New Public Management Reforms in the Delivery of Pulic Service
-
Upload
ed-gbargaye -
Category
Education
-
view
1.718 -
download
4
description
Transcript of New Public Management Reforms in the Delivery of Pulic Service
NEW PUBLIC MANAGEMENT REFORMS IN
THE DELIVERY OF SERVICES
Edwin Badu Rawlings Gbargaye
Facilitator
1st Semester 2010
Pangasinan State University
Prof. Jo B. Bitonio, DPA
NEW PUBLIC MANAGEMENT
Management culture that emphasizes the centrality of the citizens as customer, as well as accountable for results.
It suggest structural or organizational choices that promote decentralized control through a wide variety of alternative service delivery mechanisms.
Reorganizing public sector bodies to bring management, reporting and accounting approaches closer to business methods.
Reinforces organization and procedures of the
public sector for more competitiveness and
efficiency in resource use and service delivery.
Addresses centralized bureaucracies, waste
and inefficiency in resource use, inadequate
mechanisms of accountability.
NEW PUBLIC MANAGEMENT
NEW PUBLIC MANAGEMENT
1980’s: A "Paradigm Shift” from Public Administration to Public Management
Apparent move away from what is seen as a traditional, progressive-era set of doctrines of good administration emphasizing orderly hierarchies, depoliticized bureaucracies, and the elimination of duplication or overlap, and toward what has been described as the ‘New Public Management’ (Hood, 1996)
BASIC DOCTRINES OF NPM
1.Hands-on professional management of public
organization (managers at the top are free to manage by
use of discretionary power)
2.Explicit Standards and measures of
performance (goals & targets defined and measurable as
indicators of success)
3.Greater emphasis on output controls (resource
allocation and rewards are linked to performance)
4. Shift to disaggregation of units in the Public Sector (disaggregate public sector into corporatized units of activity, organized by products, with devolved budgets; unit deal at arm’s length with each other)
5. Shift to greater competition in the public sector (move to term contracts and public tendering procedures; introduction of market disciplines in public sector)
BASIC DOCTRINES OF NPM
6. Stress on Private –sector styles of
management practice (move away from traditional
public service ethic to more flexible pay, hiring, rules, etc.)
7. Stress on greater discipline and economy in
public sector resource use (cutting direct costs,
raising labor discipline, limiting compliance costs to business)
BASIC DOCTRINES OF NPM
ORIGINS OF NEW PUBLIC MANAGEMENT
NPM as a marriage of 2 different streams of
ideas built on post WWII Development of public
choice, transaction theory and principal agent
theory.
Generated a set of administrative reform
doctrines built on contestability, user choice,
transparency and incentive structures
BUSINESS TYPE MANAGERIALISM
In the tradition of international scientific
management movement
Generated administrative reform doctrines
based on “ requiring discretionary power” to
achieve results and better performance
through the development of appropriate
cultures and active measurement and
adjustments of organizational output.
NPM AND PHILIPPINE BUREAUCRACY
Re-engineering the Bureaucracy for Better
Governance: Principles and Parameters
Private sector was first to re-engineer, as the
sector is most affected by globalization and
heightened competition. Nations has to adjust
to the forces dominant in globalization.
Re-engineering affirms as the “new paradigm
of governance”.
CENTRAL THEMES
Government’s main responsibilities
Government’s relationship with the private
sector
Government intervention and regulation
Provision of public goods
Distribution of public goods
Administrative structural framework
ARCHITECTS OF RE-ENGINEERING
Term coined by Michael Hammer in 1990 in an
article in the Harvard Business Review
A management approach also known as
Business Process Reengineering, for improving
performance, effectiveness and efficiency of
organization regardless of the sector in which
they operate.
According to Hammer and Champy, RE is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance 9cost, quality, service, speed)
Provides the potential of delivering better additional services at less than the cost of the old ways of doing business
ARCHITECTS OF RE-ENGINEERING
REENGINEERING AND REINVENTING
Closely related to reinventing government spearheaded by David Osborne and Ted Gaebler and Vice President Al Gore in the National Performance Review.
Reinventing government or the entrepreneurial government is characterized by a competitive spirit, empowerment of citizens and employees and performance measurement, customer oriented.
Re-forge how agencies were organized, decide
what they need to do and design the best
structure to do it.
Focus on how work is done, re-examining
program and processes; abandoning the
obsolete and eliminating duplication;
embracing advanced technologies to cut costs.
REENGINEERING AND REINVENTING
Re-inventing government is a quest to do away
with antiquated work rules and regulations that
govern government processes to replace them
with new and better ones.
Radical changes in the way government
delivers its services.
Incremental nature of government policy
making.
REENGINEERING AND REINVENTING
NEW APPROACHES IN PUBLIC SERVICE
DELIVERY
In the past government organizations have paid
little attention to service quality or
responsiveness to clients.
NPM emphasized the partnerships among
government, private sector and civil society.
Governments have become more conscious of
the need to address service quality.
INTERNAL COMPETITION
Competition seems to be the watchword in the
development of new models of coordinating
services.
External market competition:
- Many competing providers (local government,
voluntary, profit making entity, etc)
- Performance comparisons
- Performance indicators
PUBLIC SERVICE DELIVERY APPROACH
E-government
E-governance
E-participation
E-commerce
ICTs
CHANGING ROLE OF THE PUBLIC SECTOR
The growing demand of citizens is a shared
phenomenon for government to take on a new
method of doing business with its citizens
Population has increased and has become well-
educated and well informed about the duties of
government.
Fiscal pressures on government in recent
decades.
NPM has a great impact on many countries,
developed and developing.
Complementing Marketization and
managerialism
CHANGING ROLE OF THE PUBLIC SECTOR
CONCLUSION
As bureaucracies experience what may be described as a severe paradigm crisis in coping with change and in managing their affairs, the public sector is faced with hostile environments, alienated publics, scarce resources and low levels of credibility.
Reengineering and the current management philosophies, principles and prescriptions are alternatives to cope with these challenges.
THANK
YOU