The Concept of Program Reengineering
The Concept of Program Reengineering BY jayy723 Mayor Paul Schell was a real estate developer for most of his career until he ran for Mayor a second time in 1997. He won the hearts of Seattle’s residents, as well as Democrats and Republicans. The people loved that he was a risk-taker with a heart of gold. Schell was very serious about decreasing the number of homeless females and homeless families with children. In a pledge he made in June of 1998, he proclaimed that there would be no homeless people on the street by Christmas of the same year.
That day in June, he made a firm pledge. Many were curious as to Just how Mayor Schell would be successful in doing so with so many factors that could possibly get in the way of him fulfilling his statement. Mayor Schell made some policy choices that were a part of his strategy to better the homelessness issue is Seattle. One choice he made was to lower the number of homeless people living on the street. It was very hard to keep count of the number of homeless people on the street because it was ever-changing. Some people who are homeless are transitional.
One night they could sleep on the street, and other nights hey could find a place to stay or even temporarily stay at a shelter. A second policy choice Mayor Schell made was to increase shelter capacity. Increasing capacity would cost thousands of dollars a year to staff, and that does not include operating the shelter alone. This increase could also Jeopardize the homeless street count. Prior to Schell taking office as Mayor, residents voted for a bill to be passed so that property taxes be raised to help the homeless in Seattle.
Solving the homelessness issue is actually about placing families and individuals in housing, not providing services for them. The goal was to actually develop permanent housing so that they do not have to return to the streets. Thirdly, Mayor Schell chose to increase assistance for homeless families and than that of men who were homeless and on the street. The City of Seattle had plans which emphasized services to all homeless people rather than Just providing beds. The City of Seattle also stressed the need for other Jurisdictions to share in funding homeless services.
According to the case study, I did not find any evidence of pre-implementation or any sort of plan Schell conducted prior to going through with his goals according to omelessness. In 1998, Schell had Just entered into government after twenty years of attempting to, and he was beginning a new governance cycle. Schell had lengthy experience and success in the private sector, specifically in areas of development where predictions of outcomes are clear. This is exactly why he favorably imported the sense of “good business practice” into government.
In essence, I believe Schell definitely wanted a change to come for homelessness so he was able to come up with what could be done. That alone got him bi-partisan support that brought him into office. Schell wanted to wipe out the number of homeless people living on the street, while at the same time increase the capacity of the shelters. It would take more money to house those people and pay the people who would work in these shelters. There are so many other operations that would need funds to function, and there was no clear statement in the reading that showed where those funds would come from.
Schell was very experienced in development, so constructing additional shelters or living units for homeless families and individuals would have been a great idea. According to the strategies Schell had in mind, the outcomes could have went in ifferent directions. Mayor Schell was quoted in the Ellensburg Daily Record saying “I’m not sorry I set goals I didn’t meet. I don’t consider it a failure. ” (“Mayor Schell and the homeless: Has he helped? Who Knows? “, 2001). Since 1998, Schell had a sympathetic City Council and booming tax revenues for the following four years, resulting in survival services doubling to $14. million. With all the funding available, there were still as many people living on the streets in Seattle than ever before. There was a computerized database called Safe Harbors that would provide nformation about each homeless person, but the implementation on it never occurred. Mayor Schell took a bold approach when he made the pledge to have no one single homeless person on the streets in six months. Schell’s plan was to pay for hotel or motel vouchers for about 100 homeless families. Those vouchers were good for a stay of one night to three weeks, and were distributed by Traveler’s Aid (Fahrenthold, 1998).
Jane McKinley-Chinn, program manager for Traveler’s Aid, said about a third of the 100 families will make it directly into their own apartments with good case management. She was sure that those families would have a better chance of finding temporary housing, but the space in the transitional programs was already crowded. Because of that, some families would end up back on the street. In my opinion, Mayor Schell had really great ideas for the homeless of Seattle, but he did not have problem solving strength.
Looking over his tenure as Mayor of Seattle, he made promises he did not keep, and many residents and colleagues were upset with The sheer pace of change in the world at large heightens the need for effective assessments. The future is near and its approaching more quickly than ever. The complexity of the systems that make up the world almost certainly increased. When it comes to the strategic planning process, it is important to gather the strengths and weaknesses in relation to the opportunities and challenges or threats that can surface (Bryson, 2011).
An effective external and internal environmental assessment should result in several longer-term benefits to the organization/community. It is important to produce information that is vital to the survival of the program. It’s complicated to believe that a program will last and be effective in the long run unless there is nough knowledge of its strengths and weaknesses in relation to the opportunities and challenges it faces. Assessments draw attention to issues and information that cross internal and external boundaries.
As a result, key decision makers and opinion leaders are prompted to move beyond their Job descriptions in their thinking and discussions, increasing the opportunities for them to produce creative and integrative insights and actions that bring functions and levels of the program together with the environment (Bryson, 2011). Although conducting an assessment is a process, it is very important to collect as uch data about the problem that is at hand. A program is formed to deal with an existing problem by decreasing the intensity of that particular problem.
Assessments are a way to improve a program, place accountability on the key decision makers, and give the external and internal stakeholders evidence of why they should believe in the program. It is also helpful for organizers to look forward by first looking backward. When one looks back on what did not work for the past five, ten years, it is relatively easier for them to look forward the same amount of time. Mayor Schell had a great background in private sector real estate development, nd he was very successful.
He stressed the fact that he was not satisfied with the amount of families that were living on the streets, and people gravitated towards him because of that. He possessed a heart of gold and had many ideas that would fix the Seattle homeless issue, but he did not act upon those ideas. His pledge in June of 1998 was a very firm one, and many waited to see exactly how he would act on his pledge. He received the funds he needed to do the things he wanted and still did not have a plan to permanently decrease homelessness like he said he would. If Mayor
Schell would have strategically approached the homeless issue, he would have had a chance at success with getting and keeping homeless families off Seattle’s streets. References Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations. San Francisco, CA: Jossey-Bass. Fahrenthold, D. A. (1998). Christmas Miracle For Homeless? The Seattle Times. Mayor Schell and the homeless: Has he helped? Who knows? (2001, Jul 16). Ellensburg Daily Record, p. A2. University of Washington’s Daniel J. Evans School of Public Affairs website: http:// www. hallway. org