(From the OC Register) by Chris Norby
"Stockholm syndrome" refers to the counterintuitive behavior of hostages who come to identify with their captors, based on the study of a Swedish kidnapping. Its counterpart in local government is the common acquiescence of elected officials to professional staff. In place of their own judgment they were elected to use, city councils often simply take orders from the city manager.
Call it "Bell syndrome."
Bell is an extreme example of a phenomenon common in local government: a tendency of elected municipal officials to rubber stamp staff proposals over which they have little understanding. It is part of a civic culture that marginalizes elected officials as "political" and elevates appointed managers as "experts."
The position of city manager was a product of the Progressive Era of the early 1900s. Pristine professionals were to govern cities above the political fray. The downside is that these managers are not answerable to voters and can divide and rule over compliant councils who have no independent staff to advise them. These professionals can be just as tempted with the perks of power as the politicians – without the accountability.
Having served on city and county governing boards for 25 years, I've observed and marveled at this tendency. I am fascinated how, after vigorous campaigns to attain office, elected officials often become all too eager to relinquish power and judgment to staff.
Among California's nearly 1,500 city councils and school boards, nearly all serve part time without independent staff. Recommendations, communications, information and staff are controlled through the city manager or superintendent. Newly elected members who raise questions often face a collective culture of groupthink. Important information is obscured. Those who do dig deeper are accused of "micromanaging."
In local government, "micromanaging" is an epithet hurled at those seeking proof that council and board directives are actually being carried out.
City managers and school superintendents need active board members providing strong direction – and looking over their shoulders.
Bell syndrome thrives where elected boards vote in lockstep, where groupthink is elevated, and skeptics are ostracized, and where top staff are seen as irreplaceable experts – with rubber-stamped salaries to prove it. Bell syndrome thrives when self-congratulation trumps self-examination.
A variant of the Bell syndrome led to the 1994 Orange County bankruptcy, as county supervisors routinely rubber-stamped a treasurer's financial ploys they'd neither read nor understood.
Bell syndrome thrives when city managers, superintendents, consultants and bond brokers can lull elected officials into going along with convoluted schemes they simply do not understand. It thrives when predigested proposals are routinely approved and community skeptics are derided as gadflies.
There were 67 new members of city councils and school boards just elected in Orange County. Their job is not simply to continue past practices, but to apply their independent judgment. They must demand information and know what to do with it. They must not only set policy but make sure it's being carried out. They must remember that the only dumb question is the one you're afraid to ask.
Bell syndrome will end only with a vigilant citizenry and press. It will end when elected officials see their jobs not for the prestige and perks, but for the serious policy choices for which they are responsible.
