the changing community developmentality

TheChanging

Community Developmentali

ty

MPA from University of Georgia

State Policy & Budget Analyst Economic Development

Director County Administrator City Manager SAFEbuilt

JON WALKER

Jack Welch - Former CEO of GE

Face reality as it is, not as it was

or as you wish it to be.

“events, threats and opportunities aren’t just coming at us faster or with less predictability; they are converging and influencing each other to create entirely unique situations.”2010 Global IBM CEO Study

“The challenge for public sector

is to focus on the outcomes

society needs and wants,

while navigating some

seismic shifts.”

Future of Government Study

Today’s Topics

• Issues impacting Community Development Departments

• Framework for a New Environment

• What Communities are doing

7

Issues Facing Community Development Departments

Strategic

Financial Political

8

Financial • Weak Property

Values

• Cuts in State Aid

• Liabilities

• Public Safety costs

• Infrastructure costs

• Employee-related costs

• Cuts in state & federal aid

City Fiscal Conditions in 2013

National League of CitiesFactors Pressuring Local Budgets

• Impact of Social Media

• Lack of Public Trust

• Lack of Internal Trust

10

Political

Social Media

Major Political Activity Growth on Social Networking Sites

• The number of social network site users grew from 33% of the online population in 2008 to 69% in 2012.

• The percentage of American adults posting political news or stories to social networking sites grew from 3% in 2008 to 19% in 2012, a 633% increase.

http://pewinternet.org/Reports/2013/Civic-Engagement.aspx

“It’s so effective we’re putting together teams of people just to focus on Facebook and Twitter.It helps spread the message like wildfire.”

John Staver, chairman of the Transportation Leadership Coalition and a former Tea Party activist.

Atlanta Journal Constitution (6/5/13) – “Activists enjoy public’s embrace of social media”

“WITH PUBLIC SENTIMENT

BEHIND YOU ANYTHING IS POSSIBLE.

WITHOUT IT, NOTHING IS POSSIBLE.”

- ABRAHAM LINCOLN -

Trust

We live in an age

where there is a crisis of Trust

How Often Can You Trust Government to Do What is

Right

• government wastes “a lot” of money;

• “not many” or “hardly any” of the people running the government are honest;

• public officials don’t care much what people like them think.

60% OF RESPONDENTS BELIEVED

Atlanta Journal Constitution (10/10/12)

“Trust-based relationships are the only scaffolding that can effectively manage the increased complexity ahead.”

2010 Global IBM CEO Study

• Old Bureaucratic Systems

• Silver Tsunami

• Specialization

20

Strategic

Our world is increasingly subject to failures that require systems-level and

cross-systems-level thinking and approaches. The consequences of any decision can ripple with unprecedented

speed across business ecosystems... It is no longer sufficient, or even possible, to view the world within the confines of an industry, or a discipline, or a process, or

even a nation.2010 Global IBM CEO Study

How have community development services

been impacted by these “seismic” shifts?

Less MoneyLess Jobs

More Code Enforcement Challenges

Developers under tighter timelines

Focus on Economic Development

More Scrutiny & Instant Feedback

2010 IBM CEO Study

http://www-935.ibm.com/services/us/ceo/ceostudy2010/

Published every 2 years and based on conversations

with more than 1,500

CEOs worldwide.

2010 IBM CEO Study

http://www-935.ibm.com/services/us/ceo/ceostudy2010/

Looked at Standout Organizations – Higher growth of operating margin, 6 times higher than that of others during economic downturn.

Common Factors from“Standout”

Organizations

1) Reinvent customer relationships2) Embody creative leadership

3) Building operating dexterity

2013 PWC Future of

Government

http://www.pwc.com/gx/en/psrc/publications/future-of-government.jhtml

Focused on identifying drivers

for change in public services and

strategic enablers to deliver on the

customer promise.

Characteristics needed to adapt to social,

economic and demographic change

1) Connected

2) Innovative

3) Agile

4) Transparent

Mentality

Connected &

Reinventing theCustomer Relationship

Pursuing the active involvement of key stakeholders in collaborative efforts across sectors, borders and organizations, with co-ventures, co-creation and co-design being key features in designing service delivery outcomes.

Connected

With the Internet, newchannels and globalizing customers, organizations have to rethink approaches to better understand, interact with and serve their customers and citizens.

Reinvent Customer

Relationships

Public Service Delivery Process

Define Need & Service

Goals

Outcome Assessment

Develop Accountability

Criteria

Develop Service Delivery Plan (including all legal

requirements)

Implement Service

Delivery Plan

Evaluate and Report Progress

Public

Elected O

fficials

Staff

What do people want, need and expect from public services2020 Public Services Trust at the RSA

…say they want to be actively involved in decisions shaping public services

…deciding spending priorities. …greater involvement in

service design and delivery.

58% OF THE PUBLIC

NEW Public Service Delivery Process

Define Need & Service

Goals

Outcome Assessment

Develop Accountability

Criteria

Develop Service Delivery Plan (including all legal

requirements)

Implement Service

Delivery Plan

Evaluate and Report Progress

Public

Governme

nt Officials

Beaufort, SCNeighborhood

Improvement Team

Protect Public Safety, Health & Welfare

What is Code Enforcement?

VIOLATION

Junk Vehicle

Tall Grass

Uncontained

Garbage

Structural

Repairs

Needed

Writing Tickets

Reacting to Citizen Complaints

ManagingCaseloads

Code Enforcement becomes. . .

VIOLATION

Code Enforcement Should be. . .

Working Together

Building Neighborhoo

ds

Code Enforcement Should be. . .

Code Enforcement becomes. . .

