Contemporary Challenges in Local Government: Evolving Roles and Responsibilities, Structures, and Processes - Nalbandian - 2013 - Public Administration Review. We have identified three leadership challenges associated with bridging the gap between what is administratively sustainable and what is politically acceptable.4 The three focus on roles and responsibilities, structures, and processes of local government, suggesting their scope and importance. We will identify them and then describe how they were selected.
We have identified three leadership challenges associated with bridging the gap between what is administratively sustainable and what is politically acceptable. We employed a variety of qualitative approaches to identify the challenges. We drew on the experiences of the Olathe, Kansas, leadership team to develop our leadership agenda. Engagement with the city of Olathe was stimulated by the Alliance for Innovation's request to identify contemporary challenges facing an innovative Midwestern city, and the Alliance suggested that we focus on Olathe. We received 13 responses. Leadership Challenge 1: Roles and Responsibilities. Running government like a business has been a dismal failure.
Thirty years ago, Anglo-American politicians set out to make the public sector look like the private sector. They decided to grab hold of the policy-making levers and push public servants to manage operations along the lines of their private-sector counterparts. There’s plenty of evidence to suggest that politicians have gained the upper hand in shaping policies. Evidence-based policy-making has lost currency, as has the policy advisory role of senior public servants. But there’s also plenty of evidence to suggest that management reform measures have failed. It’s not too much of an exaggeration to write that the policy advisory role of public servants in Anglo-American democracies has been turned on its head.
Public servants of yesteryear would emphasize proper data-gathering procedures and produce analyses with predictive power. The notion that public administration could be made to look like private-sector management has been ill-conceived, misguided and costly to taxpayers. Donald J. The New Wave - A Paradigm Shift in Municipal Financial Stewardship. "To be or not to be. That's not really a question. " - Jean-Luc Godard "States and cities have deep structural problems that will not go away just because the country is coming out of the recession that started in 2008. " - Volcker-Ravitch Report In local government, unlike the federal government, we don't have the luxury of operating in an environment of unbalanced budgets. Cities and counties are mandated to present balanced budgets each and every fiscal year. While Godard was clearly not discussing local government finance when he stated "To be or not to be.
The New York Times recently reported on the release of the Volcker-Ravitch report in their article Task Force Urges Local Governmens to Stop Obscuring Fiscal Troubles. Now, so many of us who "are in the business" of trying to balance budgets, understand and appreciate the dangers and fallacies of applying budget gimmicks. A new paradigm is required - a "New Wave" in local government Fiscal Health. The Crisis is Not Fiscal. Www.unf.edu/~g.candler/PAD6060/11.pdf. Faculties/arts/departments/philosophy/ethics/media/A_wink_and_a_nod.pdf.
OASIS Transformational Government Framework TC. Advancing an overall framework for using IT to improve delivery of public services John Borras, johnaborras@yahoo.co.uk, Chair Table of Contents Announcements New British Smart Cities Specification Uses OASIS Transformational Government Framework, 26 Feb 2014 OASIS members approve the Transformational Government Framework (TGF) Pattern Language Core Patterns Version 1.0 as an OASIS Standard - see the full announcement here. TC approves version 1.0 of the Transformational Government Framework (TGF) Tools and Models for the Business Management Framework: Volume 1 Using the Policy Product Matrix - The OASIS Transformational Government Framework TC members have recently approved a new Committee Note covering the use of the Policy Product Matrix.
The authorative document is available here and the latest version of the Matrix is available here. Contact member-services@oasis-open.org for more information on joining the TC. Overview For more information on TGF, see the TC Charter. Subcommittees. GovDTF Document Library. Table of Contents Charter 20060217: Government DTF Charter and Structure Adopted Technology Model for Performance-driven Government Version Beta (MPG) This specification was adopted by the Board of Directors on 21 June 2010. Requests for Proposal The leading dates are the dates each RFP was originally issued... not the date of any resulting specification. 20110624: The UML Profile for NIEM RFP was issued in the Salt Lake City TC meeting in June 2011 as OMG Document gov/2011-06-04 by the Domain Technology Committee.
