THE NEW PUBLIC MANAGEMENT

4. THE NEW PUBLIC MANAGEMENT

5. Values of the New Public Management

6. The New Public Management • the motivation for change • the (abstract) solution • specific proposals for change from traditional public administration • values • management practices

7. The New Public Management (Borins) – Management Practices • providing high-quality services that citizens value • adoption of private sector concepts of customer service • increasing the autonomy of public managers (especially from central agency controls) • focus on outcomes not process • performance indicators/benchmarking • measuring and rewarding organizations and individuals on whether they meet performance targets • open-minded attitude about which public purposes should be performed by the private sector • focus on “core businesses” • privatization • “steering not rowing” • alternative service delivery • appreciating the virtues of competition

8. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality

9. Treasury Board. Results for Canadians: A Management Framework for the Government of Canada. 2000.

11. Institute of Public Administration of Canada

12. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls)

13. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management

16. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets

17. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets

18. Institute of Public Administration of Canada

26. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets • open-minded attitude about which public purposes should be performed by the private sector

27. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets • open-minded attitude about which public purposes should be performed by the private sector • the role of government “can vary from leader, to catalyst, to partner”

28. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets • open-minded attitude about which public purposes should be performed by the private sector • the role of government “can vary from leader, to catalyst, to partner” • less emphasis on privatization – more emphasis on alternative service delivery

29. Alternative Service Delivery Minor Change Radical Change User Fees Co-location Special Operating Agencies Partnerships Privatization New Technologies Single Window Delivery Contracting Out Devolution

30. Alternative Service Delivery Minor Change Radical Change User Fees Co-location Special Operating Agencies Partnerships Privatization New Technologies Single Window Delivery Contracting Out Devolution

31. IPAC Award for Innovative Managment • 2006 Sharing Governance – Citizens, Partners, Networks • 2002 Outside-In – Changing Government to Meet Client Needs • 1999 Measurement and Recognition • 1992 Partnership Mangement

32. The New Public Management – The Canadian Model (Summary) • distinguishing features – pragmatic/practical and non-ideological • application of the model in Canada has been limited

33. MidTerm Exam Grades

34. The New Public Management • basic description • NPM and the context of the Sponsorship Scandal • NPM and the Gomery Recommendations

35. The Context -- New Public Management • “...there are those who will say that the adoption of new public management principles, with their emphasis on service delivery, increased autonomy of public managers from central controls. rewarding individuals for performance, and cutting public programs and public servants, significantly contributed to the grants and contributions crisis.” David A. Good, The Politics of Public Management

36. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program

37. The Context -- New Public Management • “One expert attribute the Sponsorship scanadal to excesses caused by what he called a “private business culture” or “entrepreneurialism” in the public service. This attitude has replaced a “public business” standards based on the public interest. In the Sponsorship Program, acccording to this theory, the Prime Minister and the Cabinet, with the best of intentions, encouraged the entrepreneurialism of certain public servants, who in turn stopped working for and by the rules of their department and cultviate relationships with private-sector sponsorship companies using a different set of rules and standards.” Gomery Report, Recommendations, 46.

38. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program • lax attitude towards process

39. The Context -- New Public Management • “One legal expert spoke of the Government advertising program as having no rules or dierction, suggesting that a ‘shift to a rule-of-law culture’ would shelter advertising programs from corruption. Such a culture would shift the balance towards public servants’ loyalty to the rules of the public service rather than to the wishes of their political superiors.” Gomery Report, Recommendations, 46.

40. The Context -- New Public Management • “The management culture has changed dramatically over the past 20 years from solid record-keeping, accountability and dedication to the public service and loyalty according to our oath of office to Canada, to avoidance of record-keeping and accountability, and dedication of loyalty to the individuals who appointed you and can promote you.” Former Public Servant quoted in Gomery Report, Recommendations, 35.

41. The Context -- New Public Management • “...the preoccupation with policy and the resulting lack of emphasis on management had permitted the quality of departmental management to fall short of acceptable standards.” Gomery Report, Recommendations, 35.

42. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program • lax attitude towards process • the emphasis on results

43. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program • lax attitude towards process • the emphasis on results • Mr. Chretien’s defence of the program

44. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program • lax attitude towards process • the emphasis on results • Mr. Chretien’s defence of the program • “By the year of 2003, support for Canada in Quebec had increased substantially from where it was in the immediate aftermath of the Referendum. In the fall of 2003, 65 percent of Quebecers were satisfied with their federal government.”

45. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program • lax attitude towards process • the emphasis on results • Mr. Chretien’s defence of the program • “By the year of 2003, support for Canada in Quebec had increased substantially from where it was in the immediate aftermath of the Referendum. In the fall of 2003, 65 percent of Quebecers were satisfied with their federal government.” • indicative of general problems with performance reporting • reporting problems • attributing causation

46. The New Public Management • basic description • NPM and the context of the Sponsorship Scandal • NPM and the Gomery Recommendations

48. Values of the New Public Management

49. Context in which Change is/was Taking Place... • globalization • budgetary deficit • information technology revolution • less deferential public • more aggressive media

50. Some Thoughts on the Context: “When a culture of forbearance and forgiveness descends on Washington, please alert the FBI at once. It is evidence that someone has kidnapped or anaesthetized the entire legislative and judicial branches.” James Q. Wilson “There’s a new emphasis in the federal government to encourage risk-taking among its employees. But the reality remains that when mistakes are made the individual is hoisted up the flagpole.” News report of TBS Study