Shelly Jenkins, incumbent

From an email interview:

Goverment by design, was set up with checks and balances.  However, sometimes these steps that separate powers and keep a healthy balance can be confused or viewed as burdensome and unnecessary.   In order for representative government to function as intended from the people up, and not from the top down, these boundaries need to be respected.

In our form of government the Mayor and administrator, who is employed at his pleasure, separate duties of the day to day management of departments and employees to the administrator. But ultimately, the Mayor controls the city staff through the direction of the administrator.  Knowing that it’s in the best interest of the staff to please the Mayor and administrator, it is easy to see how things can get out of balance.       

I was recently asked why I didn’t vote for the city’s budget.  The short answer is there wasn’t enough information.   Reviewing and approving the city’s annual budget is an important part of the council’s responsibilities.  Because the Mayor and administrator have chosen to streamline this process, the council has become less and less involved in the detail.  Katie, you posted the information for http://www.utahsrights.com/  I have been aware of this site for a year or so.  It has become the only source available to the council and the public, to access more specific information as it relates to city employee salaries.  In a service organization our greatest expenses are wages and benefits.  It’s important that we are making wise, sustainable decisions as it relates to these costs.  There may be those in the public that aren’t concerned with how the council is making these decisions, however I have been contacted by many that are concerned that the council isn’t as involved and engaged as they should be.

I know of instances when the council should have been asking for additional information from staff.  We acted on their recommendations and consequently the outcomes were not in the cities best interest, as our information and process wasn’t adequate.  The council isn’t dealing with issues day-to-day and we rely on staff to provide quality information and details. We shouldn’t always “just trust” that people don’t make mistakes, as we all do.  Five heads are better than one and comments or questions could bring light to a possible oversight or a potential problem.

In my view a road to greater efficiency and balance can be achieved with improved preparation of our executive summary, which is used to address agenda items brought before the council.  This document has been a work in progress.  While much improved from its origin it still falls short in a lot of cases, as it lacks alternatives, pros and cons etc.  

Sadly the public isn’t involved in all the issues that the council deals with, which admittedly is mostly mundane and routine, so it doesn’t peak their interest.  Regardless we should still be prepared, study the information as provided and ask questions accordingly, so as not to find ourselves second guessing decisions after the fact.  With that said our information needs to be accurate and prepared with integrity, viewing all sides of the issues and not to prepare information in a manner to support any particular outcome.   

I have had the pleasure, past and present, of working with very intelligent well, intended council members and I have learned a great deal from them.  Most were aware and also spoke out with frustration, knowing that the culture of city government was drifting in the wrong direction to keep a healthy balance in the power.  People can become entrenched in their ideals or agendas.  It’s up to the council to understand the powers they have and recognize it’s healthy to exercise them and not to become complacent.