“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) [email protected]
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