The Two Dimensions of Leadership and/or Management within the Public Sector

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1 Leadership and Management in the Norwegian Public Sector Reflections after 4 ½ years as Chief of Defence Overlegeforeningen 15. april The Two Dimensions of Leadership and/or Management within the Public Sector Polititical leadership Leadership at the politicalprofessional interface Bureaucratic management The interface between departments or directorates and the individual service or agency A point on terminology Leadership Management Command Political leadership Case Study Rational Government vs Regional Politics ): Dynamic problem: Not just pushing the problem in front of you the problem is growing while you are pushing Operational structure Functional balance Support & base structure Operational structure Support & base structure Economic balance Economic balance

2 Attempts at an Explanation Why Rational Governement Is So Difficult The death of ideology Political convergence towards competent administration Increasing tendency towards grandstanding and symbolic decisions Increased political competition Increased aversion against risk and unpopular decisions increased requirement for appearing to be firm and decisive Increased tendency towards short term solutions and therefore irrational government in the longer term Increasing tendency towards simplified policies disregarding complex interdependencies Public finances Increasing pressure on the public purse, driven by demographics and rising expectations Increasing tendency towards a persistently underfinanced public sector The role of the media Disproportionate reverence for the media, the rise of spin doctors within the civil service Increasing tendency towards irrational decisions, driven by the media s agenda and aspirations The role of the media «Fulfilling their civic obligation» Sensational coverage short memories Less than consistent in judging cause and effect Lack of knowledgable (VG) 22. juli måtte politiet ha hjelp fra Forsvaret journalists for å sikre byen mot flere mulige terrorangrep. Self-established and HV-soldaten Da klarte man så vidt avfyrte å skaffe nok skuddet soldater fra malviksak.jpg Oslo-området til -->Det vaktholdet. var den Her 28 er år nemlig gamlebare non-accountable mannen drøyt to hundre som skjøt HV-soldater og drepte tilgjengelige sin 26 årige på ett «people s court» in ektefelle døgns varsel. i skytetragedien i Malvik i political manhunts Sør-Trøndelag fredag morgen. Mannen skjøt deretter seg selv The Role of Ministries Between independent civil service and political secretariat Is the balance in transition? Screening and protecting the minister increasingly important Former minister Bjarne Håkon Hansen: «The ministries press and information services are part and parcel of the political leadership» Should the «balance of power» between civil servants and politicians be changed as a consequence? Transfer of responsibility for civil service promotions to an independent board, ref the appointment of judges Introduce new routines to be applied when a cabinet minister makes decisions contrary to the recommendations of the civil service, ref the UK system

3 Public management Efficiency metrics and «balanced scorecard» Attempt at applying theory developed for the private sector to public services Quantifiable «management parameters» based on result (combat ready pilots), but...no recognized parameter linking result and effect (deterrence, defence capability) Aggregated, quantifiable and final metrics for public services cannot be defined, since there is no single and agreed definition of success Fragmentation of efficiency indicators into «management parameters» Futile in terms of improving services Dysfunctional side effects RESOURCE (Money) ACTIVITY (Flying hrs) RESULT (Combat ready pilots) EFFECT (Defence capability, deterrence) «Internal pricing» The deformed twin of the balanced scorecard Advantages General cost awareness May work initially in transformation processes Disadvantages Side effects of simulating a market mechanism in a non-functioning market Creating bureaucracy Encouraging sub-optimalization Monopoly effects Dysfunctional cultural effects Examples Garage rental for military vehicles Shelters at firing ranges The management concept» Objective responsibility for political decisions Thank you for your attention

4 Leadership in the Public Domain: Case study What I Think Senior Policemen Should Have Said after 22. July Much of the criticism after 22nd July totally imbalanced and unfair Norway has the sort of police force we have requested Given the circumstances and the preconditions prevailing in the police force, the Utøya operation must be considered a success ABB apprehended 73 minutes after the first shots fired The debate dominated by ignorant media - again Example: The helicopter controversy Public expectations totally unrealistic Physical limitations Economic limitations Scenarios Speaking out for your own people educating the public Physical Limitations First Response during Terrorist Attacks Fagernes Gol Rjukan Skien Lillehammer Rena Readiness time + flight time Rygge-Oslo + loading time + flight time Oslo-attack site < required driving time Osloattack site Red line = limit for when helicopter transport will be quicker, given 2 hrs readiness For military special operations forces, the limitation is the readiness of the force 24 hrs not the readiness of the helicopters ): First response will always be by local police live with it!

5 The generals must remember that the politicians make the decisions! This is the ultimate political delusion In reality, development will make decisions the politicians can only decide whether they will comply with development or not Decisions ignoring development will have to be reconsidered within a finite timeframe Leadership within the Individual Service or Agency «Improved leadership and strengthened culture» as a productivity metric Probably more of a political slogan than practical guidance Leadership vs command, the relational vs the functional Leadership as a subject for scientific study Much of the theory developed for the private sector Little significance for public agencies and services Notable imbalance between theoretical leadership qualifications and will to take on demanding positions ito their leadership challenges The most successful leaders seem to be those who combine the highest professional qualifications with the ability to make necessary decisions however unpopular Leadership in its simplest terms The difficulty with sound leadership is rarely knowing what you should do the difficulty is that the right decision often comes with a price at your own expense Economic limitations Price Tag Public Expectations Expectation Readiness for immediate action at the capability level of DELTA force all over the country Kostnad 5 officers ready 24/7 to deal with another Utøya scenario in all 27 police districts 4 shifts a 5 = 20 officers 27 districts mean 27 x 20 = 540 officers 50% of time taken up by training gives 540 x 0,5 = 270 new policemen 1 mill per policeman means budget increase of NOK 270 mill Investment (vehicles, weapons, comms etc) and operating costs approximately the same Total cost, conservative estimate NOK 540 mill per year

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