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32 <br /> <br />To understand your government’s mission is to become familiar with its policies. Review <br />the budget, the capital improvement plan, the general plan, administrative <br />procedures and practices, and the charter. As issues come up, take another look at <br />existing policies to see if they support the mission of the organization. Keep in mind that <br />policymaking can be passive as well as active. Policy ideas come from many sources, <br />but the final determination of how policies (and through policies the mission of your <br />organization) evolve during your term of office rests with you, the elected governing <br />official. Wherever the ideas come from, it is the Council’s responsibility to look at the <br />merits of each idea and then approve, modify, or reject it. (Chapter 1, Book 1, ICMA <br />Elected Officials Handbook) <br />POLICYMAKING <br />Policymaking means deciding what you are going to do - not how you are going to <br />do it. An example may help illustrate the difference. Deciding that your community is <br />going to emphasize the provision of low-income housing is a basic policy decision. <br />Making that decision means that you will be spending money on housing programs, <br />that you intend to make this subject a priority, and that, likely, some other programs <br />will have to wait their turn. Note that making the policy decision says nothing about <br />how you will provide low-income housing. That question comes later and may require <br />advice from your staff or other knowledgeable individuals. Your staff may suggest <br />several alternatives for providing low-income housing. You might be able to use <br />federal programs, state financing, or public-private partnerships. You will have to <br />make other policy decisions, choosing which of these alternatives you wish to use. <br />Once you have made these secondary policy decisions, your staff can deal with how <br />to carry out your policy. Policies are formulated for the broad issues that affect your <br />community. These may include everything from providing jobs to paving streets to <br />making sure that children have enough playgrounds. <br />As a policymaker, sometimes you will judge and sometimes you will advocate; you <br />need to hear opposing views, consider the arguments, and think about the concerns <br />of the constituency you serve. Two major activities will help you shape policy <br />systematically: setting goals and formulating the budget. <br />The four phases of the policy-making cycle are: <br />1. Identify and analyze community needs. What do your constituents want? <br />What program changes were the basis of your campaign? What long- <br />standing problems require attention? What do staff studies of social and <br />economic trends tell you about the future? <br />2. Analyze program and service alternatives and resources. How do you <br />gather the resources you will need to accomplish the goals you have in <br />mind? <br />3. Choose and implement programs. How do you gain the consensus of <br />Exhibit A <br />Resolution No. 2026-021 Page 78