The objective of this RFP is to provide a standard for modeling National Information Exchange Model (NIEM) artifacts (Model Package Documents - MPDs) with UML. Status: Letters of Intent to submit are being received until 21-August-2011 The Voting List is Open for registration until 01-January-2012 20091211: The Records Management Services Version 2 RFP was issued in the Long Beach TC meeting in December 2009 as OMG Document gov/2009-12-05 by the Domain Technology Committee. Esd-toolkit - Communities. A framework of tried and tested tools, guidance and practical examples to support innovation in public service delivery and deliver 'better for less'.
Why? With tighter financial settlements, local providers are looking for innovative and more effective ways to deliver services, and respond to the new coalition government's themes of localism, decentralisation and the Big Society. With up to 80% of local spending providing services that tackle social exclusion, incremental change and individual cuts are unlikely to meet the challenge. It is essential to look at new models of working. What? The Effective Services Delivery Toolkit is a comprehensive set of tried and tested tools, models and guidance – developed by the sector for the sector and grounded in practice as well as theory – many of which are FREELY available to all public service deliverers.
The diagram below is a framework showing all the tools which are currently available in esd-toolkit. How? Getting help. Public choice theory. Within the Journal of Economic Literature classification codes, public choice is a subarea of microeconomics, under JEL: D7, Analysis of Collective Decision-Making, and including JEL: D72, Economic Models of Political Processes: Rent-Seeking, Elections, Legislatures, and Voting Behavior.[4] Public choice theory is also closely related to social choice theory, a mathematical approach to aggregation of individual interests, welfares, or votes.[5] Much early work had aspects of both, and both use the tools of economics and game theory.
Since voter behavior influences the behavior of public officials, public choice theory often uses results from social choice theory. General treatments of public choice may also be classified under public economics.[6] Background and development[edit] A precursor of modern public choice theory was Knut Wicksell (1896),[7] which treated government as political exchange, a quid pro quo, in formulating a benefit principle linking taxes and expenditures.[8] The new economics foundation. Unleashing Breakthrough Innovation in Government.
(Illustration by Dan Page) The innovators who shake up industries the most do so by reimagining how things should look from the ground up. Apple co-founder Steve Jobs imagined a world where everyone owned a computer, not just the corporations that could afford an IBM mainframe. Twitter cofounder Evan Williams imagined a world where everyone could publish content on the Internet, not just the media companies who could afford expensive Web publishing programs. Incremental innovations occur everywhere, but breakthrough innovations—the kind that leverage new technologies and business models to drive down costs, increase accessibility, and improve services—have tended to remain the province of the private sector.
Returnseeking investors and entrepreneurs reap the financial rewards of changing the world by tearing down the structures of old industries. Fortunately, that type of innovation is beginning to trickle into government as well. The Five Conditions for Innovation. Balanced Scorecard: Wrong for Government « Marc Robinson PFM Results Blog. The balanced scorecard (BSC) has been marketed aggressively to governments as a framework for public sector performance measurement. But the BSC is not, and never was, an appropriate performance measurement framework for government. It was developed as a private sector framework and, notwithstanding superficial adjustment to the public sector context, remains fundamentally private sector in nature.
There is only one performance measurement framework appropriate for government: the results chain, also known as the “logical framework” or “program logic”. This is the framework which uses the concepts of outcomes, outputs, activities/processes and inputs to classify performance measures. Like other private sector frameworks, the BSC lacks the clear outcomes focus of the results chain, and is focused on performance measurement challenges which are not the most important challenges in a government context.
The Private Sector Balanced Scorecard The Government Balanced Scorecard References: Contemporary Challenges in Local Government: Evolving Roles and Responsibilities, Structures, and Processes - Nalbandian - 2013 - Public Administration Review. Sustainable Communities Wheel. Optimum Online. Www.deloitte.com/assets/Dcom-Global/Local Assets/Documents/Public Sector/dttl_ps_DisruptedFullStudy2012.pdf.