The table below shows the balance sheet of all commercial banks based on aggregate data found in the Federal Reserve Bulletin. Compare the data in the table to the balance sheet of Bank of America (BOA) which can be found at https://www.marketwatch.com/investing/stock/bac/financials/balance-sheet.  Specifically, add two columns to the table to present BOA percentages (10 points). All banks BOA All banks BOA Assets Liabilities Reserves & Cash items 16 Checkable deposits 10 As far as BOA is concerned, use 2019 data.   Use your table to compare the percentages of loans and securities in the balance sheet of BOA (2019) with the percentages of loans and securities presented in the balance sheet of all commercial banks (2016).  Limit your comparison to 200 words per category compared (loans (5 points) and securities (5 points)).   Remember to add the number of words and references. The balance sheet of all commercial banks in 2016 in the table below (items as a percentage of total) ASSETS LIABILITIES Reserves & Cash Items 16 Checkable deposits 10 Securities Non-transaction deposits U.S. government and agency 14 Small-denomination time deposits 50 State and local government and other securities 6 State and local government and other securities Loans Large-denomination time deposits 10 Commercial and industrial 13 Borrowings 19 Real estate 25 Bank capital 11 Consumer 8 Other 9 Other assets (for example, physical capital) 8 Total 100 Total 100 ***** Source: http://www.federalreserve.gov/releases/h8/ and http://www.federalreserve.gov/releases/h6/. PUB 407 Productivity Improvement in the Public Sector Class 2 Chapter 2 (part 1) Why do you think there is a perception of a “bumbling bureaucrat”? · Red tape, public eye and expectations, poor hiring? · If mistakes are made the perception is incompetence or fraud? Read FEMA paragraph regarding Hurricane Katrina. Government bureaucrats (or employees) are constant attacks for the media and politicians. · When is the last time a politician took the blame for a failed policy, events, or incident? · It is easier to make officials look bad then explain the complexities of the position. · No matter what side you’re on – the current FBI/President Trump Drama. · To one side he is corrupt president and to the other they are a corrupt agency. Public managers do not set goals, they manage the goals of elected officials. · City managers manage the goals of the city council. · County managers manage the goals of county commissioners. · Appointed positions within state and federal gov’t manage the goals of whoever appointed them. Causes of Failure Accepting the negative image. Despite public perception, most public managers are not incompetent, and are generally as good as the private sector. Perception can become reality for some managers, and their self-image and expectations can be set by external views and create a “psychology of failure”. The self-defeated public manager defines success as the “absence.

1. The table below shows the balance sheet of all commercial
banks based on aggregate data found in the Federal
Reserve Bulletin. Compare the data in the table to the balance
sheet of Bank of America (BOA) which can be found at
https://www.marketwatch.com/investing/stock/bac/financials/ba
lance-sheet. Specifically, add two columns to the table to
present BOA percentages (10 points).
All banks
BOA
All banks
BOA
Assets
Liabilities
Reserves & Cash items
16
Checkable deposits
10
As far as BOA is concerned, use 2019 data. Use your table to
compare the percentages of loans and securities in the balance
sheet of BOA (2019) with the percentages of loans and
securities presented in the balance sheet of all commercial
banks (2016). Limit your comparison to 200 words per category
compared (loans (5 points) and securities (5 points)).
Remember to add the number of words and references.
The balance sheet of all commercial banks in 2016 in the table
below (items as a percentage of total)
ASSETS
LIABILITIES
Reserves & Cash Items
16

2. Checkable deposits
10
Securities
Non-transaction deposits
U.S. government and agency
14
Small-denomination time deposits
50
State and local government and other securities
6
State and local government and other securities
Loans
Large-denomination time deposits
10
Commercial and industrial
13
Borrowings
19
Real estate
25
Bank capital
11
Consumer
8
Other
9
Other assets (for example, physical capital)
8

3. Total
100
Total
100
***** Source: http://www.federalreserve.gov/releases/h8/ and
http://www.federalreserve.gov/releases/h6/.
PUB 407
Productivity Improvement in the Public Sector
Class 2
Chapter 2 (part 1)
Why do you think there is a perception of a “bumbling
bureaucrat”?
· Red tape, public eye and expectations, poor hiring?
· If mistakes are made the perception is incompetence or fraud?
Read FEMA paragraph regarding Hurricane Katrina.
Government bureaucrats (or employees) are constant attacks for
the media and politicians.
· When is the last time a politician took the blame for a failed
policy, events, or incident?
· It is easier to make officials look bad then explain the
complexities of the position.
· No matter what side you’re on – the current FBI/President
Trump Drama.
· To one side he is corrupt president and to the other they are a
corrupt agency.
Public managers do not set goals, they manage the goals of
elected officials.
· City managers manage the goals of the city council.
· County managers manage the goals of county commissioners.
· Appointed positions within state and federal gov’t manage the
goals of whoever appointed them.
Causes of Failure
Accepting the negative image.

