The document discusses approaches to performance management in public administration. It describes New Public Management, which borrows concepts from business like customer focus, efficiency, and outsourcing. The Results Oriented Approach shifts the focus to outcomes and productivity. Reinventing Government initiatives under Clinton sought to apply business standards to government through ideas like customer service, productivity measurement, and benchmarking. Subsequent reforms aimed to further connect plans, programs and performance reporting to improve accountability. However, some scholars argue for a New Public Service approach that values democracy, citizenship and public service over market-driven reforms.

1. Performance Management
Introduction to Public Administration

2. Introduction
• Approaches to Public Administration:
• New Public Management – trend that surfaced in Europe, Australia, and New Zealand during the 1990s that had
significant influence on the Clinton Administration’s market-based, customer-focused, quality-driven reinvention effort.
• Notice how this matches with what we discussed before with regard to NPM
• Values:
• Concern with outcomes/outputs, not behavior
• Outcomes success measured by policy analysis
• Decision Making:
• Very business like
• Results oriented (GPRA)
• Stakeholders
• Customer focus
• Outsourcing (non-profit)
• Efficiency
• Purpose:
• Maximize the ability to act like firms.
• Serve customers.
• Borrows heavily from business practices.
• National Performance Review (Al Gore)
• Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector by David Osbourne and Ted Gaebler.
• Organizational Structure:
• More flat, less hierarchical
• For example: Total Quality Management
• View of the Individual:
• Customer
• Served not processed

3. GOVERNMENT PRODUCTIVITY

4. The Results Oriented Approach
• The focus would shift from inputs to outputs:
• Results oriented – government programs that focus on performance in exchange for granting greater
discretionary decision-making power to managers.
• Scientific management:
• Frederick Taylor - “the one best way”
• Productivity – measureable relationship between results produced and the resources required for production; quantitative
measure of the efficiency of the organization.
• Shift to efficiency and effectiveness.
• Difficulties:
• Not all public programs and projects are not as easily quantifiable as in the private sector (profit/loss).
• Easily quantifiable:
• Remember “Don’t Mess with Texas?”
• Difficult to quantify
• Academic achievement
• Credit hour production
• Student retention
• Graduation rates
• GPA

5. The Results Oriented Approach
• Improving Productivity
• Improving efficiency of organizational and processing procedures
• Streamlining
• Paperwork reduction
• Information communication technology
• Information systems
• Reducing costs of organizational and processing procedures
• Technology has been particularly beneficial in reducing costs for government.
• E-government
• Computer and statistical packages
• Geographic Information Systems – technological software tools that diagram special information visually.
• Summary
• The focus on productivity resulted in:
• Focus on the quality of execution of programs
• Less emphasis on the type of policy analysis previously discussed.
• A movement called…

6. REINVENTING GOVERNMENT (OR THE
PRODUCTIVITY MOVEMENT)

7. Reinventing Government:
Introduction
• Reinventing government – the Clinton-Gore
administration initiative based on the 1992 book
Reinventing Government: How the Entrepreneurial
Spirit is Transforming the Public Sector.
• The main thrust of the book was to push for business
standards to be applied in government:
• Customers
• Market forces
• Customer service
• Productivity
• Al Gore was fascinated with these ideas and brought
these ideas into the Clinton administration.
• The appeal:
• Politicians liked the idea of “reinventing government” as
it served to pose as a motivation to improve government
and make it more efficient and effective.
• Administrators liked the idea because it replaced
externally established goals, decision making, and
program evaluation with more discretion to make these
decisions internally.

8. Reinventing Government: GPRA
• The Government Performance and Results Act of 1993 (GPRA)
• Requirements:
• Define long-term goals
• Setting annual targets derived from goals
• Annual reporting of agency performance relative to goals
• Creates:
• More accountability for managers
• Measureable results of performance
• A new managerial objective:
• Performance management – results-driven decision making that attempts to link goal
achievement with budgetary allocations.

