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With the introduction of budgets at council meetings and a glimmer of light at the end of the pandemic tunnel, government thoughts are turning toward recovery and possible modifications of pre-pandemic work patterns. Disruption of commerce, with its consequence on employment, tax collection and future growth have added new meaning and additional challenges for public service operations.
In the midst of the pandemic, questions of how and where people live and work, go to school and pay their bills escalated to crisis proportions. With the American Rescue Plan stimulus package, local jurisdictions received bailout funds to prop up sagging budgets, but those funds are limited in amount and duration. Relying too heavily on one-time funding with the anticipation of a rapid and successful economic rebound can lead to future problems if miscalculated. Will commuting return to pre-pandemic levels and what effect will the loss of businesses have on the long-term tax base? Already adjustments of fees and taxes is in the works and speculation about future bonds or other revenue enhancement measures are beginning to surface.
Subjects that have been pushed aside in the past and been dormant during the immediate health threat did not disappear. They will rise to the surface as a crisis mentality becomes muted. For example, the Fremont City Council has recently raised the question of government structure. What is the best organizational plan for a large city whose council and mayor serve – and are paid – as part-time officials, yet expected to work full-time? Professional city managers serve an important function as administrators of city personnel and policies, but have no direct connection to their constituents, rather answer only to the mayor and councilmembers.
Currently, and in the past, many who have served as councilmembers and mayor in our local cities have devoted exceptional amounts of time to carry out the business of governance. The nature of the work requires, as cities grow and encounter complex issues, a greater time commitment, limiting the candidate pool to those who are either retired or financially independent. As a consequence, many well-qualified individuals are removed from contention by practical considerations.
Even in smaller cities, the role of mayor and councilmembers involve a myriad set of responsibilities that demand an extensive amount of time. Recently, Fremont’s city council raised questions about this ranging from a “chief of staff” position to expansion of the mayor’s role. The city has, fortunately, been able to attract candidates who have given the necessary full-time effort even though inadequately compensated. It may be an opportune time to again explore the possibility of a charter city or hybrid model to replace the existing council/manager system. In the past, such proposals have been raised and rejected, but times have changed. Fremont has grown in size and importance to assume the role as a major influencer of the Bay Area.
Strengths and pitfalls of different organizational structures should be reexamined on a periodic basis to reaffirm or modify current practices. This is already done with a plethora of planning documents to determine whether prior decisions are aligned with current needs and conditions. The same can be accomplished through periodic consideration of the form of government chosen by past constituents. During this time of budget analysis, it may also be time for the City of Fremont to contemplate how elected officials are compensated and serve.
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