“Just Do It”: Advancing Public

Services With Limited Resources

and Multiple Priorities

Kathy G. Pelleran, MPAAPPAM/HSE/UMD Conference

Moscow, RussiaJune 27-29, 2011

Advancing Public Services - OverviewNumerous priorities – limited resourcesElected officials and administrative staff tasked to

deliverGlobal economic shock a “focusing event”Brief comparison of RF and US – past informs

futureIlluminates need for global networking and quality

training programs for public sector corpsVignette of state effort applied.

Advancing Public PrioritiesVisible 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

Advancing Public PrioritiesAction by leaders at all levels of PATransactional – structureTransformational – structureTransforming – Self improvements (this is

the”Action” key)

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

Advancing Public PrioritiesRule 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

Advancing Public PrioritiesNetwork of critical stakeholdersExpertiseSubgroups and issue networks

Shared stake Technical expertise

Why people stop? Pitfalls to action: Intimidating Culturally passive Fearful of job loss or lack of promotion

Multiple Streams FrameworkPolicy Output

Policy Window

Problem Stream

Politics Stream

Policy Entrepreneu

rs

Policy Stream

Source: Adapted from Zahariadis (2003) in Sabatier (2007, p. 71)

Crisis in RussiaPast: 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

Crisis in RussiaPutin 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.

Medvedev electioned, aims to crack down on corruption, changes term of presidency to 6 years.

Crisis in Russia2008 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

Crisis in RussiaNo long-term fixes to inadequate public

infrastructureNo economic diversificationNo investment in antiquated infrastructureNo investment in antiquated energy structuresCorporate debt estimates @ $440 billion, $130 due

in 2011

Corruption in business sector continuesCorruption in bloated public sector continues19 million people live in poverty

Russia Recovering from CrisisInternational Monetary Fund (April 2011) shows RF

financial sector recovering (although competition decreases as large bank takes over smaller banks)

Markets recoveringMeanwhile, 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)

Crisis in USPast: 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 CongressAgency Rules, regulations grow parallel to public

servicesCourts involved where disputes. Case law grows

along with this expansion.

Crisis in USTerrorism 9/11Scandal 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.

Crisis in USUS financial situation bleak, all sectors suffer:

US citizens housing wealth lostFinancial sector on verge of collapseBusinesses suffer, lay-off employeesSuppliers go out of businessForeign investors get stungGreatest lost to most vulnerable, poor, pensioners,

vulnerable single-parent households.Domestic auto companies (General Motors, Chrysler)

US Addresses CrisisTARP – Troubled Asset Relief Program (Bush, Oct.

2008)ARRA – American Recovery and Reinvestment Act

(Obama, Feb. 2009)

Multiple Streams FrameworkPolicy Output

Policy Window

Problem Stream

Politics Stream

Policy Entrepreneu

rs

Policy Stream

Source: Adapted from Zahariadis (2003) in Sabatier (2007, p. 71)

World ResponseLeaders 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)

World ResponseDifferent agendas – each with stimulusEmerging 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

World Response - DownsideFew 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 participationStrategic planningPolicy development Interagency/intergovernmental relations

Policy Stakeholders(Adapted from Hatch, 2006)

Citizen-Environment: Self-Interest

Network: Self-Interest

Legislature: Self-Interest

Governor: Self-Interest

Leadership is KeyKeep 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.

7 Key Collaborative Factors1. Shared, specific interest or purpose2. Pursue collaboration now3. Appropriate people at the table4. Open, credible process5. Passionate champion with credibility and clout6. Trusting relationships7. Skills of collaborative leadership(Source: Linden, 2010)

Two Collaboration ChallengesTrying to solve 21st century problems

using 18th century structures.Fragmentation, Funding and

SpecializationControl and Information Silos

Coping with the expectations of a highly individualistic society.IndividualisticCollectivistNation of Joiners

Figure 3. Network Approach

Factors in Identifying Stakeholders

• Low Stake/High Interest

• Low Stake/Low Interest

• High Stake/High Interest

• High Stake/Low Interest

Invite inPossible Champio

n

Possible Champio

n

Not usually at table

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

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

Figure 4. Leadership Reflection

Organization Social StructureExecutive Decision MakingStrategic PlanningResearch & DevelopmentPublic Relations

Inputs Outputs

AccountingPersonnelFacilities Maintenance

Katz & Kahn in Hatch (2006)

Adaptation

Maintenance

Support SupportTechnical Core

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

Questions?

Thank you!

Contact information:Kathy Pelleran124 W. Allegan Street, Ste. 1220, Lansing, MI 48933(517) 803-2463kppelleran@fightcrime.org