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39 mission of the organization. Keep in mind that policymaking can be passive as well as active. Policy ideas come from many sources, but the final determination of how policies (and through policies the mission of your organization) evolve during your term of oƯice rests with you, the elected governing oƯicial. Wherever the ideas come from, it is the Council’s responsibility to look at the merits of each idea and then approve, modify, or reject it. (Chapter 1, Book 1, ICMA Elected OƯicials Handbook) POLICYMAKING Policymaking means deciding what you are going to do - not how you are going to do it. An example may help illustrate the diƯerence. Deciding that your community is going to emphasize the provision of low-income housing is a basic policy decision. Making that decision means that you will be spending money on housing programs, that you intend to make this subject a priority, and that, likely, some other programs will have to wait their turn. Note that making the policy decision says nothing about how you will provide low-income housing. That question comes later and may require advice from your staƯ or other knowledgeable individuals. Your staƯ may suggest several alternatives for providing low-income housing. You might be able to use federal programs, state financing, or public-private partnerships. You will have to make other policy decisions, choosing which of these alternatives you wish to use. Once you have made these secondary policy decisions, your staƯ can deal with how to carry out your policy. Policies are formulated for the broad issues that aƯect your community. These may include everything from providing jobs to paving streets to making sure that children have enough playgrounds. As a policymaker, sometimes you will judge and sometimes you will advocate; you need to hear opposing views, consider the arguments, and think about the concerns of the constituency you serve. Two major activities will help you shape policy systematically: setting goals and formulating the budget. The four phases of the policy-making cycle are: 1. Identify and analyze community needs. What do your constituents want? What program changes were the basis of your campaign? What long-standing problems require attention? What do staƯ studies of social and economic trends tell you about the future? 2. Analyze program and service alternatives and resources. How do you gather the resources you will need to accomplish the goals you have in mind? 3. Choose and implement programs. How do you gain the consensus of your colleagues on the Council--or their cooperation in selecting programs and services? What details do you provide to staff, and what do you leave to their discretion? 4. Evaluate program results. How well is the program being implemented? Did you get what you expected? Is the program accomplishing what you intended?