CHRONICLE OF GREEN INFRASTRUCTURE INNOVATION: “When I reflect on how the memory loss issue is playing out, top of mind for me is that every area of local government needs a champion,” stated Pete Steblin, former City Manager in the Metro Vancouver region, when he reflected on how the past informs the future (3rd installment of a preview series)
Note to Reader:
Published by the Partnership for Water Sustainability in British Columbia, Waterbucket eNews celebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on October 8th 2024 featured Pete Steblin, a retired city manager who is a dean of chief administrative officers in the Metro Vancouver region. In his story behind the story, he draws on experience in resolving Council-Staff conflict and building a culture of collaboration.
STORY BEHIND THE STORY: Money is limited, attention spans are short, and choices must be made – extracts from a conversation with Pete Steblin
When Pete Steblin joined the City of Coquitlam in 2008, his first task was to resolve Staff-Council conflict and stabilize a very difficult situation. “It was a giant hornet nest that I had to resolve if we were to rebuild trust and move forward,” he recalls. This experience provides context for his reflections in this story behind the story. His reflections are presented as three theme areas.
“There was a dark period yet that is what makes the Coquitlam story authentic and helped us to develop approaches which balance idealism with pragmatism. Others can learn from that experience and know that it is okay to stumbles,” Pete Steblin adds.
“When I arrived, a number of councillors wanted me to blow the place up but I came up with the analogy of a chair. It is somewhat stable if you take one leg out but will totally collapse if you take out more than one. So I said to Council, allow me to take one leg out and fix it and after that I will address the other legs one by one.”
“They accepted that and I started changing the organization one division at a time through a series of cyclical reviews. We conducted over a dozen in those first few years and it fundamentally changed and improved the organization. When Council saw the results, trust improved!”
THEME AREA ONE: Local governments are much like a crucible where competing issues must be balanced to produce affordable and effective outcomes
“When I reflect on the Green Infrastructure Chronicle and how the memory loss issue is playing out, top of mind for me is that every area of local government needs a champion. When there is no champion, that area gets left in the dust,” bluntly states Pete Steblin.
“Of course every champion does need to put forward a compelling case for their area. At the end of the day, however, there just are not enough resources in an ongoing way to deal with all the issues. So, choices are made between competing issues and competing champions.”
Changes in direction and unintended consequences
“In discussions about issues of the day, what I see missing at times is an understanding of the linkages within a local government system. It is easy to forget there are other needs that have to be considered and balanced.”
“And when we lose our way on a specific issue, as has happened with the Livable Region Plan, it is because some other champion in some other area got the air waves and got the attention of the politicians. It explains why an abrupt change in direction can result in unintended consequences.”
“The time that politicians can spend on any one issue is short. And so whoever makes that compelling case in the moment for their issue…well, all of a sudden the priorities of a local government are different. Housing has come to the fore again, partially because the Province has made it so.”
THEME AREA TWO: Local governments are also much like the Mars Rover in terms of how they can change direction abruptly and unexpectedly
“Wheels are good to go in one direction. You need a steering wheel. But you need something different to change direction….AND DIRECTION IS GOING TO BE CHANGED…as you go forward. You have to at least recognize that reality so that you can adapt to it.”
Arrive at balanced solutions
“And then as the champion you have to keep momentum going for your area. You have to plug away in support of your area because if you do not, it gets wholly lost in the dust. But while you are doing that, I always think it is nice when people at least recognize that there are other areas and other champions.”
“When I would meet with my department heads, for example, I would encourage them to put on a different hat. Put your corporate hat on, I would ask, and help me make those value judgements.”
“And can you please moderate a little bit or can you accept a little bit less this year but keep the needs flowing so that we revisit them next year. Something along those lines is what I would urge them.”
THEME AREA THREE: What organizational amnesia looks like and how local governments can overcome it
“When I reflect on the organizational amnesia that I am currently observing in local government, the word FEAR comes into my mind, although it is not said out loud. You hear the term CAO roadkill at lot. With the high turnover at the top, and the exodus of experienced people, the situation is fragile.”
“Yet there is a reluctance to ask for help from those with experience, knowledge and… yes, wisdom. In fact, there seems to be a fear of independent advice unless it is totally supportive of the direction that the people at the top want to go in. And so they would rather shut it down.”
“In my experience, it is more helpful when the people in charge are at least open to and encourage other viewpoints and then say…on balance, I recommend that…But that is not the way government is being administered at the present time.”
A call for affordable and effective solutions
“My career in local government began in era when money was really tight and we had to fight so hard for every nickel. Today so much money is wasted. Yet we could have got 90% of the benefits for a lot less money. We have been going for perfection and spending ten times what is absolutely necessary.”
“We have to return to the ethic of solutions being affordable and effective. Otherwise, a seismic shift will occur in local government because of overall politics. The mood in society has changed and blunt instruments are going to come down. That is my fear.”
“Now more than ever communities need to learn from past experience. And society needs balanced perspectives and alternate viewpoints. Give voices to other perspectives. And then whatever the decision is, at least those viewpoints were part of the consideration,” concludes Pete Steblin.
To Learn More:
To read the complete story featuring Pete Steblin, download a copy of Living Water Smart in British Columbia: Money is limited, attention spans are short, and choices must be made
