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BY MICHAEL R. SMITH

Everyone wants good government. It is only when we begin to define "good government" that there are disagreements, and often those can be strong and emotional. Some people want an active local government that provides a rich mix of services; they are comfortable with more government programs and higher taxes. Others equate good government with small government. Those people want fewer services and lower taxes; they essentially ask government to get out of the way.

Who chooses between these competing visions? That responsibility falls squarely on local elected officials -- city council members and county commissioners. They are elected to make the policy choices that cumulatively define the role of government in the lives of their citizens. The public trust that we place in our elected officials gives them--and only them--the authority to set broad policy. Citizens always can change that policy by changing their leaders at the next election.

Elected officials are not expected to do this work by themselves. North Carolina has been a leader in the council-manager form of government. This means that responsibility for local government is divided -- elected officials set policy and the manager, along with other professional staff members, implements that policy.

This all seems straightforward in theory, so what is the problem? From time to time, leaders lose track of their responsibilities. Elected officials may decide that, in addition to setting local policy, they want to get involved in the day-to-day administration of that policy. Or a manager may step outside of his or her role by inappropriately trying to influence broad policy. Either of these scenarios can damage the effectiveness, confidence and morale of the professional staff and can create tension among the elected officials.

Cities and counties are best served when elected and appointed officials understand their roles, act in good faith and maintain open lines of communication. Fortunately, in North Carolina this is the rule rather than the exception. Public officials in our state -- both elected and appointed -- are among the most professional and well-trained in the nation.

In 1931, in an economic period similar to what we are experiencing now, UNC law professor Albert Coates began organizing "schools" for groups of local officials to educate them about their roles. Over the years, those first few courses have grown into a comprehensive educational resource known as the School of Government, where public officials on all levels -- managers and elected officials -- gain knowledge and strengthen their capacity for building strong partnerships.

A strong partnership between an elected board and the manager is essential if local governments are to address the complex challenges facing their communities. Managers should be encouraged to question their board members' assumptions and develop innovative ideas for their consideration. But the board must make the final call about major policy choices.

In the end, it always comes down to leadership. Though their job functions are different, managers and elected officials can produce amazing results for their citizens when they are aligned. The result is good government, however you define it.

Michael R. Smith is dean, School of Government, at UNC-Chapel Hill.