Contemporary Trends and Leadership Challenges in Local Government Jo - - PowerPoint PPT Presentation

Contemporary Trends and Leadership Challenges in Local Government

Jo hn Na lb a ndia n

www.g o o dlo c a lg o ve rnme nt.o rg na lb a nd@ ku.e du

Goals

• De sc rib e funda me nta l pre re q uisite fo r e ffe c tive

g o ve rna nc e —c o nne c ting po litic a l a c c e pta b ility with a dministra tive susta ina b ility

• I

ntro duc e two c o nte mpo ra ry tre nds tha t wide n the g a p

• De sc rib e the le a de rship c ha lle ng e s a sso c ia te d with

b ridg ing the g a p

• I

de ntify a ttitude / mindse t to de a l with the c ha lle ng e s

Effective Governance bridges the gap between

• Administrative

sustainability

• Political acceptability

Contemporary trends

• Administrative

modernization

• Politics of identity

Leadership Challenges

Networked problem solving structures Engagement processes Develop bridge building roles and responsibilities

Examples of the Gap between “Administrative Sustainability” and “Political Acceptability”

• Post Office closings
• Fiscal Cliff
• Belle Isle, Detroit
• Your examples

What are the consequences of failing to bridge the gap?

Gap between Political Acceptability and Administrative Sustainability*

Building Political Acceptability

• Do we a g re e o n the pro b le m to b e so lve d, its

impo rta nc e , a nd o ur g o a ls?

• Do we a g re e o n the sc o pe o f the pro b le m a nd

impo rta nt dime nsio ns o f the pro b le m?

• Wha t a re the philo so phic a l/ ide o lo g ic a l diffe re nc e s

tha t will a ffe c t the disc ussio n?

• Do we a g re e o n who sho uld b e a t the ta b le , who

we will liste n to a nd who o ur a udie nc e is?

Building Administrative Sustainability

• Do we unde rsta nd a nd a g re e a mo ng a dmin sta ff
• n the pro b le m to b e so lve d?
• Do the so lutio ns pro po se d re fle c t pro fe ssio na l no rms

a nd te c hnic a l e xpe rtise

• Will pro po se d so lutio ns so lve the pro b le m?
• Will the so lutio ns b e a ffo rda b le a nd susta ina b le ?

Contemporary Trends

• Administra tive mo de rniza tio n
• De sire to c re a te , ma inta in, a nd pre se rve se nse o f

c o mmunity/ ide ntity—”Ho no r the pa st; c a pture the pre se nt; sha pe the future !”*

*Mission statement of KU Libraries

Your Experiences

• Mo de rniza tio n: Co mpa re d to the pa st, ho w a re yo u

ma king de c isio ns b a se d o n ha rd da ta to da y tha t is syste ma tic a lly a va ila b le ? Wha t da ta b a se s e xist to da y e le c tro nic a lly tha t we re no t a va ila b le e le c tro nic a lly in the pa st?

• I

de ntity: Ho w a re issue s o f ide ntity e xpre sse d in yo ur c o mmunity (e .g . la nd-use ; ne ig hb o rho o ds c o nc e rns; e a st v. we st; b ra nding )? Ho w ha ve yo u se e n the impo rta nc e o f trib e , fa mily, re lig io n wo rldwide ?

Indicators of Modernizing the Organization

• Co nne c ting a dministra tive pro c e sse s to stra te g ic g o a ls
• I

nte g ra ting pe rso nne l a nd fina nc ia l syste ms

• Org a nizing a ro und pro b le ms, no t de pa rtme nts a nd hie ra rc hy—e .g .

re duc ing g a ng vio le nc e

• De c e ntra lize d de c isio n ma king fo r time ly re spo nse , b ut c e ntra lize d

to o ls

• Ma rke t o rie nta tio n inc luding priva tiza tio n; c itize n a s c usto me r
• GI

S/ GPS a c tivitie s a nd I nte rne t-b a se d inno va tio ns

• Re sults-b a se d & q ua lity-b a se d pe rfo rma nc e me a sure me nt a nd

b e nc h ma rking

• Go a l-b a se d pe rfo rma nc e a ppra isa l
• Pe rfo rma nc e b udg e ting
• Cha ng e in e xpe c ta tio ns re : time

Two Features of Modernization

• Ha rd da ta drive o ut so ft da ta (e xpe rie nc e , intuitio n)

whe n e ffic ie nc y a nd q ua lity a re impro ve d. E xa mple s: c a sino s, a c tua ria l pro je c tio ns; a sse ssing pro pe rty va lue s

• Mo de rniza tio n me a ns c e ntra liza tio n,

sta nda rdiza tio n, c o nsiste nc y, hig h q ua lity, a nd fa milia rity. E xa mple : Mc Do na ld’ s; a irpo rts (I f I did no t kno w whe re I wa s, c o uld I te ll fro m the inside o f the a irpo rt? )

Surrender “to the world of your Blackberry”-- Lasgo

Wal-Mart

Indicators of Desire for Identity/Community

• E

mpha sis o n b ra nding

• F
• c us o n us/ the m: pa ssio n in c o mmunity/ ne ig hb o rho o d/ ide ntity

issue s—NI MBY (Ga rdne r inte rmo da l)

• Mo re e mpha sis o n ne ig hb o rho o d s a s the b a se unit o f the

c o mmunity (de fa c to g o ve rnme nts) e .g . HOAs

• E

mpha sis o n pre se rva tio n o f the pa st

• T

he pa st vie we d idyllic / wistful/ no sta lg ic

• E

ng a g ing c itize ns in a dministra tive pro c e sse s—pho ne a pps fo r po tho le re pa ir; pa rtic ipa to ry b udg e ting e xe rc ise s

• Mo re a ve nue s fo r o pinio ns/ fe e db a c k
• Mo re a c c o unta b ility a nd tra nspa re nc y with c itize ns
• Mo re c o mmunic a tio n, c o nta c t, a nd e duc a tio na l o ppo rtunitie s

Somewhere Over the Rainbow— Israel Kamakawiwo'ole

The Challenge

• Ho w do we use the te c hniq ue s o f mo de rniza tio n to

b uild uniq ue c o mmunitie s o f c ha ra c te r?

