COSEMA – on Decision Making

The following outlines a series of six steps for sound municipal decision making. The COSEMA Approach, from which the model draws its life, is generations old. When applied in a municipal government setting, the principles will usually result in the development of a well thought out decision or policy that has benefitted from the collective input of councillors, staff and from the community at large.

Step One – Identify the Problem: The municipal council acts as a decision and policy making body. Decisions made in this collective forum are intended to promote what is in the best interest of the municipal organization. Step one is where problems, concerns and new initiatives are identified by individual councillors, staff members, interest groups or the general public. Identifying the matter requiring discussion, presenting known factual information and clarifying issues is a first step in the decision making process. This is not a time for closed minds! When called to examine and discuss matters that are brought before council or its committees, there are a number of questions which should be considered. For example:

1. What is the problem or issue that needs to be addressed and why?
2. Does council have the legal authority to deal with this matter?
3. Has council dealt with this or a similar matter in the past? If so, how was it resolved?

Step Two – Identify the Right Approach: Once the matter has been brought up for discussion and council has agreed to deal with it, serious consideration can be put into determining possible solutions. This first phase of solution identification may result from council’s initial discussion. In most situations Council will refer the item to senior staff or to a committee for in-depth review and for recommendation back to council. Public input may be sought later in the decision making process. Council is encouraged to avoid adopting the first suggestion that appears to be an easy fix and can benefit from a process of staff review, creative thinking and brainstorming of ideas that will allow for development of all possible solutions.  Questions to consider include:

1. Has this matter been dealt with by other municipalities? If so, when, by which and what was the decision and its outcome?
2. What solutions may be appropriate for our municipality and when does the problem require resolution?

 Step Three – Research and Reporting: It is at this stage that all the possible solutions and implications associated with each have been identified and documented in a concise, well written, background report. Although the report may have been prepared by staff, a consultant, committee of council or other designated group or person, it should be reviewed and commented upon by senior staff before its consideration by council. The following may serve as a guide in the preparation of reports:

• a letter of transmittal;
• a title page that identifies the subject and nature of the report and includes the name(s) of the author(s) and position(s);
• who the report is directed to and the date prepared;
• a table of contents;
• an executive summary if the report is over four pages in length;
• an introduction outlining the purpose of the report ;
• the methodology used to seek answers for the matter that was identified;
• a listing of possible solutions to resolve the problem as well as identification of the implications associated with each option, i.e. – financial, social, legal, technological, economic and human resource implications.
• a recommendation as to what is considered to be the most appropriate solution for the municipality;
• appendices with background and other information as may be considered appropriate.

Typeface; size of text; spacing; appropriate use of numbers, bullets and text to highlight important components, as well as other details of layout and content should be considered when preparing a report.

If there is anything in the report which does not sound clear and reasonable to the author(s), it can be safely assumed it will not sound clear and reasonable to the reader or listener.

Step Four – Examine the Findings: It is now time for council to receive and consider the report. The entire document and particularly the section which sets out the different options, implications and recommendations should be carefully examined. Some questions to consider:

• Have financial, legal, staffing and other implications associated with each option been identified and discussed?
• Is a particular option recommended over other options. If so, does the recommended option seem reasonable, effective and an efficient way of addressing the situation?
• How will the recommended option impact upon the municipality’s long-term, strategic plan objectives?
• What are the risks and what can be done to minimize or eliminate such risks?
• Are additional options worth considering that have not been identified in the report?
• Should the general public be consulted?

 Step Five – Decide and Implement: At this step in the decision making process council is called upon to decide on an appropriate action. Once agreement has been reached by council, it becomes the responsibility of senior staff to ensure the intention of council as policy maker is implemented. The amount of staff time and expertise required to fulfill council’s direction will depend on the complexity of the problem and of the solution. Senior employees are responsible for implementing decisions of council and must carry out all legitimate decisions, regardless of personal views. Naturally, a staff member must never be asked to do anything which is illegal or unethical. Some questions to be considered by senior staff:

• Is the intent of council’s decision fully understood?
• Who should be made aware of council’s decision – employees, committees, citizens groups, general public, media, others?
• What procedures should be developed to guide the implementation of this decision and who should do what?
• What resources are required at the different stages of implementation – human, financial, physical, and technological and are they easily accessible?

Step Six – Follow-up Evaluation: There is a need for council to be assured its decisions are being implemented as intended and that any approved decision remains relevant as a result of changes which may occur in the municipal operating environment. It can be expected that senior staff will periodically report to council any problems which arise or that are foreseen as a result of a particular decision. Councillors should feel comfortable requesting progress reports on any action they may have approved. The effect of the decision as it is being implemented should be compared with the original intent. Some questions to consider:

• What has been the reaction to council’s decision?
• Is the original decision still valid given the current operational environment?’
• Are there any circumstances that suggest reconsideration of the decision is appropriate?

ORDER A COPY OF THE COSEMA APPROACH FOR ALL MEMBERS OF COUNCIL