Category Archives: Practitioner Perspective

Public Administration and Marketing

By Sarah Blanchard

Yes, These Words Belong in the Same Sentence

marketingsystemblueprints.com

If you work in a public sector organization and are thinking that you may need some marketing skills don’t feel depraved. Marketing is not a profit-driving force aimed at manipulating the populace.  For the purposes of our work as public administrators, marketing is no more than having an industry recognized set of tools for conducting stakeholder outreach, disseminating public information, and ensuring the efficient and effective distribution of public benefits.

The type of marketing skills I’m referencing are not those related to campaigning and public relations for political candidates, but rather those needed by federal, state, and local officials aiming to better serve the public good.

Public administrators should not be faulted for lacking important marketing skills when the agencies that employ them are not recruiting professionals with these skills and when the discipline of marketing does  not immediately connect with public sector professionals to demonstrate the applicability of these skills to their work.

There are several challenges to integrating marketing principles into public sector professions. One is speed. Historically, governments do not operate in a particularly time-sensitive environment and often do not have the freedom to act quickly within bureaucratic systems.

Another challenging aspect of public sector outreach is the desire of political leaders to apply ‘spin’ to otherwise a-political marketing messages. This not only dilutes the value of otherwise informative messages for the public, but also diminishes the motivation of administrators to even pursue outreach.

Additionally, the public is a vast and infinitely diverse target market. Developing marketing and outreach approaches for individual target segments may seem daunting, but that’s part of the skill set needed by public administrators. Training in marketing can yield capabilities for identifying who your primary stakeholder types are, where to “find them”, and how to develop pathways for interacting with them that lead to desired outcomes.

Lastly, justifying the costs of marketing activities in government is challenging, though no more or less so than in the private sector. The important thing to do is to track outcomes through whatever measures are most meaningful to key decision-makers.

Successful marketing in the public sector does not, of course, result in increased profits, but it offers us the ability to:

  • Expand engagement with the communities we serve;
  • Increase support for and participation in important government initiatives;
  • Build partnerships that leverage resources and boost economic development; and
  • Demonstrate the effective use of taxpayer dollars.

Even with these projected benefits, marketing skills are still undervalued by government employers; but public administrators looking to expand their impact in our profession should seek opportunities to flex their marketing skills and continue bring our government into the 21st century (let’s not pretend that we’re fully there yet!)

Leave a Comment

Filed under Practitioner Perspective

Management Lessons from the Haul Road

In my experience, students are engaged and learn more easily when they are able to discuss case studies and explore real examples of the art and science of management. Although students seem to enjoy examining cases from my work as an administrator, illustrations of sound—and often unsound—management practice can be found in many interesting places.

One of my current sources of case material is the television show “Ice Road Truckers” (IRT), which airs on the History Channel. Filmed in the arctic regions of Alaska and Canada, IRT depicts extraordinary men and women driving trucks that carry fuel, food, equipment and buildings over frozen lake and ocean water, snow and ice packed hills, and slick curves seemingly too narrow to pass. A glimpse into this raw environment enables us to observe supervisory, disciplinary and administrative decisions made under extreme conditions.

One IRT case chronicled the journey of a new employee. He’d made his way to Alaska for the opportunity to earn substantial money for his family. He also wanted to prove he had the skill needed to master the dangerous terrain. Although he was an experienced driver in the southern States, he was a rookie on the haul road. Unfortunately, he ran into trouble from the moment he arrived and was fired just weeks before the ice road season ended. If his reaction was genuine, we can conclude his termination came as a surprise to him. Issues discussed in case analysis included:

  • The impact of organizational culture in employee engagement.
  • The role of orientation and training in job retention.
  • The effect of discipline versus plans of corrective action on employee morale and productivity.

Developing cases from pop culture, the movies, television shows and music our students recognize fosters interest. It also facilitates active learning and creates an innovative and enjoyable classroom environment.

2 Comments

Filed under Nonprofit Management, Practitioner Perspective

Federal IT Contracting: An Interesting Read

By Daniel Eisen

In my last post I promised that I would highlight some articles I have collected on federal Information Technology (IT) contracting. The pile was taller than I thought.

My process of culling through articles kept reminding me of my how dad always used to say “how’s that going for you?” and “lots of luck”. But, I promised, so here goes.

