Measured and Transparent Accountability. 

Much is written about government accountability. The recent blog posting from John O’Leary – Governing Magazine is one of the better perspectives presented on the topic.

When we talk about accountability in government we often go in one of two directions, sometimes at the same time: government should run like a business and/or government needs to improve accountability and measure outputs. Often, neither has anything to do with government being effective, efficient, or providing value-added to our taxpayers.

Government is not a private sector business – never has been, never will be – and I don’t think rational folks want it to be. Government is a service organization that is people/staff intensive designed to provide services, regulate activities, and enforce rules and laws – all in an excruciatingly transparent, service-based environment. At its core, government protects health and safety and supports and enhances quality of life: everything else is an add-on. And, it does so with constant input and expression of opinion from those who provide the monetary resources for government to exist – taxpayers, both residential and business-based.

The current environment of government in California is painful. As elected leaders at the State level fail to conduct responsible business such as producing a balanced budget; as resources become more limited for everyone, government and taxpayers alike, and place strain on businesses and households; as appointed officials continue to violate their duties and responsibilities and sully the proud profession of public service; as all these things converge, folks become suspicious of “government”. They want more out of their government for less. They challenge each decision, examine each expenditure, and question the value of each government action.

Government must be efficient and effective. It must provide the services desired by the taxpayers, and demonstrate value for the revenue dollars spent. It must be responsive to its communities and neighborhoods, while balancing the allocation of resources according to the guiding policies adopted by its governing body. It must guard the financial health of the agency while maintaining an energetic, motivated workforce. It must strive for innovation, anticipate change, and maintain core values. It must be steadfast and reliable during physical challenges such as disasters, remain flexible and adaptive during economic adversity, and express innovation and action when opportunity presents itself.

So if government is to be accountable for all this, how is that accountability measured? In my opinion it is not by primarily counting things or capturing data points. Rather it is mostly measured in the satisfaction of residents and businesses with the quality of their environments and the level of services received. It is having tax payers believe they are getting value added for tax dollar paid. It is in the faces and the voices of visitors to City Hall who enjoy being in their place of government, who don’t look at it as a chore to be avoided, and who greet employees and each other with openness.

It is the government being acknowledged as a tough but fair regulator by those seeking permits and variances; and, being recognized as a consistent and compassionate enforcer by those who advertently or inadvertently violate the rules and the laws. It is City Hall being viewed as a place where wrongs can be righted, people listen and respond, a safe harbor – if only to catch one’s breath; and all are treated with dignity and respect. It is having employees who view that agency as a great place to work, and who pull together during adversity and celebrate joyously together in success.

None of the above is easily measured in the traditional business manner, but all of it signals accountability and can be used as a test of a job well done…or not.

originally posted – April 27, 2011