Roger E. Hamlin, IPPSR 1 ASSET-ORIENTED PUBLIC MANAGEMENT Roger E. Hamlin IPPSR.

Roger E. Hamlin, IPPSR 1

ASSET-ORIENTED PUBLIC

MANAGEMENT

Roger E. Hamlin

IPPSR


UNDERLYING PHILOSOPHY

Clients are provided services to remediate problems

–

If we do our job well, someday they will be nearly as good as us.


not so

HIDDEN PHILOSOPHY

If a person or community is said to have deficits, we mean that they do not measure up to some standard.

Who sets the standard?


WHAT WE DO

We Help Clients Identify Their Problems.

We Tell Them They Have Special Needs.

We Convince Them Services Are the Answer.

We Teach Them to Find Services.


WHAT SOME COMMUNITIES DO.

Comprehensive Needs-Assessments

Service Delivery Maps

One-Stop Shopping Centers


WHAT WE UNCONSCIOUSLY DO.

Remind People of Their Deficiencies

By Requiring They:

• prove they have needs

• satisfy means tests

• (i.e. prove they have financial needs)


EFFECTS ON THE INDIVIDUAL and COMMUNITIES

They Learn That They Have Failed

They Learn They are Dependent on Us.

They Lose Their Self-esteem


WHAT WE TEACH

Well-being results from being a client served by outsiders.

Their role In society is to consume services

Survival depends on consuming services efficiently.


WHAT THEY LEARN

They become dependent on outsiders.

Productive behavior is finding and

using services provided by others.


SAME EFFECT ON COMMUNITY.

Outsiders Help The Community:

• Define and understand problems,

• And seek outsider-provided services.


DOUBLE JEOPARDY

Individuals living in target neighborhoods are repeatedly told they have multiple complex problems and their surrounding community Is problematic.

Individuals Stereotyped Because of Location.


DOUBLE DEPENDENCE

DOUBLE HOPELESSNESS


WHY WE TAKE NEGATIVE APPROACH.

To Satisfy Our Needs.

• Ego > We are better.

• Control > We need to control others.

• Employment > They need us.


HOW WE DO IT.

CREATE GOVERNMENTAL ORGANIZATIONS


WHAT ARE ORGANIZATONS?

More Than the Sum of Parts Synergy of Individual Efforts Human or Social Technology


WHAT DO ORGANIZATIONS REQUIRE?

Mission Resources Tools Structure Communication Motivation


Organizations and Negative Synergy

Organizational Power Gone Bad


Pressure on Organization to:

imperative > turf / credit > budget > donations > political

support >

performance

define a problem. own a problem. over count cases. define a crisis. develop a

constituency generate “positive

terminations”


SYSTEM CONSEQUENCES

imperative > budget > donations > turf / credit > political

support > performance

problems, problems categorical cry wolf balkanization battle of the

constituencies cream


ORGANIZATIONAL STRUCTURE


ALTERNATIVE PARADIGM: START WITH ASSETS

Every Person, Every Community Has

Strengths.

Community Strengths Come From

People.


OUR JOB

Help Good People Achieve Their Goals

NOT: Help Inferior Clients and Communities Remediate Their Problems.


HOW? ASK!

What are you proud of ? What do you want to achieve ?


IMPLEMENTATION

Identify Assets First

Plan To Build On Strengths Before Thinking About Negative Concerns

Have Individuals and Communities Define Strengths and Problems In Their Own Words.


side EFFECTS of ASSET APPROACH

Involves People and Communities in Securing Their Own Destiny

Gives People Hope

Strength Building Mollifies Problems

Causes Problems To Be Defined in Different Way (as barrier to success, not maladies)

People Become More Independent


DEFINE STRENGTHS & PROBLEMS

HOLISTICALLY

ï Not According to Common Categories

ï Not According to Organizational

Boundaries

ï Not According to Specialize Professional

Training


EFFECTS ON THE SYSTEM

Must Collaborate

Share and Double Count Credit

No Wrong Door

Budget Process That Rewards Collaboration

Seek Donations For Community Building, Not For Sympathy


EFFECTS ON ORGANIZATION

Collaboration Units

Community Wide Planning

Data Sharing

Roger E. Hamlin, IPPSR 1 ASSET-ORIENTED PUBLIC MANAGEMENT Roger E. Hamlin IPPSR.

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