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Administrative Reform

Administrative Reform. Blue team. “Administrative reform means an induced, permanent improvement in administration” ( Wallis 1989, 170 ). Part I: Golden Oldies . Miewald : Life and Hard Times of Bureaucracies.

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Administrative Reform

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  1. Administrative Reform Blue team “Administrative reform means an induced, permanent improvement in administration” (Wallis 1989, 170)

  2. Part I: Golden Oldies

  3. Miewald: Life and Hard Times of Bureaucracies • Organizations aren’t instrumental – i.e., they ‘are not supposed to accomplish anything beyond their own existence’ (100) • Problem with way organizational theory sees organizations (rational) • In reality, can look at them as technical, human relations and political problems • Technical • Personal: ‘can bend an organization out of shape’ (105) • Political: most important; key is budgeting (‘clash of values and the making of allocative decisions’ [107]) • Stages of the bureau • Birth, growth (survival), maturity (little search); death

  4. Miewald: Responsibility • Difficult to get a grasp of. What is it? • Responsiveness, flexibility, consistency, stability, leadership, probity, candor, competence, efficacy, prudence, due process, accountability (237) • ‘Sins’ of bureaucracies • Arrogance, political involvement, corruption, unethical behavior, inefficiency, failure to respect legislative intent, ignoring procedures, information manipulation, abuse of subordinates, failure to show initiative • Concrete ways to prevent/remedy irresponsibility • Administrative law (discretion vsRechtsstaat); ombudsman (the public’s ‘agent’); individual responsibility (human values and self-regulation of bureaucrats; encouragement of whistle blowers)

  5. Marini: The Minnowbrook Perspective • In light of ‘new public administration’ • Make PA relevant to societal problems of the day • Moving away from value-free (positivist) research approaches • Focus on what schools/education of PA should look like • More comparative, empirical, focused on social equity • Teach PA as the applied social science • PA as ‘educational’ versus merely ‘training’ • Curriculum: ‘up to date, alive, problem oriented, and relevant’ (361)

  6. Policy, Implementation and Local Institutions in Botswana (Picard and Morgan 1985) • Focus of this chapter • the relationship between rural development goals and central-local institutional arrangements • “Governments has many good ideas but we don’t know too much about them out here” (125) • In an interview with one administrative secretary to the district Land Board in Botswana • Challenges of local officials • Implementation decisions taken far away in the national capital • Little knowledge of the reasoning behind the policy • Few resources, financial and administrative to carry out the policy • Agenda and the reality: Tribal Grazing Land Policy (1975) • Original policy: generating responsibility for the control of land use/writing a land use plan for the district/supervising the division of district land/protecting the interests of the poorer people • Reality and implementation: the land boards understaffed/ill-equipped/ without adequate office space

  7. Policy, Implementation and Local Institutions in Botswana (continued) • Why? • Dynamics of policy implementation • Multi-dimensional policies and institutions • Interplay between policy and institutions/reciprocal effects • Framework for analysis • The degree of asymmetry between the public policy goals and the organizational capacity of local institutions • Policy implementation as the main consideration within the “policy context” • Local government: Devolution and retreat • The evolution of district councils, 1966-1970 • Faith in the center, 1970-1976 • Stalled attempts at local government perform, 1977-present • Organizational capacity at the local level • Central government, unwilling to increase the capacity of local government • The affective dimension of local government

  8. The Mouse that Roared: Taiwan’s Management of Trade Relations with the United States (Chan 1987) • Main focus: • How dependent country like Taiwan has faced conditions of basic asymmetry in international relations? • How we can understand the trade relationship and predict the future? • How small and dependent economies have tried to lessen or evade the full impact of U.S. protectionist pressures?

  9. The Mouse that Roared: Taiwan’s Management of Trade Relations with the United States (Continued) • Micro level of bargaining tactics • Problem redefinition, damage limitation, exploring loopholes, linkage politics and transnational coalitions • Macro level factors • Taiwan’s policy capacity and U.S. accommodating behavior • Taiwan’s institutional capabilities especially in terms of the autonomy and strength of the state; its historical niche in U.S. domestic policies and Washington’s cold war containment policy • Metagame: Taiwan’s coping behavior in the trade can be understood in the broader context of a “metagame” that seeks to preserve the vital political and security contributions from the U.S.

