Photo Credit: Carmel Clay Parks & Recreation
Within the first 15 minutes of my job interview, the park board president instructed me to “run it like a business.” Coming from the private sector, I wondered what the alternative was. That was more than a decade ago; today, I certainly understand the difficulty and uncertainty of running a government agency like a business. Government agencies have rules, procedures, laws, policies, resolutions, and ordinances to follow that work against many of the most basic business practices.
The reality is that, through leadership, best business practices can be implemented and innovations can be created to navigate the pitfalls and perils that face all agencies. By taking this approach, it is possible to provide better programs, increase an operational budget, and increase capital-project spending.
To be effective requires the willingness and desire to change the basic culture of a department and become an organization where staff is rewarded for success and encouraged to excel. A “We can’t” attitude must be transformed into a “How can we?” culture. It also requires an accountability of every staff member, not just for their actions, but their performance as well. And pay rather than longevity needs to be rewarded.