My collection of articles on federal IT outsourcing started out as a stack of articles on private sector outsourcing. Here are a few worth mentioning.

  • The Journal of Business Strategy (2004) – The 10 outsourcing traps to avoid
  • The Academy of Management Executive (2003) – The seven deadly sins of outsourcing
  • California Management Review (2003) – The winner’s curse in IT outsourcing: strategies for avoiding relational trauma (my favorite title)

These articles provide fascinating conversations on private sector outsourcing from its history, benefits, risks, through methods and approaches for successful implementation. It is not hard to imagine why the federal government would soon follow the same path. However, working through all of the articles focused on federal IT outsourcing two old adages kept coming to mind – “as much as things change, they remain the same” and “everything old, is new again.”

Here are some of my favorites:

From the early days, in 1996 there was a piece in the National Contract Management Journal, ‘Privatization: A Coming Wave for Federal Information Technology Requirements’. This article touts federal IT outsourcing benefits such as personnel cost savings, improved quality of information systems services, focusing in-house resources on core functions and increased access to new technologies. It also provides cautionary warnings ranging from unclear costs and benefits, the loss of control of information systems and corporate security concerns and existing union/labor agreements.

From a 1999 volume of the Journal of American Society for Information Science, I came across the article ‘Better Funding for Government IT: Views from the Front Line.’ In the piece, the author describes the federal IT budgeting process as “myopic”. Yet, there was a strong sense of optimism as the author suggest that the federal IT budgeting process could be improved through approaches and methods such as strategic planning and performance management, developing better IT portfolios, cross-boundary investments (i.e., integrating services across agencies), and sharing risks with the private sector by “linking payment to improvements in government outputs rather than the delivery of technology services.”

Jumping ahead a few more years, federal IT outsourcing is in full swing, supporting and strengthening e-government initiatives. A 2005 article in Public Performance and Management Review, ‘Outsourcing for E-government: Managing for Success’ declared that the government faced a shortage of IT skills and financial resources and through IT outsourcing could “gain access to skilled staff…with the added benefits of economies of scale.”

The author describes many familiar issues and challenges ranging from the political-regulatory environment to issues of IT compatibility and complexity. And, the transition to e-government was not just happening in the US.

A 2005 article in Information Technology and People, ‘From Government to E-government: A Transition Model’ discussed how governments could successfully make the leap from traditional government services to e-government services to “help citizens get in, find their information or transact their business, and then get out as efficiently as possible”.

It was comforting to see that the US was not alone facing many of the same issues and challenges as other developed countries as it shifted to an e-government model.

Finally, we come full circle with a very interesting 2010 working paper, ‘Federal Contracting and Acquisition: Progress, challenges, and the road ahead.’ It is worth a read (http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1542830).

But, with limited space and since the “the road ahead” will be discussed in my final post, I will end things here.

I want to wrap-up by admitting that, at first, it was the titles of many of these articles that initially hooked me. Yet in the end, I was treated to many rich, vibrant, eye-opening, sometimes contentious discussions. (Google “federal IT contracting” and you will see what I mean). In my next post, it’s time to ‘geek-out’ and check out some emerging technologies for supporting and strengthening federal agency operations and ultimately the services our federal workforce provides to our nations citizens. But if you would like to read any of the above articles, send me a request in the comments section. I’ll shoot it right over.

Eisen out…

Photo Credit: http://www.itoutsourcingservices.com, http://teleburst.files.wordpress.com,  http://www.itp.net http://www.howtocontract.net, savethepostoffice.com

3 Comments

Filed under Government, Practitioner Perspective, Technology

Better Customer Service Calls With the Public

By Justin Mosebach

Technology continues to grow and with it comes the expectation of a quick response from business and government agencies. People want answers to their questions, and their problems solved immediately. In addition, they also want to be treated well.

Here are a few ideas for helping to keep your citizens happy when they reach out to you for help:

Accessibility

First, when do you receive the highest volume of support calls? Try to have a live person available to answer them. If citizens are constantly calling after normal business hours, have an employee start later in the day and work later to cover that need. Make adjustments as necessary.

Second, make sure there are enough people to answer the phone. If a citizen continually gets a recorded message, they could get more frustrated with the issue. This could carry over to the phone conversation once they finally get a hold of you.