Decatur, GATree

Conservation

Open City Hall • City has

promoted its use as a forum

• used comments on previous issues to shape policy

Posted:• Copy of

Ordinance• Executive

Summary (Clear & Balanced)

Decatur’s Open City Hall: http://www.decaturga.com/index.aspx?page=205

Article: http://www.safebuilt.com/blog/how-one-city-capitalizes-on-citizen-engagement/

Open City Hall • 918 views• 178 citizens

oppose• 46 citizens

support• 327 did not sign

in

• 224 total citizen comments

• 103 were between the ages 30 – 49

Agility&

Operational Dexterity

Ready to anticipate situations, as well as adapt and react optimally to unforeseen events, in a speedy and cost effective manner providing needed responses in the short term without compromising or sabotaging long term options.

Agile

Successful CEOs refashion their organizations, making them faster, more flexible and capable of using complexity to their advantage.

Build Operating Dexterity

Bay Village, OHBuilding Department

Building Permits = Activity

Annual Budget Process

Under Resourced

Under Resourced

Over Staffed

Bay Village, Ohio’sRESULTS$450,000 annualized savings

Documented performance improvement

Increased access to resources

Birmingham, MITriangle District

OverlayForm-Based Code

56

From:

To:

Birmingham, Michigan’sRESULTS

The plan envisioned a transformation from an underutilized, auto-dominated commercial area into a vibrant, mixed-use urban neighborhood

Birmingham, Michigan’sRESULTS“Within two days of Birmingham approving its Triangle District, a developer resubmitted plans to take advantage of the city's new zoning rules. Plans for the $25-million development, The Regency at Elm, allow for an increase to four stories and 100 condos.”

 METROMODE, 9/5/2007

Birmingham, Michigan’sRESULTS Higher Density Developments Urban Design Standards Increased Property Values Improved Neighborhood

Amenities

Innovative&

Creative Leadership

Staying ahead of change means anticipating the new actions that external events will eventually require and taking them early, before others, before being forced, while there is still time to exercise choice about how and when and what - and time to influence, shape or redirect the external events themselves.

Rosabeth Moss Kanter

Capable of incubating ideas and delivery models and accelerating their impact (scaling up via rapid prototyping).

Innovative

Creative leaders consider previously unheard-of ways to drastically change the enterprise for the better, setting the stage for innovation that helps them engage more effectively with today’s customers, partners and employees.

Embody Creative Leadership

http://www.mlive.com/news/muskegon/index.ssf/2013/10/the_muskegon_gee_awards_goes_t.html

Muskegon, MI Entrepreneur Award

Transparent

Becoming truly accountable for actions and outcomes in today’s era of eroding trust and legitimacy.

Transparent

“Transparency and accountability are absolute requirements

for public sector officials wishing to build trust and

legitimacy in the eyes of the wider public

in today’s era of eroding trust and legitimacy.” Source: www.psrc.pwc.com, Future of Government: Tomorrow’s leading public body

Two Examples

Zoning Ordinances

Centennial, CO Surveys and Reports

69

Fort Collins, CO: http://www.fcgov.com/performancemeasurement/

Centennial, CO: http://www.centennialco.gov/Government/performance-measurement.aspx 70

Going ForwardSuccessful Public Organizations

NEED

Clear Vision and Purpose

Where do we need to go?

Source: www.psrc.pwc.com, Future of Government: Tomorrow’s leading public body

Citizen-Centered. Focus on meeting citizen needs effectively, affordably and on a timely basis.

Sustainable Outcomes. Strategically building the assets for society by managing the ‘capitals’ needed for long term prosperity: social, environmental, cultural, intellectual, infrastructural, ICT and political participation capitals.

Internal-External Balance. Ensure the right balance between managing internal efficiency and effectiveness and externally delivering ‘good growth’.

Going ForwardSuccessful Public Organizations

FOCUS

Source: www.psrc.pwc.com, Future of Government: Tomorrow’s leading public body

Creating a Connected Organization

1. Open multiple channels for discussion

2. Consistent message/ Clear objectives

3. Manage the customer experience

Creating an Agile Organization

1. Address external change factors

2. Assess procedures based on priority of outcomes, not output

3. Identify strategic flexibility & variability of tasks

4. Standardize, Right-size, Adaptable

5. Act despite uncertainty

Creating an Innovative Organization

1. Start with desired outcomes2. Involve stakeholders (co-

create)3. Shop services/ Share ideas4. Design to evaluate5. Assess Actual Outcomes vs.

Desired6. Institutionalize the process and

rewards

Creating a Transparent Organization

1. Define your data strategy2. Proactively promote data

distribution3. Embrace e-government

ResourcesKremic, T., Tukel, O. and Rom, W. (2006). Outsourcing Decision Support: A Survey of Benefits, Risks, And Decision Factors. Retrieved 2/11/2013 from http://ankara.lti.cs.cmu.edu/11780/sites/default/files/Outsourcing-Survey.pdf

2020 Public Services Trust (2010) What do people want, need and expect from public services? Retrieved 2/12/2013 from http://www.ipsos-mori.com/researchpublications/publications/publication.aspx?oItemId=1345

ResourcesCapitalizing on Complexity: Insights from the Global Chief Executive Officer Study (2010) IBM Retrieved 2/4/2014http://www-935.ibm.com/services/us/ceo/ceostudy2010/

Civic Engagement in the Digital Age (April 2013), Retrieved 2/4/2014 from http://pewinternet.org/Reports/2013/Civic-Engagement.aspx

Future of Government: Tomorrow’s leading public body, Public Sector Research Centre – PriceWaterhouseCooper http://www.pwc.com/gx/en/psrc/publications/future-of-government.jhtml