1. Issues in Public Administration MPA 509 Evolution of Public Administration

2. Agenda Preview of the Last Lecture Theories of Public Administration (from last lecture) Public Administration Definitions Concerns From the Academic Perspective Taylor's Approach POSCORD Post World War Decade 1970s till 1980’s Decade 1980s till 1990’s Late 1990s Conclusion

3. ContextKey ValuesProponentsDominant/Theories/Themes/Sub- /Principles/IssuesConcepts 3. New Public Late 1960s to 70’s Administration  Widening gap between the rich & poor  Racial discrimination  Watergate scandal  Cold War  Vietnam War  Equity  Minnowbrook Disparities existed because PA  ResponsivenessConferencehas focused less on social  Relevance  H. Georgepurposes or values of government  AdequacyFredericksonpolicies and programs on the  Client-orientednesseconomy and efficiency of - protect & promoteexecution welfare of the  The value-free and neutral stance disadvantagedof traditional PA has alienated the groupsless privileged and deprived groups in society  According to New PA Proponents, public administrators should not be neutral; they should be committed to both good management and social equity as values to be achieved  Advocated: client-oriented administration, non bureaucratic structures, participatory decision- making, decentralized administration, and advocate administrators 3

4. ContextKey Values/Principles/IssuesProponents Dominant/T heories/Themes/Sub-Concepts 4. New Public Management  Poverty  Sustainable human  Hammer &  Reengineering  Low standards of living developmentChampy o Fundamental rethinking and radical  Globalization  Improving human  Ted Osborne andchange of processes (Hammer and  Economic Integrationconditions David Gaebler Champy )  Participation and  UNDP o Improvement (and, if necessary, overhaul) empowerment of  ADBof systems stakeholders  WB  Reinventing  Improve government o Catalytic government : Steering than operationsrowing  Streamline bureaucracy o Community-owned Government -  Rational publicEmpowering rather than serving policymaking o Competitive government : injecting  Strong democracycompetition into service delivery  Rule of law o Mission-Driven Government : Funding outcomes, not inputs o Customer-Driven Government : Meeting the needs of the customers, not the bureaucracy Enterprising government : Earning rather than spending o Anticipatory government : Prevention rather than cure o Decentralized government : From hierarchy to participation and teamwork o Market-oriented government: leveraging change through the market  Public Choice Theory  Governance o Accountability o Transparency o Predictability o participation 4

5. Integration After World War 11,public administrators went through a period of self-doubt and self-criticism. For many of them, being good policy implementers and managers was no longer enough. The scope of their role and concerns changed from that of being responsible for the traditional planning, organizing, staffing, reviewing, and budgeting activities to a much broader charge. Public administrators realized that study of the organization should encompass the study of human behavior and study of budgeting should include the study of theory as well as practice. Ann Prentice 1984 5

6. New Public Management The ideas of “new public management” and “reinventing government” were essentially born out of the continuing search for solutions to economic problems in 1970s and to produce a government that “works better but costs less.” 6

7. Reinventing Government The idea of “reinventing government” was advanced by Osborne and Gaebler in 1992. Their concept of NPM was sparked by the use of business model prescriptions for government i.e. using private sector innovation, resources, and organizational ideas to improve the public sector. 7

8. Reengineering Organizations Anothersimilarmovementwas “reengineering organizations.” This term was coined by Michael Hammer (1990) in an article published by the Harvard Business Review. Reengineering offers an approach for improving performance, effectiveness, and efficiency of organizations regardless of the sector in which they operate. 8

9. According to Hammer and Champy (1993), “reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed.” (Hammer and Champy 1993 as cited in Halachmi 1995: 330). 9

10. Public Administration Public administration is both an academic discipline and a field of practice; Public administration houses the implementation of government policy and an academic discipline that studies this implementation and that prepares civil servants for this work; As a "field of inquiry with a diverse scope" its fundamental goal is to advance management and policies so that government can function; 10

11. Definitions "the management of public programs" "translation of politics into the reality that citizens see every day" "the study of government decision making, the analysis of the policies themselves, the various inputs that have produced them, and the inputs necessary to produce alternative policies” 11

12. Phases in the Evolution of Public Administration Phase Indicative Period Traditional / Classical Public Administration 1800s to 1950s Modern Public Administration Development Administration (1950s to 1960s) New Public Administration (1970s) New Public Management (1980s to 1990s) Reinventing Government (1990s) PA as Governance (1990s to the present)

