A primer on public management
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A Primer on Public Management. Center for Democracy, Development, amd the Rule of Law Summer Fellows Program. “It’s not the business plan but the execution”. --attributed to Goldman Sachs. The Scope of State Functions.

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A Primer on Public Management

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A primer on public management

A Primer on Public Management

Center for Democracy, Development, amd the Rule of Law

Summer Fellows Program


Attributed to goldman sachs

“It’s not the business plan but the execution”

--attributed to Goldman Sachs


The scope of state functions

The Scope of State Functions

Addressing externalities Education, environmentRegulating MonopolyOvercoming imperfect information Insurance, financial regulationSocial Insurance

Providing pure public goods Defense, Law and order Property rights Macroeconomic management Public healthImproving equity Protecting the poor

Intermediate Functions

Industrial policyWealth redistribution

Minimal Functions

Activist Functions

X-axis


Two dimensions of stateness

Two Dimensions of Stateness

Strength of State Institutions

Scope of State Functions


Stateness and efficiency

Stateness and Efficiency

Quadrant I

Quadrant II

Strength of State Institutions

Quadrant III

Quadrant IV

Scope of State Functions


The stateness matrix

The Stateness Matrix

France

Japan

United States

Strength of State Institutions

USSR

Turkey

Brazil

Sierra Leone

Afghanistan

Scope of State Functions


Ussr russia

USSR/Russia

USSR 1980

Strength of State Institutions

Russia 2010

Russia 2000

Scope of State Functions


China

China

China 2011

Strength of State Institutions

China 2005

China 1978

Scope of State Functions


New zealand

New Zealand

2000

Strength of State Institutions

1990

1981

Scope of State Functions


Why is public administration so difficult

Why is Public Administration So Difficult?

  • Central issue of all organizational theory is delegated discretion

  • All organizations need to delegate authority

    • To take advantage of local knowledge

    • To respond quickly

  • But delegation means loss of control


Two approaches to organizational theory

Two Approaches to Organizational Theory

  • Economists’ approach

    • Man is homo economicus

    • Incentives matter

    • Principal-agent framework

  • Social capital approach

    • Man as social animal

    • Norms and bonding over incentives


Principal agent theory private sector

Principal-Agent Theory: Private Sector

Shareholders

Board of Directors

CEO

Senior Management

Workers


Principal agent theory public sector

Principal-Agent Theory: Public Sector

The People

President

Legislature

Bureaucracy

Implementing organizations


How is the public sector different from the private sector

How is the Public Sector different from the Private Sector?

  • Public agencies not allowed to retain earnings

  • Public agencies can’t reallocate factors of production

  • Public agencies must follow goals not of their own choosing

  • Public agencies not subject to market discipline


Making the public sector more like the private sector

Making the public sector more like the private sector

  • New Public Management (NPM)

  • Adding an exit option and competition

    • Vouchers, school choice

  • Wage decompression

  • Separating the policymaker from the implementer

  • Public expenditure tracking surveys


What these innovations have in common

What these innovations have in common

  • All can be subsumed under principal-agent framework

    • Use a monitoring-and-accountability framework

  • All try to affect agents’ incentives

  • All try to mimic market mechanisms

  • But: Do they work?


Limitations of principal agent

Limitations of Principal-Agent

  • If you can’t measure, you can’t hold accountable

  • Multiple principals

  • Principals want contradictory things

  • Public agencies are monopoly suppliers that can’t go out of business


Public sector outputs

Public Sector Outputs

Quadrant I

Quadrant II

Low Specificity High

Quadrant III

Quadrant IV

Low Transaction volume High


Monitorability of public sector outputs

Monitorability of Public Sector Outputs

Aircraft maintenance

Telecoms

Central banking

Railroads

Highway maintenance

Low Specificity High

Foreign affairs

Court systems

Primary school teaching

University education

Preventative medicine

Guidance counseling

Low Transaction volume High


Finally

Finally,

  • Human beings are not simply homo economicus

  • Are social animals as well

  • Motivated by pride, self-respect, group solidarity, other norms

  • Importance of social capital


A third type of capital

A Third Type of Capital

Physical Capital

Human Capital

Social Capital


Networks of trust

Networks of Trust


A corporate culture

A Corporate Culture


Trust networks critical to flat organization

Trust networks critical to flat organization...


And to outsourcing

CEO

Design

Design

Personnel

Manufacturing

Manufacturing

Marketing

Final Product

And to Outsourcing


Where does social capital come from

Where does social capital come from?

  • In traditional societies:

    • Kinship, shared culture, repeated interaction

  • In modern societies

    • Education, particularly professional education

    • Shared goals and standards

    • Leadership!


Education reform

Education Reform

  • Economic approaches

    • Vouchers, school choice

    • Testing and individual accountability

  • Social capital approaches

    • Raise salaries; improve professional standards

  • Fundamentally a political issue

    • Teachers’ unions, low incentives to solve issue


Community driven development

Community-Driven Development

  • Program design

    • Designed to foster social capital

    • Bypasses traditional institutions

    • Relies on participation and bottom-up input

  • Problems

    • Expensive and highly labor intensive

    • Encompasses ambitious social engineering goals


Conditional cash transfers

Conditional Cash Transfers

  • Transfers to poor require school attendance

  • Programs designed for sustainability

    • Goal is increased human capital

    • Often built-in evaluations (Progresa/Oportunidades)

  • Problems

    • Programs develop their own constituencies

    • Can be used in clientelistic ways


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