9. Reinventing Government:
Customers and Customer Service
• Executive Order 12862 (Clinton 1993) and “Customers”
• Reinventing government as suggested by the New Public Management had a “customer” focus.
• Focus on:
• Customer-service standards – explicit standards of service quality published by federal agencies and
part of the reinvention of government initiative.
• Executive Order 12862 mandated that agencies:
• Identify customers
• Identify customers’ needs
• Identify customers’ satisfaction levels (with services and post service)
• Comparison of customer satisfaction with the private sector.
• Benchmarking – quality and productivity improvement methodology that examines those organizations (in this
case private sector) that are best at performing a certain process or set of processes and then transplanting the
methods into one’s own organization.
• Problem:
• Cost control

10. Reinventing Government: Agency
Improvement Officers
• Executive Order 13450 (George W. Bush, 2007)
• Sec. 5.Duties of Agency Performance Improvement Officers.
• Subject to the direction of the head of the agency, each agency Performance Improvement Officer shall:
• (a) supervise the performance management activities of the agency, including:
• (i) development of the goals, specific plans, and estimates for which section 3 of this order provides; and
• (ii) development of the agency’s strategic plans, annual performance plans, and annual performance reports as required
by law;
• (b) advise the head of the agency, with respect to a program administered in whole or in part by the agency, whether:
• (i) goals proposed for the approval of the head of the agency under section 3(a)(i) of this order are:
• (A) sufficiently aggressive toward full achievement of the purposes of the program; and
• (B) realistic in light of authority and resources assigned to the specified agency personnel referred to in section 3(a)(ii)(A) of this
order with respect to that program; and
• (ii) means for measurement of progress toward achievement of the goals are sufficiently rigorous and accurate;
• (c) convene the specified agency personnel referred to in section 3(a)(ii)(A) of this order, or appropriate subgroups
thereof, regularly throughout each year to:
• (i) assess performance of each program administered in whole or in part by the agency; and
• (ii) consider means to improve the performance and efficiency of such program;
• (d) assist the head of the agency in the development and use within the agency of performance measures in personnel
performance appraisals, and, as appropriate, other agency personnel and planning processes; and
• (e) report to the head of the agency on the implementation within the agency of the policy set forth in section 1 of this
order.

11. Reinventing Government: GPRA 2:
The Empire Strikes Back
• Government Performance and Results
Modernization Act of 2010
• “…better connecting plans, programs, and
performance information.”
• Agencies were required to develop five-year
strategic plans that were directly related to
agency mission statements.
• Agency must report results quarterly, rather
than annually, with respect to performance
information.
• Agencies must have annual plans that
demonstrate the strategic plan for the fiscal
year and how that plan relates to the five-year
plan.
• The OMB will produce a report on all agency
performance that will be submitted with the
president’s budget.

12. Reinventing Government:
Evaluating Performance
• National Performance Review (National Partnership for Reinventing Government) (1993 – 2001) – a national
committee responsible for studying and monitoring strategies to reinvent government.
• Focus:
• Smaller government:
• Reductions-in-force
• Elimination of regulations
• Customer-service focus
• Greater citizen access
• E-government
• Social media
• The Real Results:
• Elimination roughly 250 government programs
• Elimination of 16,000 pages of regulations from the Code of Federal Regulations (CFR)
• Budget cuts amounting to $137 billion dollars
• Reduction of the federal government workforce by 317,000 employees (13%)
• The “Results”
• 2000 presidential election (Gore vs. Bush)
• 60% believed the number of federal employees increased
• ~50% were even familiar with reinventing
• Gore, who supported NPR, lost.

13. Reinventing Government
• Rewarding Entrepreneurial Spirit
• Awards
• Sharing of strategies for learning

14. The New Public Service: Public
Administration Pushes Back
• The New Public Service – government service based upon the view that democratic theory and definitions of
public interest should result from a dialogue and deliberation about shared values. Public servants are
motivated by a desire to contribute to society and to respect law, community values, political norms,
professional standards, and citizen interests.
• Denhardt and Denhardt, The New Public Service
• Values:
• Democracy
• Citizenship
• Pride
• Administrators who are motivated by a value of public service.
• The public interest
• Devalues:
• Market-driven
• Competitive
• Customer-focused
• Administrators who are motivated by an “entrepreneurial spirit.”

15. Discussion
• Which method, reinventing government or the new public service, do you
think is the more advantageous approach to public administration and why?
• What are the advantages and disadvantages of a customer-service based
approach to public administration?
• Is there any advantage or disadvantage to the adoption of business values in
public administration?

16. Topics Not Covered
• Politics of Performance Management
• Comparing Alternative Performance Management Strategies
• Citizen Relationship Management and Electronic Government