Third, if possible, provide them with alternative ways of completing a task.

For example: If they need to fill out a form, make the form readily available. Provide it to your customer online or via e-mail rather than making them search for the form.

Manners

This sounds obvious, but here are some things you might not have thought about:

  • Try to keep the phone background noise to a minimum. This might not always be possible, but it helps the citizen to have a better chance of understanding what you’re saying and not be as distracted.
  • Smile while you’re talking on the phone – it comes across.
  • Don’t talk too fast. This is especially helpful to people who are hard of hearing or possibly have a language barrier.
  • Don’t demand. Say please. It will go a long way.
  • Finally: Listen!

Remember

The citizen is the customer. Be patient with them and think of what it’s like when you call a customer support line for a large company – what are your expectations?

Have fair expectations. Citizens don’t think about local government all of the time. They might not know what your process is for applying for something and it might be unfair of you to expect that from them. This may be the first time that they’ve ever contacted you. Maybe they’re new to the area. Give them some benefit of the doubt.

What are some of your suggestions? Let us know in the comments below!

1 Comment

Filed under Practitioner Perspective

When Government Can’t Get Along

By Lisa Beutler

This week the California Department of Fish and Game (DFG) moved to join federal litigation challenging an Army Corps of Engineers (Corps) policy on the removal of vegetation on flood control levees.

Streams and river banks are riparian areas.  Riparian vegetation serves many functions including bank stabilization and water quality protection, food chain support, thermal cover, flood control, fish habitat, and wildlife habitat.

DFG will join plaintiffs in a pending case including Friends of the River, Defenders of Wildlife and the Center for Biological Diversity who have loudly questioned the facts leading to the Corps decision.  The Corps vegetation policy is also unpopular with California farmers and other water users.

The case challenges the Corps adoption of a national policy that requires removing virtually all trees and shrubs on federal levees.  The dispute has been brewing for several years.  DFG, along with many other local, state and federal agencies, has been in facilitated dialogue to find a resolution without success.  When asked about the move to litigation, DFG Director Charlton H. Bonham explained. “It’s unfortunate that the discussions haven’t led to a more agreeable outcome, but if adhered to, the policy will do incredible damage to California’s remaining riparian and adjacent riverine ecosystem, especially in the Central Valley.”

The breakdown highlights some classic public administration dilemmas.  Public managers are increasingly being asked to address issues in complex and stressed systems.  Agencies that were elegantly designed to be experts in delivering specific services must now consider the missions of other agencies in their decision process.  Even so, they remain directly accountable for delivering their own mission.

A second dilemma relates to a desire for standardization in policies.  In general, standardization leads to better quality control and service delivery.  From the perspective of decision makers and their publics, standardization creates fairness and predictability.  Yet, in increasingly complex systems, one size often does not fit all.   The process of managing exceptions and variances can be an administrator’s slippery slope.

In this case the Corps has previously collaborated with state and federal agencies in developing levee design approaches intended to benefit federal- and state-listed threatened and endangered species.  The new edict is not fully consistent with those past actions.

This shift is understandable.  In the aftermath of recent Midwest flooding, the Corps has been publically challenged to focus on delivery of a fail proof flood control system.  If flooding happens and the Corps has not been diligent about moving water as quickly as possible from one place to another safer place, they are equally likely to be sued by someone that has experienced flooding.

Adding to the dispute are mixed findings related to the impact of vegetation on levees and in waterways.  In general, vegetation can create maintenance problems for levees and clog waterways.  However, some studies of California levees show there are benefits or at least few or no concerns with properly managed vegetation.  One study showed that some trees assisted in strengthening the levees.   These facts, along with the benefits of vegetation to the ecosystem are what have led California to stand its ground in fighting the policy.

We do know that fixing one problem can lead to many more.  The California agencies in dispute with the Corps’ estimate the new federal policy could cost up to $7.5 billion and divert funds away from more significant levee deficiencies like seepage and erosion.

Legally, the most likely way to resolve the dispute will be through the court system.  Until public administrators are able to find ways to resolve the dilemmas of single mission agencies managing complex issues and ways to balance standardization with the need for exceptions, the courts will be the referee of last resort.  We need to find a better way.