  10. Part II: Literary Maps and Synthesis

  11. Preview • The meaning of public sector reform • Literary maps - how we have conceptualized the field • How bureaucracy provides services • Privatization • Role of personnel • Human resource management • Accountability • Implementation • Governance • Accountability • Corruption • Development

  12. The meaning of public sector reform • “Induced, permanent improvement in administration” (Wallis 1989, 170) • Administrative reform strategies (Turner and Humle 1997) • Restructuring • Participation • Human resources issuesAccountability Public – private mixes • Challenges • Management (finance/human resource/leadership) • Measuring performance • Accountability/responsibility for implementation • Governance

  13. Privatization Accountability Human Resource Management Miewald/ Barzelay Picard and Garrity/ Nelson Fuller/ Savas Marini (Minnowbrook Perspective) Arnold and Morgan White Klitgaard Picard and Morgan Wallis Turner and Hulme Governance Corruption Development Implementation

  14. How bureaucracy provides services • Privatization • Savas: “the key to better government” • Alarmed by growth in government • Lays out a spectrum of privatization options from contracting out, to franchising, to government vending • Arnold and Morgan: projects, plans, and programs • Need organizational framework for managers • Distinguish between project and program management • Project: clear objectives; defined roles and responsibilities; plans and schedules; rewards/sanctions; feedback/adaptation mechanisms • Program: design, implementor capacity; expanding resources/support; collaboration with other organizations; proactive leadership • Result: towards better effectiveness in implementation of public policy goals

  15. Role of personnel • Human resource management • A key way to reform, over time • Education rather than technical training (Minnowbrook) • Accountability • Barzelay: need to move to “post-bureaucratic” structure where officials, civil servants “build” rather than “enforce” accountability • Often seen in terms of accountability to overseers, line agencies and staff • Should move from “guardianship to problem solving” (99) • Need “new routines” and a new culture • “way things should and could be” • Problem-solving • “customers and public policy” • “producing value” • “caring about people”

  16. Implementation • Governance • World Bank Policy and NGOs: World bank has expanded collaboration with private agencies and grassroots groups in projects (Nelson 1995). • NGOs tendencies to process-oriented programming contradicts the interests of World Bank (Nelson 1995). • Beyond the market, beyond the state (Turner and Hulme 1997, 200) • the rise of non-governmental organizations • Governance and creating civil society (Garrity 1996) • Institutional development/changing organizational behavior and management practices (Garrity 1996)

  17. Implementation (Continued) • Corruption (Klitgaard 1991) • Hong Kong’s Independent Commission Against Corruption (ICAC): analyzing the ICAC’s success: several principal-agent client relationships • Singapore: Cleaning up corruption • Changing rewards and penalties • Gathering information • Restructuring the principal-agent-client relationship • Case of Korea: collusion in bidding/attempts to make competition work

  18. Administrative reform and development • Bureaucracy and development (Turner and Hulme 1997) • Leading issues relating to bureaucracy and development • Size • Capacity: project implementation and capacity • Culture: bureaucracies of developing countries are heavily influenced by endogenous cultures. • Power, politics, and authority: power distribution in society/in government • Bureaucratic bias • Gender and bureaucracy • Corruption

  19. Administrative reform and development(Continued) • Reform cases (Wallis 1989) • China – public health program/Kenya - tea development authority/Korea - government invested enterprises • NGOs, empowerment and politics (Turner and Hulme 1997) • Empowerment as a grand object • NGOs claim to be redistributing power at the local level and influencing policy • People-centered development

  20. Referneces • Marini, Frank. 1971. Toward a new public administration: the Minnowbrook perspective. Scranton, PA: Chandler Pub. Co. • Chan, S. 1987. "The mouse that roared: Taiwan's management of trade relations with the US." Comparative Political Studies 20 (3):251-92. • Picard, Louis A., and Philip E. Morgan. 1985. "Policy, implementation and local institutions in Botswana." In The evolution of modern Botswana, ed. L. A. Picard. London: Rex Collings. • Miewald, Robert D. 1978. Public administration: a critical perspective. New York: McGraw-Hill.

  21. References • Baker, Randall. 1994. Comparative public management: putting U.S. public policy and implementation in context. Westport, CN: Praeger. • Barzelay, Michael, and Babak J. Armajani. 1992. Breaking through bureaucracy: a new vision for managing in government. Berkeley: University of California Press. • Picard, Louis A., Michele Garrity, and International Institute of Administrative Sciences. 1994. Policy reform for sustainable development in Africa: the institutional imperative. Boulder, CO: L. Rienner Publishers. • Savas, Emanuel S. 1987. Privatization: the key to better government. Chatham, NJ: Chatham House Publishers.

  22. References • Klitgaard, Robert E. 1988. Controlling corruption. Berkeley: University of California Press. • Wallis, Malcolm. 1989. Bureaucracy: its role in Third World development. London: Macmillan. • Nelson, Paul J. 1995. The World Bank and non-governmental organizations: the limits of apolitical development. New York: St. Martin's Press. • White, Louise G. 1990. Implementing policy reforms in LDCs: a strategy for designing and effecting change. Boulder, CO: Lynne Rienner Publishers. • Turner, Mark, and David Hulme. 1997. Governance, administration, and development: making the state work. West Hartford, CN: Kumarian Press.

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