the changing community developmentality
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TRANSCRIPT
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