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“Just Do It”: Advancing Public Services With Limited Resources and Multiple Priorities

“Just Do It”: Advancing Public Services With Limited Resources and Multiple Priorities. Kathy G. Pelleran, MPA APPAM/HSE/UMD Conference Moscow, Russia June 27-29, 2011. Advancing Public Services - Overview. Numerous priorities – limited resources

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“Just Do It”: Advancing Public Services With Limited Resources and Multiple Priorities

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  1. “Just Do It”: Advancing Public Services With Limited Resources and Multiple Priorities Kathy G. Pelleran, MPA APPAM/HSE/UMD Conference Moscow, Russia June 27-29, 2011

  2. Advancing Public Services - Overview • Numerous priorities – limited resources • Elected officials and administrative staff tasked to deliver • Global economic shock a “focusing event” • Brief comparison of RF and US – past informs future • Illuminates need for global networking and quality training programs for public sector corps • Vignette of state effort applied.

  3. Advancing Public Priorities • Visible structures: authorizing documents (constitution), laws, policies, rules, resources/services, elections • Invisible structures: values, level of trust, power schemes • Alignment of visible and invisible => achieving goals • Agenda-setting • Networking • Leadership • Global economic shock => Window – improve systems

  4. Advancing Public Priorities • Action by leaders at all levels of PA • Transactional – structure • Transformational – structure • Transforming – Self improvements (this is the”Action” key)

  5. Table 1. Leading moral components of transactional and transformational leadership.

  6. Advancing Public Priorities • Rule of law “… the role of government … is to do something that the market cannot do for itself, namely, to determine, arbitrate, and enforce the rules of the game.” -- Milton Friedman, 1962 “… administration is the most obvious part of government … government in action.” -- Woodrow Wilson, 1887

  7. Advancing Public Priorities • Network of critical stakeholders • Expertise • Subgroups and issue networks • Shared stake • Technical expertise • Why people stop? Pitfalls to action: • Intimidating • Culturally passive • Fearful of job loss or lack of promotion

  8. Multiple Streams Framework Source: Adapted from Zahariadis(2003) in Sabatier (2007, p. 71)

  9. Crisis in Russia • Past: USSR => Gorbachev: glasnost (openness), perestroika (restructuring) • Independent media • NGOs (deal with human rights) • Freedoms • Business oligarchs emerge • Did not make structural improvements Yeltsin years => more open, pensioners hopeful, social democratic structures of new Constitution, free elections, decentralization yields chaos, 1998 currency collapses (trust by people strained), joint ventures unprotected

  10. Crisis in Russia • Putin years => social democratic agenda stalls, consolidates state, recentralizes, more power to bureaucrats, changes elections of regional governors to presidential appointment, tightens Duma electoral lines to eliminate competition. Restricts media, NGOs, and personal freedoms. • Medvedevelectioned, aims to crack down on corruption, changes term of presidency to 6 years.

  11. Crisis in Russia • 2008 global financial crisis. Government uses vast reserves for quick response with stimulus: cut taxes, advance funds to regions for social programs, business and financial sectors • 2009: May-September government adds new criterion for receiving stimulus. • Better performance • Use of new technologies • Energy efficiency • Greater transparency in financial activities

  12. Crisis in Russia • No long-term fixes to inadequate public infrastructure • No economic diversification • No investment in antiquated infrastructure • No investment in antiquated energy structures • Corporate debt estimates @ $440 billion, $130 due in 2011 • Corruption in business sector continues • Corruption in bloated public sector continues • 19 million people live in poverty

  13. Russia Recovering from Crisis • International Monetary Fund (April 2011) shows RF financial sector recovering (although competition decreases as large bank takes over smaller banks) • Markets recovering • Meanwhile, laws not keeping pace. Contradictory. Ethics laws lack enforcement. Tax evasion limits revenue for public services. • Inefficiency and corruption in public sector curtails service delivery. (i.e. rent-seeking by regional admin for land leases for forest products)

  14. Crisis in US • Past: Great Depression 1920s, Roosevelt establishes “New Deal” to create large public sector with public programs in human services and public health aimed at women, children, poor. • Laws passed by Congress • Agency Rules, regulations grow parallel to public services • Courts involved where disputes. Case law grows along with this expansion.

