‘It’s Not Like Never-the-Twain-Shall-Meet’: Politician–Staff Relationship Structures in Local Government

Abstract

Local governments have two primary components: elected representatives and employed staff. The relationship between these two groups has significant impacts on local authority operation. Two key theoretical models used to characterise these relations, the well-established Politics/Administration Dichotomy and the recently conceived Complementarity Model, are employed here to explore relationships in New Zealand councils. Results show varying views regarding whether the separation of staff and elected representatives (councillors) is based on their respective roles or inputs. A role-based separation emphasises distinct ‘realms’, with elected representatives controlling policy making and staff controlling the implementation of policy. This approach supports a hegemonic relationship and embodies the Politics/Administration Dichotomy. On the other hand, an input-based separation emphasises the issues that each group should focus on, with councillors integrating community desires and staff contributing their technical expertise. The latter lends itself to interactive processes and is consistent with the Complementarity Model. Neither input nor role-based relationships are inherently superior; various empirical factors influence the suitability of each. This suggests that it is advantageous to have multiple theoretical models accounting for alternative local government relationship structures, but future research is needed to clarify the ‘best’ options for different contexts.

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