Leave a Comment

Filed under Leadership Perspective, Practitioner Perspective, water management

Truth or Fiction? Management Myths

By Robyn Bage

Despite supervising new managers for more than 2 decades and teaching young management students at community college, I continue to be surprised by the strength of their belief in the most obstructive and destructive management myths. So for your edification (and my students, as I plan to share this with them), here are my Top Five Management Myths.

Number 5: If you pay well enough, people will do a good job for you. Not likely. While money is certainly necessary, it is neither an essential element of job satisfaction or motivation to perform at a high rate of productivity. People need more than just a fat paycheck to be motivated at work. For example, the work needs to be meaningful, and it needs to provide opportunity for growth and advancement. People need to feel a sense of achievement and recognition for that achievement. Have you known anyone who left a lucrative job for one paying much less? Of course you have.

Number 4: Stay the course! My mother ran a small catering business, geared toward families who liked to entertain but who wanted a homey feel to the party. They “bought the food and invited the guests, called her and she did the rest” (paraphrased from her business card which, by the way, I still carry in my wallet). At some point, business started to slow down. Mom held resolutely to her business plan, believing that if she waited out this unfortunate turn of events that business would pick up. It never did. Potential customers clamored for a more modern approach, preferring to have food delivered, fully prepared and served by agile and socially invisible wait staff. Mom hated everything about that, and refused to be pressured to change. A handful of loyal longstanding customers remained with her, keeping her busy until she retired but the business was never the same. Staying the course doesn’t usually work as well as being flexible and accommodating. The very least you should do is respond to your customers changing needs. The best plan: Anticipate them.

Number 3: If it ain’t broke, don’t fix it.  Innovation includes figuring how to make things better and how to more fully meet customer needs. Companies that rest on their laurels most certainly lose ground; the company may be the best today, but it may be second best—or worse—tomorrow. The most successful, enduring businesses strive to continually improve their products and services. They pursue higher quality, increased reliability, new features and better functionality. Their customers clamor for the latest and greatest incarnation. Remember, Apple’s iPhone 4S broke sales records.

Number 2: The squeaky wheel should get the oil. Managers tend to spend a great deal of time dealing with underperforming employees. At first blush this seems rational; we want to turn our poor performers into stars. Unfortunately, what usually happens is that the poor performers bleed the life out of the managers and still do not improve. Moreover, the managers then have little time or energy left to give their more productive employees. A better plan: Take care of your star performers! The payoff in terms of morale AND productivity is greater if you give them your time and attention.

And the Number 1 Management Myth:

“They don’t have to like me; they just have to respect me.” This is simply nonsense! Of course your employees have to like you! They have to value you as a skilled manager, see you as caring and considerate of their wellbeing, growth and development. They have to be able to celebrate and smile with you, as well as sit down and strategize with you. When we do not like our manager, we tend to be dissatisfied at work. Dissatisfaction translates into a lack of motivation to produce ample quality work. When we like our manager or supervisor, we are more satisfied and therefore more motivated. We want to give our job our best efforts. This is not to say that you can make all of your employees happy all of the time. (In fact, that could be Myth #6.) But when employees like you, they trust your decisions, even when they are unhappy about them. And by the way, if your employees don’t like you at all—they won’t respect you, either.

Robyn-Jay Bage is a CEO of a nonprofit human service organization, and an Assistant Professor at a community college.

2 Comments

Filed under Practitioner Perspective

3 Ideas for an Easier Meeting Process

By Justin Mosebach

As governments look to cut costs, here are some practical ideas to get you thinking about how to make meetings more efficient.  Obviously, most governments have to abide by different laws (such as different Open Meeting laws, Freedom of Information Act, etc). Take these tips and apply them to your next meeting. Let us know how it turns out.   If you have any other feedback, leave them in the comments section below!

1.)  Make meeting packets available digitally

How can you save preparation time, be more environmentally friendly, and help people be prepared for the meeting – faster?

Figure out what you’re planning to cover during the meeting and compile the information/documents electronically. Instead of printing, email information to the meeting attendees ahead of time. If the files are too large to email, try hosting them on a file sharing solution like Google Docs, your website, or on your intranet.  If you’re dealing with a large amount of information, attendees can use a computer’s search capabilities to quickly find the information they’re looking for in the documents. This also allows attendees to make notes on or share info with other attendees during or after the meeting.