  15. Crisis in US • Terrorism 9/11 • Scandal in “fuzzy bookkeeping” (i.e. Enron). • Finance companies take advantage of mortgage finance gap in sub-prime markets created in 1980/90s banking deregulation • Inflated realestate => “Housing Bubble” – some get mortgage loans that would not have previously qualified • Housing bubble collapses – takes household wealth of many Americans.

  16. Crisis in US • US financial situation bleak, all sectors suffer: • US citizens housing wealth lost • Financial sector on verge of collapse • Businesses suffer, lay-off employees • Suppliers go out of business • Foreign investors get stung • Greatest lost to most vulnerable, poor, pensioners, vulnerable single-parent households. • Domestic auto companies (General Motors, Chrysler)

  17. US Addresses Crisis • TARP – Troubled Asset Relief Program (Bush, Oct. 2008) • ARRA – American Recovery and Reinvestment Act (Obama, Feb. 2009)

  18. Multiple Streams Framework Source: Adapted from Zahariadis(2003) in Sabatier (2007, p. 71)

  19. World Response • Leaders worldwide focus on crisis and set agendas to address economic and social concerns, infrastructure development or modernization • Supranational macro-agenda unfolds in agenda-setting • Problem Stream – Financial crisis is “focusing event” (PA) • Politics Stream – national mood(s): need/want action (PA) • Policy Stream – technical feasibility, create, pass, fund (PA) • Policy Window: short access span (?????) • Policy Entrepreneurs: Action players, National Leadership (PA)

  20. World Response • Different agendas – each with stimulus • Emerging economies – better off, newer or modernized structures, less toxic assets (many learned from past) • “Real Economy” affected by drop in demand • Consumer spending contracts • Social policies – poor, unemployment fund, food assistance, expand health care, eductation • Tax cuts • Industrial-social schemes – i.e. car swap - old for new • S. Korea – “Green New Deal” – 3/5s stimulus to green tech

  21. World Response - Downside • Few have long-term fix (s. Korea) • 128 countries, few address corruption, avoid involving civil society in deciding use of resources – particularly acute in Russia (i.e. bloated public sector, deficient administrative capacity) • Four areas suggested for change and best impact: • Improve stakeholder and citizen participation • Strategic planning • Policy development • Interagency/intergovernmental relations

  22. Policy Stakeholders(Adapted from Hatch, 2006)

  23. Leadership is Key • Keep lines of communication open, continue to negotiate. Build relationships of trust: local, regional, national, global for future alliances. • Trust is hallmark of authentic leadership that is basis of collaboration. Morals, values, frame a leader’s character, needed to conduct business ethically. • Ethical treatment of allies and followers, ensures productive collaboration to win on issues for agendas (MS) • Start slow, build trust, find common ground to set agenda, stay the course.

  24. 7 Key Collaborative Factors • Shared, specific interest or purpose • Pursue collaboration now • Appropriate people at the table • Open, credible process • Passionate champion with credibility and clout • Trusting relationships • Skills of collaborative leadership (Source: Linden, 2010)

  25. Two Collaboration Challenges • Trying to solve 21st century problems using 18th century structures. • Fragmentation, Funding and Specialization • Control and Information Silos • Coping with the expectations of a highly individualistic society. • Individualistic • Collectivist • Nation of Joiners

  26. Figure 3. Network Approach

  27. Factors in Identifying Stakeholders

  28. FIGURE 1. FIGHT CRIME: INVEST IN KIDS Michigan -- 2010 Strategic Planning Table/Logic Model:

  29. FIGURE 2. COMMUNITY CONVERSATION: A PROGRAM DEVELOPMENT TACTICby FIGHT CRIME: INVEST IN KIDS MICHIGAN

  30. Figure 4. Leadership Reflection

  31. Organization Social Structure Executive Decision Making Strategic Planning Research & Development Public Relations InputsOutputs Accounting Personnel Facilities Maintenance Katz & Kahn in Hatch (2006) Adaptation Maintenance Support Support Technical Core

  32. Quotes: If you want to go quickly, go alone. If you want to go far, go together. --African proverb Key to Political Success: People gain influence when they share influence & credit. -- R. Linden

  33. Questions? Thank you! Contact information: Kathy Pelleran 124 W. Allegan Street, Ste. 1220, Lansing, MI 48933 (517) 803-2463 kppelleran@fightcrime.org

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