• Ho w do we c o nne c t the wo rlds symb o lize d in the

two so ng s: Surre nde r a nd Ra inb o w?

– I

s it a s simple a s putting a fa ç a de o n Wa lma rt?

Communities of Character

• E

c o no mic a lly a nd so c ia lly vib ra nt a nd c o nne c te d to its ne ig hb o rs

• Citize n trust a nd c o nfide nc e tha t jurisdic tio n c a n

de a l e ffe c tive ly with pub lic pro b le ms

• Assist c itize ns re ta in c o ntro l a nd b uild ide ntity
• Va lue spo nta ne ity ye t fo ste r tra ditio n
• E

nc o ura g e g e ne ro sity a nd dive rsity

• E

mb o dy a nd a dd to the g re a te r g o o d

Challenge 1—Administrative Challenge in Roles and Responsibilities

• How to create and reinforce “bridge building”

administrative roles and problem oriented approaches …without becoming politically aligned or administratively compromised.

Working in the Gap

Discussion Questions for Working in the Gap

• Are some department heads more skilled than
• thers at working the gap?
• What are the administrative

skills/mindset/attitude that separate them from others?

• (No use of “communication” or one word lists)

Issues Related to the Structural Challenge

• Re a liza tio n tha t pro b le ms e xte nd b e yo nd

e sta b lishe d b o unda rie s c o ntrib uting to the g a p

• As the g a p inc re a se s, o the r e ntitie s a re invite d a nd

invite the mse lve s into the g a p:

• T

hird pa rtie s e me rg e a s pla ye rs

• No n pro fits, a sso c ia tio ns, c lub s (ro ta ry), fo unda tio ns

(e a c h c la ims a spa c e in the g a p)

• Sha re d se rvic e s b e twe e n jurisdic tio ns
• Re g io na l a utho ritie s e me rg e
• Cro ss se c to r pa rtne rships, c o ntra c ting o ut, priva tiza tio n

Structural Challenge

Ho w to sync hro nize g o ve rnme nt jurisdic tio n a nd third pa rty pla ye rs with pro b le ms to b e so lve d L e a de rship/ ma na g e me nt c o nside ra tio ns:

–

E xisting b o unda rie s c o me into q ue stio n

–

I mpe ra tive fo r c o lla b o ra tive re la tio nships a nd skills

–

Ma na g ing in ne two rks a s we ll a s hie ra rc hy

–

Ma na g ing b o unda rie s (silo s) b e c o me s a ne w c o nc e pt

–

Minne a po lis/ St. Pa ul e xa mple ; One Ba yAre a e xa mple

Issues Related to Process Challenge

• Cre a te s po ssib ilitie s fo r c o mpre he nsive

a ppro a c he s (e .g . la nd-use , tra nspo rta tio n, e c o - de vo , e nviro nme nt)

• Mo re a ve nue s fo r po litic a l e xpre ssio n e me rg e
• L

a c k o f hie ra rc hy c re a te s I mpe ra tive fo r pla nne d e ng a g e me nt (www.ia p2.o rg ) lo o k fo r the “spe c trum”

• I

nfo rma tio n sha ring

• Co nsulta tio n
• E

mpo we rme nt (sho w psyc h c o ntra c t)

Process Challenge

• A. Ho w to inc o rpo ra te e ng a g e me nt (pla nne d a nd

spo nta ne o us, inc luding so c ia l me dia ) into tra ditio na l g o ve rnme nt struc ture s a nd pro c e sse s to pro mo te de lib e ra tio n a nd c o nside ra tio n o f ra ng e

• f pub lic va lue s
• Priva te se c to r is pro fit drive n
• No n-pro fit se c to r is missio n drive n
• Pub lic Se c to r is va lue s drive n

B. Ho w to e mb ra c e inte rna l o rg a niza tio na l ne two rks while re spe c ting tra ditio na l line s o f a utho rity.

Summary Challenges

• A. Ro le s a nd Re spo nsib ilitie s: Administra tive

sta ff mo ving into the g a p (witho ut po litic a l a lig nme nt o r a dministra tive c o mpro mise )

• B. Struc ture s: De ve lo ping skills/ mindse t whe re

the pro b le ms to b e so lve d drive po l/ a dmin wo rk a nd jurisdic tio na l a nd/ o r de pa rtme nta l b o unda rie s a djust

• C. Pro c e sse s: I

mpe ra tive fo r e ng a g e me nt a s a de c isio n ma king a ppro a c h

• A. Citize ns

B. Ne two rks (inc luding within the o rg )

Questions

1. Whic h o f the c ha lle ng e s is mo st re le va nt to yo u? 2. Whic h skills tha t yo u ide ntifie d a re yo u b e st po sitio ne d to e nha nc e o r de ve lo p? 3. Whic h a re yo u le a st pre pa re d fo r? 4. Wha t is o ne ste p yo u c a n ta ke to pre pa re yo urse lf/ me e t the le a de rship c ha lle ng e s?