If it’s a public meeting, citizens, elected officials, and staff can download and view their own copy from your website.  Note: If attendees want a printout, you can still provide  one but the number of copies should be reduced.

2.)  Evaluate the agenda ahead of time

Sounds obvious, but why not go through your typical meeting agenda item-by-agenda item before the meeting?  Here are some things to ask yourself:

  • What do you hope to accomplish from the meeting?
  • Is all the information relevant to everyone?  If not, then ask if it’s important enough to discuss during the meeting or afterwards.  Sometimes a discussion outside of the meeting with the appropriate parties can prove to be more efficient and direct.
  • Have you considered your audience?  Will there be someone sitting through the entire meeting just to partake in one agenda item towards end of your meeting? If so, consider moving that item to the beginning of the meeting.
  • How long do you anticipate talking about an item? Are there time constraints?

3.)  Record the meeting on video

If you record the meeting on video, you can create bookmarked timestamps for new agenda items.  The Clerk could have a much easier time completing the Minutes after the meeting.

Archiving videos online gives your board and council members the flexibility to easily review past meetings. This could help eliminate the same discussions that you had in a previous meeting.  Attendees can clearly recall what has already been discussed and it’s easier than reading through lengthy or irrelevant information.

——————————————————————————————————————————————————————–

Disclaimer: I work for an IT company that (among other things) specializes in products that assist w/ transparency, government, and technology (to include multi-camera digital video recording, hosting and web presentation of public and private content). The company works with the public and government sectors in multiple ways to provide Gov 2.0 and related technology solutions.

1 Comment

Filed under Communications, Practitioner Perspective

Happy Birthday Clean Water Act

By Lisa Beutler

The Clean Water Act (CWA), a federal law designed to keep America’s waterways safe and clean, just turned 39.  Enacted on October 18, 1972, the CWA places restrictions on pollution levels and creates water quality standards for the nation’s lakes, rivers, streams and other waters.

The events leading to its passage are sobering.  Some may remember that in the late 60s and early 70s, record fish kills were commonplace and rivers, including the Hudson in New York and the Charles in Boston were dying.  However, many attribute the final bi-partisan enactment of this law to the 1969 Cuyahoga River fire.

The Cuyahoga River, part of which runs through Cleveland, was considered one of the most polluted rivers in the United States.  Amazingly, there had reportedly been at least thirteen fires on the Cuyahoga River, the first occurring in 1868.  The largest river fire in 1952 caused over $1 million in damage to boats and a riverfront office building.  The final tipping point occurred June 22, 1969, when Time magazine picked up the story and described the Cuyahoga as the river that “oozes rather than flows” and in which a person “does not drown but decays.”

Something that for decades had simply been accepted, now had reached a literal boiling point.  The CWA, like similar laws enacted during that period reflected a fundamental shift in the public’s demands for a healthy environment and the role of government in representing the public’s interest.

So at 39 how is CWA holding up?  The answer is mixed.  Comparatively speaking Americans have access to some of the safest water in the world, although this does not appear widely understood by the public.   Even so, millions in the U.S. drink dirty water and there remain substantial numbers of watersheds with impaired ecosystems.

From the beginning, the CWA has had its detractors.  In the mid-2000s, the CWA was significantly weakened.  In two separate cases, the Supreme Court limited the reach of the Act to navigable waterways, without outlining how that would be defined.   That, according to regulators, left uncertain which waterways the CWA applies to.  As a result, some regulated communities, particularly those discharging pollutants into upland wetlands declared the law no longer applies to them.

The decisions “reduce(d) E.P.A.’s ability to do what the law intends — to protect water quality, the environment and public health,” wrote Peter S. Silva, the E.P.A.’s assistant administrator for the Office of Water, in response to questions.  By 2010, regulators estimated that more than 1,500 major pollution investigations had been discontinued or shelved.

The Clean Water Restoration Act of 2007, H.R.2421was introduced to correct what some viewed as the new CWA jurisdictional ambiguity but it never made it past committee in the House.

