Bài giảng Quản trị công: Chapter 4 - PGS.TS. Sử Đình Thành

Bài giảng Quản trị công - Chapter 4: Public management in flux (Reforms). Learning objectives of this chapter include: To be aware of the objectives of the first generation of public sector reforms, to be aware of the results of the first generation of public sector reforms, to be aware of unresolved problems of the first generation of public sector reforms, to understand differences in public sector reform trajectories of OECD governments, to be able to undertake a more systemic analysis of public sector reforms.
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Bài giảng Quản trị công: Chapter 4 - PGS.TS. Sử Đình Thành CHAPTER 4PUBLIC MANAGEMENT IN FLUX (Reforms) SU DINH THANH FIRST GENERATION OF REFORMSThere was a floweringTh fl i off public bli sector t reform f efforts ff tin some English-speaking and Scandinavian countriesi thein th 1980s 1980 andd 1990s 1990 which hi h brought b ht new thinking thi kiand processes into public services to make them moreefficient ffi i t andd more responsive i tot clients. li tFIRST GENERATIONƒ Obj Objectives ti off the th first fi t generation ti off reforms: f ƒ Many of these improvements are a matter of technical or operating efficiency – more outputs produced with fewer inputs. . . . But as important as it is, efficiency in producing outputs is not the whole of public management. It also is essential that government has the capacity to achieve its larger political and strategic objectives. . . . It will have to mo e from management issues move iss es to policy polic objectives, objecti es to fostering outcomes. ƒ A feature of these reforms was that they were directed at ‘managerializing’ the public sector.Source: Schick (1996, p. 87)FIRST GENERATIONƒ Management M t efficiency ffi i as main i result: lt ƒ Beyond the impressionistic evidence, there is strong reason to believe that restructuring public management has brought sizeable efficiency gains that are reflected in lower staffing levels and reductions in real operating expenditures.Source: Schick (1997, (1997 p. p 10)FIRST GENERATIONƒ P Public bli sector t reforms f off New N Z l d has Zealand h b been strengths: ƒ MMore efficient ffi i t production d ti off outputs t t ƒ A more responsive, innovative public sector delivering better services ƒ Improved financial accountability ƒ Improved overall fiscal controlFIRST GENERATIONƒ B Butt there th are some weaknesses k : ƒ The alignment of outputs with outcomes ƒ Weakness W k i the in th link li k between b t governmentt strategy t t and budget spending ƒ The Th potential t ti l for f conflict fli t between b t purchase h andd ownership interests ƒ Problems P bl i contracting in t ti for f outputs t t ƒ Unforeseen consequences of the new regime ƒ Uneven U performance f off departments d t t andd agencies iFIRST GENERATIONƒ The Th first fi t generation ti off reformers f ( ith the (with th notable t bl exception of New Zealand) tended to treat the public managementt process in i isolation i l ti f from th political the liti l policy process and the legislative process.ƒ The Th Strategic St t i Management M t Initiative I iti ti ini Ireland I l d sought ht to bring about major management change in the public sector, t without ith t addressing dd i the th rolel andd accountability t bilit ...