Dunleavy Presentation

8/15/2019 Dunleavy Presentation

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How can e-governmentsupport a transformationagenda?

Patrick Dunleavy

Public Policy

Public PolicyGroup

P. Dunleavy 2005

London School of Economics


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THE ZIG-ZAG PATH TOGOVERNMENT CHANGE

Government transformation

New PublicManagement

push

Web EraGovernance

push


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New Public Management

NPM = Disaggregation plus Competition plusIncentivization plus performance measurement Disaggregation splitting up large bureaucracies

via agencification, micro-local agencies, more QGAs,

purchaser-provider separation Competition introducing alternative suppliers viamandatory competition, outsourcing, strategic review,quasi-markets, deinstitutionalization, asset sales,

consumer-tagged financing, deregulation Incentivization via privatization, PFIs and PPPs,PRP, charging, public sector dividends, valuing publicsector equity


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DISAGGREGATION THEMESComponent Current statusPurchaser-provider separation X reversingAgencification X

Decoupling policy systems X

Growth of quasi-government agencies X

Separation out of micro-local agencies XChunking up privatised industries X

Corporatization and strong single

organization management X

De-professionalization X

Competition by comparison ~ stableImproved performance measurement growingLeague tables of agency performance


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COMPETITION THEMES

Component Current statusQuasi-markets X reversingVoucher schemes X

Outsourcing ~ stableCompulsory market testing ~Intra-government contracting ~Public/private sectoral polarization ~Product market liberalization ~Deregulation ~

Consumer-tagged financing growingUser control


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INCENTIVIZATION THEMESComponent Current status

Re-specifying property rights X reversingLight touch regulation X

Capital market involvement in projects X

Privatizing asset ownership ~ stable

Anti-rent-seeking measures ~De-privileging professions ~Performance-related pay ~PFI (private finance initiative) ~Public-private partnerships ~Unified rate of return and discounting growingDevelopment of charging technologies Valuing public sector equity Mandatory efficiency dividends


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New Public Management Positive short term direct effects, but... Impacts reducing citizen competencies

e.g unfamiliar processes, hollow choices, club

effects, privatization of information, conflict ofusers vs citizens control

Impacts increasing policy complexitye.g agencification/fragmentation, corporatization,

charging, PFIs and PPPs introducing privatebankruptcy risks, re-regulation followingcatastrophic failures, increased transaction costs


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Key NPM problems

In the UKrollback of NHS quasi-marketexperience of Railtrack, NATS, British Energy

PFI and PPP instabilities and risk additions, ban

on PFI for IT projects, continuing controversies In the USA

re-governmentalization of airport security post9/11, and ultra-conventional DHS reorganization

In both countriesAwareness of possible over-fragmentation and

adverse siloing effects


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Change of publicmanagement regime

Level of autonomouscitizen competence

Level of socialproblem-solvingLevel of institutionaland policy complexity

Changes in public management regimes normally

contribute to improving social problem-solving

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One common adverse by-product effect

is increased administrative complexity

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Another common adverse by-product effect

is a reduction in citizen competences

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Cumulative adverse by-product effects can occur

from changes in public management regimes

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Web-era governance

is the next wave of change after NPM andcomprises 3 elements

Reintegration rolling back agencification, JUG,re-governmentalization, new central processes,

process costs squeeze, re-engineering, simplification Holism client/function structures, one-stops, ask-

once processes, end-to-end redesign, agile (notfragile) government

Digitalization ESD, centralized procurement,ZTT automation, disintermediation, mandated channelreductions, isocratic administration, open-bookgovernance


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REINTEGRATION THEMES

Rollback of agencification

Joined-up governance (JUG)

Re-governmentalization

Reinstating central processes

Radically squeezing production costs

Re-engineering back-office functions

Procurement concentration and specializationNetwork simplification


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DIGITALIZATION THEMES

Electronic service delivery

New forms of automated processes

zero touch technologies (ZTT)

Radical disintermediation

Active channel streaming

Facilitating isocratic administration

Moving towards open-book government


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Londons Oystercard- a travel smartcard
http://www.oystercard.com/files/press/images/woman_with_card_on_bus.jpg


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Londons Oystercard

Smart card with RDF, stores season tickets andpre-pay cash amounts purchasable by phone, onthe Web and via local outlet machines

Initial installation costs were 1.1 billion Readers on 6,000 buses, 255 Tube stations, 2300

ticket outlets, 23 national rail stations

Initially 350,000 season ticket holders, now over

2.2 million users due to adoption incentives Time savings for card holders who touch in and

out, plus other passengers still queuing and staffsavings for Transport for London


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SUGGESTIONS FOR ACHIEVINGKEY GOVERNMENTAL CHANGES

Use e-gov as part of an overall changemanagement strategy, not as a stand-alone

Try for radical,Zero Touch applications

Aim for quick wins and rapid changes, usingincentives and a thorough build and learn

approach to spur rapid behaviour changeovers

Treat multi-channel solutions as transitional only

aim to achieve critical mass displacement to e-

gov

Look for positive externalities that offset

inequalities and an atrophying of legacy methods


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OTHER SUGGESTIONS

Prefer brand new applications to remaking legacysystems and organizations

Prefer applications that are fault-tolerant

Look at active competition between e-government

methods and legacy methods Prefer low authentication applications or youll

still be waiting five years on

Foster information-seeking and giving, especially

from national agencies where users are episodic Maintain competitive tension in the contracting

market better for industry and government


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Achieving a self-reinforcing cycle ofWeb-era governance processes

Key productivity and cost reduction changesfeedback savings flows

Investment flow

Leadership

Organizationchange

Responsiveness boost

Customer behaviour changes

E-change

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