Now, at 39, efforts continue to further limit the reach of the Act.  On July 13, 2011 the House passed the Clean Water Cooperative Federalism Act of 2011.  This  bill essentially eliminates the EPA’s power to supersede individual states’ water pollution rules. New EPA regulations would require a full analysis to “analyze the impact, disaggregated by state, of such action on employment levels and economic activity,” and post the analysis on their website.

The stakes in these battles are immense.  Millions and billions of dollars are in play for the industries subject to regulation, many of which argue the regulations are job killing.  At the same time millions and billions of dollars are needed to repair and refurbish both man made and natural clean water infrastructure.  Investments in infrastructure would result in good public outcomes and much-needed jobs.

We can expect that the CWA, as it transitions to 40, will once again be part of the broader conversation of what the public can rightly expect of its government.

1 Comment

Filed under General, Practitioner Perspective

Budget Cuts & Emergency Response

By Lisa Beutler

Water –it’s never where you want it when you want it.  My last post was about the Texas drought. Dramatically book-ending that story are the Missouri and Mississippi Rivers gone wild, and the eastern seaboard hammered by torrential down pours.

Emergency managers not only face these threats but at the same time face a continuing drumbeat for smaller government.  This extra dilemma seems incomprehensible for many public administrators.  Polls indicate people continue to think government should be involved in disaster prevention, preparedness, response and recovery.   Managing these polar demands has had real consequences.

As of September 9, the cost of Hurricane Irene was estimated at up to $10 billion. This figure makes it one of the top 10 costliest disasters in the nation’s history.  It caused millions of power outages up and down the eastern seaboard, brought widespread flooding, and resulted in over 13,000 flights being cancelled.

In contrast to the finger-pointing and gaffs oft associated with Hurricane Katrina, in this last round of preparation for hurricanes, FEMA and elected officials demonstrated steady leadership. They provided wise advice, appropriate caution and action.  We also saw citizens demonstrate faith in these managers.  They listened and responded appropriately.  While the outcomes of any disaster should not be understated, it is fair to say the situation could have been far worse.  Some critical differences in disaster response between Katrina and Irene are already being outlined.

In 2005, slow response (particularly in New Orleans) resulted in tragic loss of life and left people without water and food for days after the storm.  Realignment of emergency agencies, done after 9/11 to support homeland security, caused confusion over chain of command and ultimately put people at risk.  Another interesting, yet less discussed aspect of the governance approach involved contracting out emergency services.  This was similar to approaches used in the ongoing war effort.  While effective in some situations, this further bifurcated and confused chains of command, and removed levels of accountability.

Only one federal team, the Coast Guard, appeared to come out of Katrina relatively unscathed.  In considering lessons learned from that hurricane, Rear Adm. William Lee, commander of the Coast Guard’s District 5, based in Portsmouth, Va., was succinct.  “The primary lesson the federal government took away from Katrina,” he said, “is that we needed to do a better job of preplanning and coordination across the interagency.”

Prior to Irene, he said his team had, “been planning extensively, talking within the Department of Homeland Security partnerships, the Department of Defense (DoD) partnerships, to make sure that we’ve got the people and the equipment and posture in place that we can come behind the storm and respond appropriately,”

For instance, Lee said, the Coast Guard and DoD had developed a concept of air operations for tracking incidents, determining needs and directing various assets.

“It’s a team effort,” he said, an “all-out team effort.”

The direct and cost saving benefit of prevention, preparedness and collaboration is clear. Yet, federal emergency managers have been directed to fund this latest round of disasters from current budget allocations.

The impact of this directive is immense.  Federal agency expenses for response efforts are more than double of what would normally be allocated in a regular year.

What this means is that resources used for response to today’s disaster must be taken from prevention and preparation for tomorrows disaster.  The training and collaboration needed for seamless response will be lacking.   The levee improvements already scheduled for the near term will be delayed.  Mitigation efforts will be stifled.

The false economy of penny pinching today will rob all of us tomorrow.   We know investments in collaboration, preparedness and prevention pay off.  The real thing we can’t afford is the price tag of a future disaster where these investments were not made.

