Reform in Public Administration

Module 8: Administrative Reform

CRJU/POSC 320: Introduction to Public Administration

David P. Adams, Ph.D.

Opening Reality Check

“The government that governs least, governs best” vs. “We need government to solve our problems”

American paradox: We simultaneously want:

Today’s focus: How reform movements try to resolve these contradictions

Why Administrative Reform Matters

It’s Not Just Academic Theory

Reform movements shape your future workplace:

Current examples: Performance budgeting, customer-service standards, digital transformation, cross-agency collaboration

Your role: You’ll be both implementing existing reforms and designing new ones

America’s Reform DNA

Why We Never Stop Reforming

Revolutionary Origins: Born from dissatisfaction with existing government Federalism: 50 states as “laboratories of democracy” Democratic Values: Regular elections create pressure for change Business Culture: “If it works in private sector, why not government?” Crisis-Driven: Major problems trigger reform movements

Result: Continuous cycle of reform, counter-reform, and new reform

Historical Pattern of Reform Waves

The Cycle Repeats

Progressive Era (1900s-1920s):

New Deal (1930s-1940s):

Great Society (1960s):

Reinventing Government (1980s-2000s):

Three Major Types of Reform

Different Approaches to “Fixing” Government

1. Downsizing: Make government smaller and cheaper 2. Reinventing/Reengineering: Make government work like business 3. Continuous Improvement: Make government work better

Key insight: These often conflict with each other

Reform Type 1: Downsizing Government

“Government is Too Big and Costs Too Much”

Core Philosophy:

Famous Examples:

Downsizing in Public Services

Real-World Applications

Public Works and Utilities:

Permitting and Benefits Agencies:

Social Services:

Downsizing: Benefits and Problems

What Works and What Doesn’t

Potential Benefits:

Common Problems:

Example: Privatized municipal solid-waste collection in some cities has cut costs but also produced service-equity complaints and accountability problems

Reform Type 2: Reinventing Government

“Government Should Work Like Business”

Osborne & Gaebler’s Principles (1992):

Reinventing Government: Clinton Era

National Performance Review (1993-2001)

Goals:

Methods:

Results: Mixed success - some savings and improvements, but also unintended consequences

Reinventing in Public Services

Business-Style Reforms

Schools:

Permitting and Inspection:

Social Services:

Reform Type 3: Reengineering

“Blow Up the Old System and Start Over”

Core Concept: Fundamental redesign of work processes

Famous Example: Passport processing - from 6 weeks to 10 days by completely redesigning the process

Reengineering in Practice

Public Service Examples

Permit Processing:

Tax Administration:

Benefits Intake:

CJ students: court CMS systems, e-citations, and corrections intake are the same kind of reengineering — the trade-offs and resistance patterns are identical.

Challenge: Reengineering often meets resistance from employees used to old ways

Reform Type 4: Continuous Improvement

“Small Changes Add Up to Big Results”

Philosophy:

Tools:

Continuous Improvement Examples

Public Service Applications

Schools:

Permitting & Inspections:

Sources and Motivations for Reform

Why Reform Movements Start

Crisis Events:

Political Motivations:

Practical Motivations:

What’s Happening Now

Performance Budgeting:

Permitting and Service Modernization:

Workforce and Inclusion Reform:

CJ students: most CJ agencies are running their own versions of these reforms (body-cams, alternative response, pre-file diversion). We'll dig into the CJ-specific versions in the performance and accountability modules.

Delivery Frameworks

Sir Michael Barber’s Principles

From Tony Blair’s UK reforms, now used worldwide:

Clear Goals: Specific, measurable targets Strong Leadership: Committed champions at top Good Data: Regular measurement and feedback Focused Delivery: Dedicated implementation teams Political Support: Sustained commitment despite changes

CJ students: CompStat (NYPD) is the canonical data-driven policing example. It works because of the same five ingredients below — clear goals, leadership, data, delivery team, and sustained political support — and it has been adapted by many other agencies since.

Other Delivery Examples:

Why Reform Often Fails

Common Implementation Problems

Organizational Resistance:

Political Obstacles:

Technical Challenges:

Design Flaws:

What Makes Reform Successful

Lessons from Success Stories

Example: Customer-service improvements at the DMV required not just new systems but a culture shift in how frontline staff think about their work

Technology and Modern Reform

Digital Transformation of Government

Current Trends:

Opportunities and Challenges:

Future of Administrative Reform

Emerging Approaches

Evidence-Based Reform:

Human-Centered Design:

Agile Government:

Network Governance:

Your Role as Reform Leaders

Skills You’ll Need

Analytical Skills:

Political Skills:

Implementation Skills:

Ethical Foundation:

Case Study: Body-Worn Cameras

Reform in Action

Problem: Police accountability and community trust Reform Type: Technology-enabled transparency and performance improvement

Implementation Challenges:

Lessons: Successful reform requires addressing all dimensions, not just buying technology

Discussion Questions

Thinking About Reform:

Module 5-2 Summary

Key Takeaways:

Next: Examining human capital management and personnel systems in detail