4. Despite public perception, most public managers are not
incompetent, and are generally as good as the private sector.
Perception can become reality for some managers, and their
self-image and expectations can be set by external views and
create a “psychology of failure”.
The self-defeated public manager defines success as the
“absence of failure”!!!
· This manager may become jaded and be a poor performer.
· It is difficult to measure performance in the public sector.
· Employees in the public sector have more job protections than
the private.
Folding to constraints.
We’ve always done it this way or don’t rock the boat.
Innovative managers receive push back from the established
governmental norms.
· Creativity is not valued as it is in the private sector.
Read Street Fair and tramway paragraph.
Being too cautious.
Analysis paralysis due to fear or failure.
Read USPS paragraph.
Hiding behind ambiguity (bullshitting)
Using overly complicated or confusing language to fake a level
of competence.
Gaming the system.
Not getting pinned down so there are never consequences and
they can weasel out.
Forgetting people matter.
Managers have to remember their organizations are made of
people, and that they lead people not agencies, companies, or
departments.
Poor managers make decisions from their office or desk and
don’t venture out to see impacts or consequences.
· Decentralized decisions making and employee empowerment
will increase the success of a desired outcome.
Read HELP USA paragraph.

5. Cocoa Water Scenario
PUB 407 ML
Productivity Improvement in the Public Sector
Class 1
Chapter 1
· What is a government’s role and purpose?
· To provide services to their citizens.
· Name some types of governments
· Federal
· State
· County
· City
· Special Districts
· Name some services:
· Police
· Fire
· Military
· Water
· Sewer
· Electric
· Emergency
· What else?
· The public’s, often negative, perception of government is
shaped by
· Mass media
· Social media
· Internet based news
· Family, Friends, and Personal Experiences
· Perception Videos
· Examples of perception not being reality.

6. · Ferguson
· Not the PD racism outlined in the DOJ report, but the initial
witness statements that went viral.
· Obama Birth Certificate
· Police Setting Fire in Waco
· 9/11 Conspiracy
· Newtown, CT conspiracy
· etc...
· Examples?
· Public perception and opinion of government wax and wane:
· Post 9/11 federal gov’t approval (presidential approval) - 90%
· Current federal gov’t approval (presidential approval) - 42%
· It all depends on who is in charge, what the gov’t is doing,
and how its being “sold”.
· Favorability ratings of federal, state, and local gov’t have
steadily declines since 2002.
· Local gov’t has the highest approval rating
· This is the level people interact with the most.
· The collective American consensus is gov’t disapproval and
that gov’t causes more problems than it solves.
· Examples
· Crime
· Drug Abuse
· Poverty
· Tax rate
· Failing cities
· Flint?
· Declining schools in some areas
· Corruption
· Is this perception true?
· The public believes the federal gov’t wastes about HALF of
what it spends, and that it is more wasteful than state and local
government.

7. · Gov’t vs. Private Sector
· Public sees the private sector as innovative and efficient.
· Gov’t as stagnant and inefficient.
· True?
· President Obama started an initiative to combat waste called
their “Campaign to Cut Waste” but then approved a $528
million Federal Loan to a Solar Start-Up that went bankrupt and
left the taxpayers on the hook. One of the investors in the
company was also a large donor to President Obama’s campaign
- some consider this wasteful and possibly corrupt.
· Is it wasteful and/or corrupt?
· Are all innovation subsidies or investments bad?
· What about discoveries and technologies made via NASA
contractors?
· GPS via Air Force R and D?
· If it's successful people don’t care, if it's not the perception is
waste and corruption.
· Does waste or corruption inherently make a program bad?
· Interstate highway system
· Social security
· Rural electricity
· Food stamps
· Government failure is very public and impacts perception and
approval for a great deal of time.
· See Hurricane Katrina response
· Example: President Bush and Obama bailouts in 2008 and
2009 probably stopped another Great Depression, but because it
did not cause an economic BOOM it is perceived as a failure.
· The majority of the american public believes the gov’t does
more harm than good to businesses via regulation.

8. · As a result of less gon’t confidence, the average citizen trusts
gov’t less to fulfill their needs and thus wants to give them less
money.
· Politicians run on this, and cut the federal budget.
· Budget deficit.
· Less taxes sent back to state and local gov’t from the feds.
· State and local tax increase.
· Public perception drops.
· And repeat.
· In the 1990’s politicians campaigned on REINVENTING the
gov’t. Streamlining, modernizing, and adopting private sector
efficiencies.
· President Clinton tasked Vice President Gore with a National
Performance Review to apply these to the federal gov’t.
· The reviews priorities were to cut red tape, put customers
first, empower employees to get results, and get back to basics.
· The final report suggests a federal spending cut of 108 billion
dollars and 252,000 federal jobs.
· Largest reduction occurred in the military.
· Challenges of Performance-Based Evaluation and government
downsizing.
· Since the 1990s all levels of gov’t have adopted some form of
performance based evaluation and improvement.
· It doesn’t always tell the whole story.
· Management tailors programs to meet externally assigned
performance goals which may be wrong.
· Performance improvement is often seen as an exercise in
compliance rather than an opportunity to improve.
· They don’t ensure agencies will perform well.
· Don’t eliminate incompetent management, ethics, or
corruption.
· Downsizing doesn’t always result in efficiency.

9. · US federal gov’t Procurement workforce downsized by a
quarter in the 1990s, but then spending grew by 80 percent.
· Results in less management, oversight, and cost controls.
· Reform efforts should be focused on efficiency and
transparency, not “starving the beast”.
· Government policies, processes, and procedures must be
logically established to allow for these efficiencies.
· This is the difference between gov’t and business…. Red tape.
· SpaceX
· Give four points that would ensure effective public
management.
· Training
· Accountability
· Waste/Fraud Prevention
· Regulation/Corruption Enforcement
·