1 Comment

Filed under General, Practitioner Perspective

ASPA Members Recall 9/11

In the wake of 9/11 ASPA members shared their thoughts, expertise and insight on their own experience with the horrific incident and ways forward for the country. On the cusp of the 10 year anniversary, we recall some of these poignant articles. These articles were first printed on the ASPA website. The viewpoints expressed by ASPA’s online columnists are the individuals’ and are not necessarily the viewpoints of ASPA or the organizations the columnists represent.

============================================================================================

Tough on Terrorism, Tough on the Causes of Terrorism

By Colin Talbot

I spent the week of the awful events in New York and Washington in South Africa with many colleagues from their public policy and administration community. It made me reflect on how two organisations that had both been called “terrorist” – the African National Congress (ANC) and the apartheid state – eventually reached a peaceful settlement. And it made me realise why no such compromise is possible with those who attacked the World Trade Centre and the Pentagon.

UK Prime Minister Tony Blair first used the tough slogan above in relation to crime some years ago. A balanced response from democratic peoples to the utterly appalling events in New York and Washington has to look closely at how we both make sure justice is obtained, by whatever means are necessary, and that we remove the fertile soil in which terrorism grows.

We must reflect on what exactly is the terrorist menace we are confronting. We need to distinguish here between two distinct types of terrorist activities and terrorist organisations. The (Irish Republican Army) IRA, the Basque Euskadi ta Askatasuna (ETA), the Irgun, Hezzbollah, Al Fatah, and even the ANC of South Africa, are or have been, terrorist organisations fighting for causes they believe to be just.

They believe or believed – rightly or wrongly – that their specific peoples – the Irish, the Basques, the Jews, the Lebanese, the Palestinians, or South Africa’s majority – had a legitimate cause. They often received explicit or tacit support from a wide section of their populations. In every case they carried out specific actions which by any civilised standards are barbaric and which killed innocent civilians.

Historically it has often been the case that one set of terrorist activities – the protestant Ulster Volunteers in 1920s Ireland or the Zionist Irgun in 1940s Palestine – have led to settlements which simply beget another round of terrorism – the IRA or Palestinian groups today. So the first lesson we have to learn is we must find ways of producing just, equitable and lasting settlements to disputes over territory and rights.

Just because someone pursues a legitimate grievance with illegitimate means doesn’t mean we can ignore the grievance. The only way to finally stop terrorism in these situations is to find a peaceful settlement, a compromise surely that recognises all people’s rights. There are few examples of where a genuinely aggrieved people who have resorted to terrorism (however wrongly) have been stopped by force alone, except of a genocidally unacceptable kind. While security and law enforcement are vital, they will not solve the problem alone.

The peace process in Ireland, for all its faltering nature, and especially the democratic transition in South Africa have lessons for us all. South Africa’s negotiated peace involved compromises on all sides, it involved a new tolerance for each other’s rights and it involved purging old wounds through the Truth and Reconciliation Commission.

The leading democratic nations of the world have a duty to start seeking and enforcing such settlements much more even-handedly and not merely when it is convenient to geo-politics or garnering votes back home.

Having said all of that, the terrorist threat posed by attack on the Pentagon and World Trade Centre is of an entirely different order. Whilst the terrorist networks involved may gather their supporters from those disgruntled by more specific grievances, their organisations are waging an ideological war. They seek not to achieve a specific righting of wrongs – against the Palestinians for example – but to overthrow a whole system – e.g., secular liberal democracy.

These groups are just as ideological as the 1970s Red Army Faction in Europe or the Symbionese Liberation Front, or more recently the Militia movements which led to the Oklahoma City bombing in the US. They simply have a different set of ideas and a different vision of an alternative society that they seek to create through terror – that of an intolerant, autocratic theocracy.

Because these groups are so ideologically, almost hermetically, sealed against any outside pressures they are willing to commit atrocities on a scale rarely contemplated by more limited groups. The IRA, for example, could almost certainly have hit a UK nuclear power station or carried out some similarly catastrophic attack over the past 30 years. They did not, not because of any inherently more civilised approach to terrorism but simply because such an attack would have seen their popular hinterland evaporate overnight and destroyed their political base.

The second lesson we have to learn is that whilst there can be compromise and settlement with specific groups with specific grievances (the IRA or ANC), there is no compromise possible with these ideologically based forces.

