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AUTHOR SHARES SECRETS OF THE WORLD'S BEST GOVERNMENT AGENCIES

Paul Crookall, co-author of The Three Pillars of Public Management, lectures

Contents: Background | The Research | Examples | Common Characteristics | Recommendations |

Paul Crookall, co-author of The Three Pillars of Public Management: Secrets of Sustained Success, was special guest speaker at the CenTex ASPA luncheon on 29 July 1998. The occasion was the result of programs and networking at two national ASPA conferences, cooperation among four great local organizations, fortunate timing, and the generosity of Mr. Crookall, who is former senior advisor of the Correctional Services of Canada and now international management consultant. Mr. Crookall presented insights based on research into the 40 top-performing government agencies in 14 countries. The event at the Bass Lecture Hall, UT-LBJ School of Public Affairs, was co-sponsored by the LBJ School, Austin Alumni of the LBJ School, and the Southwest Texas State University MPA Program. About 50 members and guests of these organizations enjoyed a buffet luncheon and an outstanding and unique lecture and discussion. Anneliese Geis, Director of Conferences and Training at the LBJ School, Alan Bojorquez, CenTex ASPA President, Kim Smith, LBJ Alumni President, and Pat Shields, Director of the SWT MPA Program, welcomed members and guests of the four sponsoring organizations. I had the privilege of introducing and thanking Mr. Crookall for his generous contribution to the cause of excellence and innovation in government in Central Texas. Background on the significance of the research and highlights of Mr. Crookall's remarks follow.

BACKGROUND

At the 1997 ASPA Conference in Philadelphia, Mr. Crookall was invited by Marc Holzer, now national ASPA's Vice President, to join a distinguished panel on "Innovations, Innovators, and Innovative Organizations". The other panelists, William Parent, Keon Chi, and Marc Holzer, are leaders of the most respected national organizations promoting innovation in American government: the Kennedy School of Government's Innovations program sponsored by the Ford Foundation, the Council of State Governments Innovations program, and the National Center for Public Productivity (sponsor of the EXSL Award) at Rutgers University. Mr. Crookall expanded the scope beyond American government by presenting an entertaining and insightful summary of extensive research benchmarking the top-performing governments worldwide. The breadth of this research was enriched by Mr. Crookall's insights from experience. He holds a Ph.D. in Business Administration and has taught at several colleges and universities, but Mr. Crookall is a practitioner. He served 26 years in the government of Canada in positions that included senior executive specializing in turnarounds of difficult situations and poorly performing correctional facilities as well as Chief Executive Officer of a major forensic psychiatric facility. I saw Mr. Crookall again at the ASPA conference in Seattle in May 1998, where McGill-Queens University Press announced that the new book by Mr. Crookall and co-author Ole Ingstrup would be released soon and Mr. Crookall mentioned that he would be in Texas briefly. CenTex ASPA, SWT, LBJ School, the LBJ School Austin Alumni quickly united to arrange a special program for Mr. Crookall to share his recommendations in person.

THE RESEARCH

Mr. Crookall said the study on which the new book is based involved surveys and analysis of the best performers in governemnt globally. "We set out to study good performance over the long haul -- at least 5 to 10 years; in several cases more than a century. We wanted to test the hypothesis that public service agencies that perform well over the long term look at, dialogue about, pay attention to certain key areas, and ask themselves questions about how they are doing in those areas.... We found they were doing the things the best management texts recommend long before the texts were written."

EXAMPLES

Mr. Crookall gave many examples of pragmatic, ethical and mission-driven organizations and leaders whose performance sets them apart: the Philippine Development Bank, the Swiss Environment, Forests and Landscape Board, New Zealand's Ministry of Foreign Affairs, Manitoba's Department of Agriculture, Malta's Management Systems Unit, Norway's Petroleum Directorate, Egypt's development of the Internet, and even the U.S.'s Defense Mapping Agency and the Muscogee Office of the Department of Veteran's Affairs which found a way to process widows' claims in a single day rather than the national average of 76 days. Mr. Crookall gave many more extraordinary examples of sustained achievement along with the inspiring stories and advice from respondents in their own words.

COMMON CHARACTERISTICS

Mr. Crookall reported that despite the wide cultural variations: "We found more similarities than differences, as if there were underlying principles that applied across nations." The similarities in aim, character, and execution inspired the delineation of the three pillars of public management, which when "continuously invigorated by a Socratic dialogue which allows, indeed compels, innovation to flourish and best practices to take root." Mr. Crookall also said "...the agencies in our survey were not shy. Most deliberately sought out and applied for competitive awards....The agencies felt awards were important recognition for their staff, confirmation of their aim, character and ability to implement, as well as a useful management tool when dealing with the public and their respective political authorities."

RECOMMENDATIONS

Mr. Crookall cited these three pillars: aim or mission of the organization; the character of the people and the institution; and execution. His recommendations to public managers:
  1. Establish a clear aim and support it with leadership and accountability systems that measure and feed back on achievements and staff and public attitudes.
  2. Build your organizations' character: treat staff as the most important asset, communicate widely and well, clarify and negotiate expectations, build trust, and commit to continuous learning and improvement.
  3. Implement well. Pay attention to management tools, build teamwork both within and without the organization, and become good change management practitioners.
  4. Think about those three factors, ask questions, use an almost Socratic approach to seeking truth.... The unexamined agency is not making its best contribution.

In the article published in CenTex ASPA's newsletter, PA News, notice was provided to members of Mr. Crookall's offer of autographed copies of the book upon publication to the audience through CenTex ASPA at a the discount price of $19, with proceeds from the sale of the book go to the Public Service of Canada. Many members took advantage of the generous offer. The 232-page book was announced as also being available later for $29.95 through McGill-Queens University Press at http://www.mcgill.ca/mqupress.

by Reuben Leslie, Jr.


Posted 12 February 2001
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