It’s no secret that these days “the price of public service is unacceptably high,” in the words of Isabella Ulloa, founder and CEO of the Public Service Alliance. This, she said, “jeopardizes our government’s ability to deliver for the American people and contradicts American values.”
To address that concern, it’s important to recognize those whose dedication results in real improvements to systems of service delivery. We also need to provide ongoing learning for a much broader group of current and potential public servants, providing them with opportunities for personal fulfillment.
On the recognition front, I recently joined in saluting Steven Quick, the president of an AFSCME local in Indianapolis, on the occasion of his retirement. Years ago, when I was mayor, the Harvard Kennedy School honored the union, Quick and the city with an Innovation in American Government Award. Quick had recognized that changes in work rules and equipment would improve service and reduce costs, while also financially benefiting union workers through increased productivity. AFSMCE members, with the guidance of a City Hall innovation team of young lawyers and MBAs taking a few years away from commercial interests to support them, vividly demonstrated the David Osborne/Ted Gaebler adage that good people work in government but are constrained by bad systems. Recognizing those whose service includes improving those systems can go a long way toward inspiring others.
In July, the Kennedy School underscored that innovation, leadership and exceptional service can occur anywhere in an organization, not just at the top. The school designed its American Service Fellowships, now open for applications, for local government employees, including fire and police officers and teachers, along with active-duty military, veterans and alumni of the Peace Corps and AmeriCorps. This mid-career Master of Public Administration fellowship, covering tuition and cost-of-living expenses, will make a significant difference for public servants looking to enhance their education and immerse themselves in a community of civic-minded peers. As a Republican elected official from the Midwest who never imagined myself at Harvard, the opportunity to participate in Kennedy School programs helped me serve my hometown better.
We know that public employees often find more motivation in a desire to serve than in pay. Officials, media, unions and schools can reinforce that motivation. We need to provide opportunities for recognition and ongoing learning for a much broader group of public servants, and the Harvard fellowship program exemplifies this.
Creating a service ethic also necessitates finding ways to support a broader array of opportunities for the next generation of public servants. Utah Gov. Spencer Cox and representatives of Maryland Gov. Wes Moore recently showcased their state-level public service initiatives, the One Utah Service Fellowship and the Maryland Corps and Service Year Option. These fellowships emphasize what I saw in my nine years chairing AmeriCorps: that those who serve their neighbors develop lifetime habits that support civic life.
We need responsive government; modernizing systems will help, of course, but only if those systems are designed and managed by those who possess a genuine service ethic and are free to conduct their work without threat of violence. Now is the time for public servants to take advantage of opportunities to advance their education and renew their commitment, and the time for us to celebrate and support those who serve our communities.
The American Service Fellowship program welcomes mid-career professionals with at least seven years of public service experience, who have demonstrated leadership, are looking to grow their skills and are committed to making a lasting impact in their communities. Apply here by Dec. 1.
Governing’s opinion columns reflect the views of their authors and not necessarily those of Governing’s editors or management.
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