Beyond Bureaucracy: Beyond Bureaucracy: Transforming Our Approaches to Homelessness Transforming Our Approaches to Homelessness David Osborne David Osborne to Homelessness to Homelessness David Osborne The Public Strategies G David Osborne The Public Strategies G Group [email protected]Group [email protected]www.psg.us . 978 768 3244 www.psg.us . 978 768 3244
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Anticipating and Preparing for Change Plenary (Presentation)...Anticipating and Preparing for Change Plenary (Presentation) Author: HUD Subject: Anticipating and Preparing for Change
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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.”
• 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: