by Martin Vanacour and Kathleen Novak

The following is a preview of one of the topics to be covered during the Leadership Training Institute seminars at the Congress of Cities and Exposition in Reno, Nev., Dec. 5-9.

The roles and relationships between elected and appointed officials are changing at a rapid pace. It is becoming more common in cities and towns for the mayor to be directly elected, which in turn has the effect of giving the mayor more informal powers.

The roles of council members are also changing. Many are taking on the role of a full-time official for their city or district and spending much more time in city hall, interacting one-on-one with the city manager and top staff.

There is also a new direct interest in understanding the administrative role of the city manager. Elected officials are asking important questions about not only why something is taking place, but how it is being handled. The role of the city manager is also changing. The city manager is taking a more active part in developing policy issues and being involved in community building. City managers are spending more and more time directly with their elected officials, though this depends a great deal on the size and complexity of the community. In some communities the city manager is even asked to be involved in city council problems and relationships. No one said it would be easy.

In light of the new role models emerging, how do we cope with these changes? Effective and productive relationships among city councils, managers and staff do not occur by accident. Many times a delicate balance needs to be reached. When these issues arise, it is incumbent on the city manager, mayor and city council to openly and honestly discuss the differences and similarities in their roles.

The once commonly used words ? trust, sincerity, caring and sharing ? to describe city leaders need to come back in cities? conversations. Focusing on mutual goals and building a positive community legacy can be the call that brings elected and appointed officials together.

Being politically savvy is not just a trait of elected officials, it should also apply to administrators, though in a slightly different context. The city council/manager form of government has succeeded in the past because it was able to adapt and change, and there?s no reason this will not occur over and over again.

Details: The ?Building a Better Relationship with Management and Staff to Create a Stronger Community? Leadership Training Institute seminar will take place Wednesday, Dec. 6, from 9 a.m. to 5 p.m. For more information or to register for Leadership Training Institute seminars, visit www.nlc.org.

Martin Vanacour is principal of Dynamic Relations LLC in Glendale, Ariz. Kathleen Novak is mayor of Northglenn, Colo., and director of the Rocky Mountain Program at the University of Colorado-Denver?s School of Public Affairs.