This leads immediately to a third conclusion – our strategy to defeat these ideologically based groups must encompass settling genuine grievances in order to remove their ‘hinterland,’ isolate them and eventually crush them. If we fail to resolve the genuine grievances that create fertile soil for their activities, we will find it exceedingly difficult to defeat them. But we also have to realise that this is a war – however you define it – that has to be fought through to victory. These groups cannot be negotiated with – they simply have to be defeated. Their grievances have no legitimacy whatsoever and their aims are completely antithetical to the values of democracy. They would rip up the Universal Declaration of Human Rights – we must defend it.

Moreover, because they reject any basic democratic and legal values and operate far beyond the remit of normal justice systems, we may need to use extraordinary measures to defeat them. That of course includes military action – preferably as surgical as possible even if it means more risk to our own side.

Collateral damage may not concern many in the US and beyond too much at the moment, but it only helps to provide more recruits and support for the terror networks and is ultimately counter-productive (as well as being morally wrong). We need also to consider other means – for example the hijackers in the US used money that had somewhere to have gone through the banking system. There is more than one way to cut off their supplies.

Hence we have to be tough on terrorism and tough on the causes of terrorism – never more so than after last week’s unspeakable events.

——————————————————————————————————————————————————————-

Colin Talbot is Professor of Public Policy and Management at the University of Glamorgan, Wales, UK and a founding member of Public Futures, a public service knowledge company.

The viewpoints expressed by ASPA’s online columnists are the individuals’ and are not necessarily the viewpoints of ASPA or the organizations the columnists represent.

============================================================================================

We’ll Rise to the Occassion

By Harlan Cleveland

This week’s terrorist attacks in New York and Washington were enormous as a human tragedy, historic as a turn of events. While most news media have focused on what well-known leaders around the world and especially in the United States are saying about what will happen next, the main thing to watch is how the American people react — and what they will tell their leaders to do about it. That’s how it really works in the US: on important policy issues, the people get there first and their leaders follow sooner or later.

The attacks shocked us and changed us. Nothing like this has happened here since the Japanese attack on Pearl Harbor in December 1941. That attack instantly unified the American people. Since then, we have felt we had a firm grip on President Franklin Roosevelt’s first freedom — the Freedom from Fear. No American less than half a century old could ever have imagined the puncture in that freedom as we saw on television, in living color, on Tuesday, September 11.

The American people, once again instantly unified, have now made a judgment that we are at war. It’s not in us to walk around frightened about our future, so we’re going to do something. But do what? And who’s the we that will be doing it?

The first instinct of some leaders may be to lash out at the most obvious symbols of terrorism, and do it in a hurry-at whatever expense to our own democracy-and on our own, as a self-isolating action. My guess is that the instinctive wisdom of the people will prevail over the itch of the instant-response hotheads, and that the case for acting internationally in an interdependent world will trump the urge to express our unilateral impatience.

The day after the disaster, the UN Security Council had already unanimously condemned the terrorist actions. The European Union expressed its solidarity with its transatlantic partner, and the North Atlantic Treaty Organization (NATO) began making operational, for the first time, the NATO Treaty provision that an attack on one ally is an attack on all.

Under the impressively calm and clear-headed leadership of Secretary of State Colin Powell, the United States has begun “a worldwide effort to build a coalition against all forms of terrorism.” This will be, at best, the beginning of a long-term coalition-of-the-willing that won’t be satisfied to decapitate a few obvious villains but that writes and enforces new rules for peaceful change and civilized behavior in the 21st century.

Like most things worth doing, this won’t be done in a hurry. It won’t be done without casualties, and it won’t be done at bargain prices. For a start, it will doubtless cost a lot more than we were planning to spend on “defense.” This may require changing some suddenly premature Republican ideas about tax cutting, and some postponable Democratic ambitions about social spending.

The American people are heir to one tradition that is a feature of our history but is, curiously, not yet expressed in the lyrics of our patriotic songs. Ours is a nation that rises to the occasion. We have done it before, and we will do it again.

This column was reprinted with permission of The World Paper.

——————————————————————————————————————————————————————–

Harlan Cleveland is a former US Assistant Secretary of State and US ambassador to NATO and past president of the World Academy of Art and Science. He passed away in 2008.

Leave a Comment

Filed under ASPA Membership, General, Practitioner Perspective