Post on 23-May-2020
transcript
Beyond Bureaucracy:Beyond Bureaucracy:Transforming Our Approaches
to HomelessnessTransforming Our Approaches
to Homelessness
David OsborneDavid Osborne
to Homelessness to Homelessness
David OsborneThe Public Strategies
G
David OsborneThe Public Strategies
GGroupDavid@psg.us
GroupDavid@psg.uswww.psg.us.978 768 3244www.psg.us.978 768 3244
The Coming Federal Train Wreck
The Coming Federal Train Wreck
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Train WreckTrain Wreck
The Coming Federal Train Wreck
The Coming Federal Train Wreck
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Train WreckTrain Wreck
The Coming Federal Train Wreck
The Coming Federal Train Wreck
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Train WreckTrain Wreck
The Coming Federal Train Wreck
The Coming Federal Train Wreck
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Train WreckTrain Wreck
The Coming Federal Train Wreck
The Coming Federal Train Wreck
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Medicaid, Medicare, Social Security, and Interest as a Percentage of GDP
Train WreckTrain Wreck
2009 Congressional Budget Offi R
2009 Congressional Budget Offi ROffice ReportOffice Report
40
30
35Plus Plus
Interest on Interest on DebtDebt
20
25
Federal RevenueFederal Revenue
Plus Plus Medicaid & Medicaid & MedicareMedicare
10
15
5
10
Social SecuritySocial Security0
Source: Congressional Budget Office, The Long-Term Budget Outlook, 2009.
GAO 2009 Report: The Federal Government’s Long-Term Fiscal Outlook
GAO 2009 Report: The Federal Government’s Long-Term Fiscal Outlook g
(Most Realistic Scenario)g
(Most Realistic Scenario)35.00
30.00
Plus Plus InterestInterest
20.00
25.00
Federal RevenueFederal Revenue
Interest Interest on Debton Debt
10.00
15.00
Federal RevenueFederal Revenue
Plus Medicare Plus Medicare & Medicaid& Medicaid
0 00
5.00
Social SecuritySocial Security
0.002009 2019 2030 2040
Source: GAO’s Fall 2009 analysis based on the Trustee’s assumptions for Social Security and Medicare.
The Fiscal Crisis is The Fiscal Crisis is PermanentPermanent
A “perfect storm” – the convergence of inexorable cost drivers:inexorable cost drivers:
• 10% annual increase in health care costs.
• Pension (and Social Security) obligations as population ages.
The DNA of Public Systems The DNA of Public Systems and Organizationsand Organizations
• Purpose
• Incentives
• Accountability
• Power• Power
• Culture
Five Strategies to Reinvent Five Strategies to Reinvent Bureaucratic GovernmentBureaucratic Government
• Core
• Consequences
• Customer• Customer
• Control
• Culture
I: THE CORE STRATEGY:I: THE CORE STRATEGY:
Clarity of Direction, Purpose, & RoleClarity of Direction, Purpose, & Role
Approaches:
• Clarity of direction: Improving your aim
• Clarity of purpose: Clearing the decksy p p g
• Clarity of role: Uncoupling steering and rowing
Budgeting for OutcomesBudgeting for OutcomesBudgeting for OutcomesBudgeting for OutcomesStates Cities
• Washington• Iowa• South Carolina
• Azusa, CA• Los Angeles• Spokane WA• South Carolina
• Michigan• Louisiana Dept. of Culture,
Recreation & Tourism
• Spokane, WA• Dallas, TX• Ft. Collins, CO• Northglenn CO
Counties• Snohomish, WA.
M lt h O
• Northglenn, CO• Redmond, WA• Eugene, OR• Savannah Georgia• Multnomah, Oregon
• Mesa County, CO• Polk County, FL
C i AZ
• Savannah, Georgia• Baltimore, MD
School Districts• Cococino, AZ• Larimer, CO
• Jefferson County, CO• Billings, MT
Results Not ActivitiesResults Not ActivitiesResults, Not ActivitiesResults, Not Activities
Move Focus From Here…
…to Here!
Inputs Activities Outputs OutcomesResults
SeparatingSeparatinggSteering and Rowing
gSteering and Rowing
• To Govern = To Steer
• Rowing = Providing services & enforcing compliance with rules
• Steering = Providing direction, setting policy, and catalyzing public and private action toand catalyzing public and private action to solve problems and meet public needs
Advantages of Steering over Advantages of Steering over RowingRowing
• More efficiency
M fl ibili• More flexibility
• More accountability for resultsy
• More experimentation, innovation
• More comprehensive solutions
• Better results for the moneyy
An Example: Children’s Service An Example: Children’s Service Councils in FloridaCouncils in Florida
E.g.: The Pinellas County Juvenile Welfare Board:
• Combines funding streams; controls $50 million a year
• Does no “rowing” itself
• Contracts with 60 providers: childcare centers, teen p ,centers, counseling, domestic violence shelters, residential treatment services, after-school activities…
• Uses performance contracts
• Providers compete; best ones expand, worst lose fundingfunding
II: THE CONSEQUENCES II: THE CONSEQUENCES STRATEGY:
Using Incentives to CreateSTRATEGY:
Using Incentives to CreateUsing Incentives to Create Consequences
Using Incentives to Create Consequences
Approaches:
• Managed competition• Managed competition
• Enterprise, or “entrepreneurial” management
• Performance management
Performance Management: Performance Management: Keys to SuccessKeys to Success
• Written performance agreements that lay out results expectedresults expected
• Direct, immediate, personal feedback on fperformance
• Meaningful rewards and consequences based• Meaningful rewards and consequences, based largely on objective measures of performance, not subjective evaluations
III: THE CUSTOMERIII: THE CUSTOMERSTRATEGY:
Putting the Customer in the Driver’sSTRATEGY:
Putting the Customer in the Driver’sPutting the Customer in the Driver s Seat
Putting the Customer in the Driver s Seat
Approaches:
• Customer choice• Customer choice
• Competitive choice
• Customer quality assurance
Customer Service Customer Service Standards: ExamplesStandards: Examples
• Bromley (London borough): Will repair paving problems within 2 hours of notice.p
• Minneapolis Public Schools: Any order of supplies will be delivered within 48 hours (down from 6 weeks)will be delivered within 48 hours (down from 6 weeks)
• Social Security Administration: 90% of calls to 800 number will be answered on the first call; 95% will benumber will be answered on the first call; 95% will be answered within 5 minutes.
