualify for the grant. This trend is similar in relation to the ME First Program, wherein only one-half of CAOs are familiar with the interest-free loan program, one-quarter of CAOs are likely to apply to participate in this program, and the main reason for not applying rests with the belief that municipalities do not have any eligible projects. * * * Please refer to the complete reports for more detailed information. 5