The big story this week is Norm Leopold's excellent KDPI radio show about the City of Sun Valley's turmoil (see article below). He takes a close look at the skirmishing between Mayor DeWayne Briscoe and longish-term Council members Michelle Griffith, Peter Hendricks and Keith Saks about who has the right to do what, and spend what, and for what purposes in service to their City.*

The struggle brings to mind ongoing observations about civic life in this small valley - observations that aren't mine alone but deserve repeating if we are ever to raise the professional standards for all groups working to help our Valley. 

1. Too often, people with conflicts-of-interest are appointed to roles in non-government agencies, homeowners' associations, and non-profit boards. Quite simply, they have not been properly vetted up front. A conflict arises. Nothing is done. Mistrust results.  

2. There is a woeful lack of understanding about what "conflict-of-interest" means and how to manage it. Every group should have a policy that defines the term, provides examples, and explains how to deal with it. This can prevent denials of conflict (when it does exist) and false accusations of conflict (when it doesn't).

3. People new to town are often brought too quickly into governing groups because of some degree of experience elsewhere and/or whom they know. They may be able and willing but awareness of this valley's quirks should be a basic requirement operationalized by two years as a full-time resident and some prior experience with the organization.

4. When people are brought onto Boards, they are rarely well informed about past  history, the background of ongoing issues, and present-day operations objectives and challenges, most especially the budget. Without these, the new member takes three times as long to fledge. A good Board Notebook can help, but nothing beats an hour or two of honest, open discussion (at least) to welcome a new member. 

We all feel pressed for time and want to fill empty slots on a governing body quickly from what feels like an impossibly small population. Speed and incautious selection are mistakes. Would we behave differently if we were paying the person? Due diligence is required. Potential members can be reached by ads in the paper, wide social networks, friendliness to someone you don't know but who could possibly be a candidate. The next step is careful vetting; then, if indicated, offer the invitation to join your leadership team.

Things are not so different for elected officials. Too often, people with scant knowledge of prevailing issues run for office. If elected, they frequently fail to inform themselves adequately and rely too heavily on staff for their thinking. The pressure of the public setting can lead to misleading, ignorant, or false statements made defensively or out of anger. Such officials are eventually seen as uninformed, self-interested, or lazy. As they lose credibility with the electorate, so does their organization. Sun Valley's government is a good example of this.

Less noticeable, but still vitally important, is what plays out on non-elected civic boards. Shoddy governance will undermine them as well; the grapevine will spread its tendrils. You'll see resistance to serving on an organization's board, static or declining funding, a second-tier reputation, stalled growth, or general fatigue with "the stuff that happens in that group." 

Over the next few months, do honor to your organizations by raising your governance standards at least one notch above where they are now.  

Until next week....Jima Rice

*Jane Conard, newly appointed Council member, was not previously involved in the fracas.