Examples of Redress:Examples of Redress:Examples of Redress:Examples of Redress:
• If we fail to process your development permit within 60 days, we will refund the fee (Massachusetts)
• If a bus is late to school, the school gets a free bus for a field trip (Minneapolis School District)for a field trip (Minneapolis School District).
• If it takes more than 30 minutes to process your d i ’ li l i ’ f (I )driver’s license renewal, it’s free (Iowa).
IV: THE CONTROL STRATEGY:IV: THE CONTROL STRATEGY:IV: THE CONTROL STRATEGY:Shifting Control Away from the Top and
C
IV: THE CONTROL STRATEGY:Shifting Control Away from the Top and
CCenterCenter
Approaches:
O i ti l t• Organizational empowerment
• Employee empowermentEmployee empowerment
• Community empowerment
B ti BB ti BBusting BureaucracyBusting Bureaucracy
• “We can defy gravity, but the paperwork is overwhelming.”
Werner Von Braun
Decentralizing Decision Decentralizing Decision gMaking
gMaking
• HUD has pledged to do this—hold them to it!
• Do the same in your own community.
• The best operational (as opposed to strategic) decisions are usually made by the
l l t t th it tipeople closest to the situation.
Culture ChangeCulture Changegg
The other four strategies will change theThe other four strategies will change the culture.
But it never happens fast enough, so youBut it never happens fast enough, so you need to work on it directly--to change peoples’ unconscious paradigms.
• It’s not easy
• It happens slowly one by one• It happens slowly, one by one
• It’s retail work
Mantras of theMantras of theBureaucratic CultureBureaucratic Culture
♦ It’s not my job.
Th t’ b d♦ That’s above my pay grade.
♦ I’m only following the rules.
♦ It’s their fault; I’m a victim here.
♦ Stay low; go slow.
V: THE CULTURE STRATEGY:V: THE CULTURE STRATEGY:Changing Habits, Hearts, and MindsChanging Habits, Hearts, and Minds
Ch i h bit C ti
Approaches:Approaches:
• Changing habits: Creating new experiences
• Touching hearts: Developing a new covenant
• Winning minds: Developing new mental models
How do you changeHow do you changeHow do you change How do you change habitshabits??
WITH NEW EXPERIENCESWITH NEW EXPERIENCES
Ch i H bitCh i H bitChanging HabitsChanging HabitsTools:Tools:
• Meeting the customers
Tools:Tools:
• Walking in the customer’s shoes
• Job rotation• Job rotation
• Internships & externships
T hi H tT hi H tTouching HeartsTouching Hearts
Tools:Tools:
• Celebrating success
• Honoring failure• Honoring failure
• New rituals, symbols, stories, y ,
Winning MindsWinning MindsWinning MindsWinning Minds
Tools:Tools:•• Benchmarking performance
Tools:Tools:
• Learning groups and site visits
• Real-time, Large-scale Strategic Planning
Over Time, You Need All Over Time, You Need All Five StrategiesFive Strategies
• Core
• Consequences
• Customer• Customer
• Control
• CultureC C C C C T f tiC x C x C x C x C = Transformation
Leading and Managing Leading and Managing ChangeChange
• You need to lead—at every level.
• You need a strategic blueprint—a roadmap.
• You need to manage the change process.g g p
• You need to invest (in training, team-building, technology, consulting, facilitation, etc.).technology, consulting, facilitation, etc.).
• You need communication and political strategies.
Fear of ChangeFear of ChangeFear of ChangeFear of Change• Fear of failure/ridicule/bad press
• Fear of loss of control
• Fear of losing your job
• Fear of co workers or allies reaction• Fear of co-workers or allies reaction
• Fear of hurting clients/customers
• Fear of risk-taking
• Fear of the unknown
Overcoming Fear (1)Overcoming Fear (1)Overcoming Fear (1)Overcoming Fear (1)• Naming it• Naming it
• Embracing the fears
• Removing the issue
• Helping people admit problems of status quo
• Painting a vision of the future: turning thePainting a vision of the future: turning the unknown into the known
• Involving people in planning
Overcoming Fear (2)Overcoming Fear (2)Overcoming Fear (2)Overcoming Fear (2)
• Risk-sharing partners
Creating new rewards• Creating new rewards
• Pilot Projects
• Site visits
MistrustMistrustMistrustMistrust
• Nonprofits vs Cities vs HUD• Nonprofits vs. Cities vs. HUD
• Labor vs. Management
• Managers vs. Elected Officials
Citi G t & P liti i• Citizens vs. Government & Politicians
• Business vs. Government
• Democrats vs. Republicans
Overcoming MistrustOvercoming Mistrustgg
• Information; the more the better
• Constant communicationConstant communication
• Listening is critical!
• Earning trust, promoting real honesty
• Putting yourself in others’ shoesg y
• Equal partnerships
B di t• Bonding events