13. post–world war II to the 1970s There was a call by citizens for efficient administration to replace ineffective, wasteful bureaucracy. Public administration would have to distance itself from politics to answer this call and remain effective. Elected officials supported these reforms. Brownlow, a University of Chicago professor,subsequently founded the Public Administration Service (PAS) at the university, an organization which has provided consulting services to all levels of government until the 1970s. 13

14. post–world war II to the 1970s Concurrently, after World War II, the whole concept of public administration expanded to include policy- making and analysis, thus the study of ‘administrative policy making and analysis’ was introduced and enhanced into the government decision-making bodies. Later on, the human factor became a predominant concern and emphasis in the study of Public Administration. 14

15. post–world war II to the 1970s Henceforth, the emergence of scholars such as, Fritz Marx with his book ‘The Elements of Public Administration’ (1946), Paul H. Appleby ‘Policy and Administration’ (1952), Frank Marini ‘Towards a New Public Administration’ (1971), and others that have contributed positively in these endeavors. Public administration can be defined as a department in the executive arm of government responsible for the formulating and implementing government policies and programs. 15

16. 1980s–1990s In the late 1980s, yet another generation of public administration theorists began to displace the last. The new theory, which came to be called New Public Management, was proposed by David Osborne and Ted Gaebler in their book Reinventing Government. The new model advocated the use of private sector-style models, organizational ideas and values to improve the efficiency and service-orientation of the public sector. During the Clinton Administration (1993–2001), Vice President Al Gore adopted and reformed federal agencies using NPM approaches. 16

17. 1980s–1990s Some modern authors define NPM as a combination of splitting large bureaucracies into smaller, more fragmented agencies, encouraging competition between different public agencies and encouraging competition between public agencies and private firms and using economic incentives (e.g., performance pay for senior executives or user-pay models. NPM treats individuals as "customers" or "clients" (in the private sector sense), rather than as citizens. 17

18. 1980s–1990s Some critics argue that the New Public Management concept of treating people as "customers" rather than "citizens" is an inappropriate borrowing from the private sector model, because businesses see customers are a means to an end (profit), In New Public Management, people are viewed as economic units not democratic participants. Nevertheless, the model is still widely accepted at all levels of government and in many countries. 18

19. late 1990s–2000 Another new public service model is what has been called New Public Governance, an approach which includes a centralization of power; an increased number, role and influence of partisan-political staff; personal-politicization of appointments to the senior public service; and, the assumption that the public service is partisan for the government of the day. 19

20. 1980s–1990s In the late 1980s, yet another generation of public administration theorists began to displace the last. The new theory, which came to be called New Public Management, was proposed by David Osborne and Ted Gaebler in their book Reinventing Government. The new model advocated the use of private sector-style models, organizational ideas and values to improve the efficiency and service-orientation of the public sector. 20

21. 1980s–1990s Some modern authors define NPM as a combination of splitting large bureaucracies into smaller, more fragmented agencies, encouraging competition between different public agencies and encouraging competition between public agencies and private firms and using economic incentives lines (e.g., performance pay for senior executives or user-pay models. NPM treats individuals as "customers" or "clients" (in the private sector sense), rather than as citizens. 21

22. 1980s–1990s Some critics argue that the New Public Management concept of treating people as "customers" rather than "citizens" is an inappropriate borrowing from the private sector model, because businesses see customers are a means to an end (profit), rather than as the proprietors of government (the owners), opposed to merely the customers of a business (the patrons). In New Public Management, people are viewed as economic units not democratic participants. 22

23. late 1990s–2000 In the late 1990s, Janet and Robert Denhardt proposed a new public services model in response to the dominance of NPM. A successor to NPM is digital era governance, focusing on themes of reintegrating government responsibilities, needs-based holism, and digitalization (exploiting the transformational capabilities of modern IT and digital storage). 23

24. late 1990s–2000 Another new public service model is what has been called New Public Governance, an approach which includes a centralization of power; an increased number, role and influence of partisan-political staff; personal-politicization of appointments to the senior public service; and, the assumption that the public service is partisan for the government of the day. 24

25. Quote of the Day There is no higher religion than human service. To work for the common good is the greatest creed. Woodrow Wilson