Elective Public Management Week 3 New Public

Elective Public Management – Week 3 New Public Management: Strategic Elements Andreas Bergmann Institute of Public Management andreas. [email protected] ch Building Competence. Crossing Borders.

New Public Management as the answer to the shortcomings of Bureaucracy Overview § Government as a grantor § Strategic elements 3. ppt 2

What is strategic management about? Once upon a time there were two corporations in the same industry. There were the two presidents of these corporations and they decided go camping, in order to talk undisturbed about a potential merger of the two corporations. On a sunny day, they went hiking in the forest. All of the sudden there was a snarling grizzly bear, which was about to start attacking them. The first president immediately took a pair of sneakers from his backpack. The second president responded: „You can‘t run away from a grizzly bear!“. The first president answered: „Perhaps, I‘m not faster than the grizzly, but I‘m certainly faster than you!“ 3. ppt, FS 08 3

Government as a grantor Grantor model § Applies both the areas of intervention and service provision § But is supposed to overcome the digital and often political decision about public goods § Politicians are supposed to decide on • Degree of horizontal integration (which areas of activity) • Degree of vertical integration (make or buy of services) § Vertical integration to be reduced under NPM • Outsourcing • Public-Private-Partnership 3. ppt, FS 08 4

Strategic elements Schedler/Proeller Model Strategy Culture Structure 3. ppt, FS 08 Potential 5

Strategic elements ZHAW-So. M model Objectives Mission Statement Corporate Policy Value Statements Which businesses Corporate strategy Which businesses? SBU Platforms ZHW: Business Unit Strategy Goals Where and how to compete? P/M strategy 3. ppt, FS 08 Functional strategies Competitive strategy 6 Marketing Operations Finance R&D HRM IT

Strategic elements Generally agreed elements § Customer orientation - Customer satisfaction as a main component § Output and Outcome orientation - Output (Leistung) - Outcome (Ergebnis) - Impact (Wirkung) - Goal oriented legislation § Quality orientation § Competition - Formation of agencies and “quangos” - Privatisation - Public Private Partnership 3. ppt, FS 08 7

Strategic elements Controlling output § In Anglo-Saxon countries (especially GB, NZ, AUS) from the early 1990 s, in continental Europe slightly later (BUSCHOR) § Answer to overcome the shortcomings of Bureaucracy § Characteristics - Operationalisation relatively easy - Of rather limited political interest - Directly supporting the internal planning of service providers (e. g. classes at school, beds at hospitals) - Information required for cost accounting and pricing § output : input = efficiency § Only precondition: the product/service has to be defined! 3. ppt, FS 08 8

Strategic elements Controlling Outcome and Impact Of much greater political interest than outputs, i. e. policy goals § But operationalisation proves extremely difficult § Levels are politically controversial § Not feasible for short term adjustments, rather for long term policy making § Therefore reluctantly used in practice § Achievement of objectives = Effectiveness 3. ppt, FS 08 9

Strategic elements Public Private Partnership § Logical consequence of the grantor model: • Grantor Government • Financing Usually mixture of private investment and user or government payments for operation • Operator Private sector partner § Alternative on its own or just preliminary step of privatisation? 3. ppt, FS 08 10

Strategic elements Instruments of New Public Management Statutory framework Laws, Decrees Government goals for legislative period Medium term planning (3 to 5 years, in Switzerland: KEF and IAFP) Output-Based-Budget (annual; in Switzerland Globalbudget) Cf. Web-based course (in German) 3. ppt, FS 08 11

Strategic elements Structural consequences (Strategy Structure) § Product-Market oriented structure - Divisions and agencies grouping similar services - Within the divisions and agencies market oriented units (e. g. case managers) - Communication according to real life situations rather than administrative structures (e. g. birth, education, …) § Sometimes outsourcing of internal/corporate services (Schedler: „usually“) 3. ppt, FS 08 12

Strategic elements Main obstacle: Roles of politics and administration § Policy making: Parliament - Political leadership - Supreme oversight (oversight over the system itself) § Policy making and management: Government - Strategic leadership - Oversight (oversight within the system) § Management: Administration - Collaboration in the strategy process - Operational leadership 3. ppt, FS 08 13

Strategic elements Appraisal of NPM + Renunciation of (pure) input control + Integration of political (normative), strategic and operational management + Use of generally accepted management skills + Customer and goal orientation - Cultural change way beyond expectations - Operationalisation problems, especially for outcomes/impacts - Politicians don’t like to be restricted to policy making, if they voters stress operational issues, they like to react 3. ppt, FS 08 14

Strategic elements Comparison to private sector corporations § Similar: • Methods of management (Mb. O, process management, cost accounting) • Customer- and goal-orientation § Different: • Stakeholders are much more important • Planning interval/time horizon longer • Culture • Ongoing scarcity of resources 3. ppt, FS 08 15

Links and references Links • Webbased training in German: Modul 1 „Das Prinzip der Wirkungsorientierten Verwaltungsführung“, http: //elearning. wif. zh. ch/index. php Textbooks • SCHEDLER, K. /PRÖLLER, I. : New Public Management. 3. Auflage. Haupt/UTB, 2007. 37 -60 • Mc. LAUGHLIN, K. : New Public Management: current trends and future perspectives. London: Routeledge, 2005. Paperback. 5 -33 Journals • CAPERCHIONE, E. /FEE-PSC: The New Public Management – a perspective for finance practitioners. Brussels: FEE, 2006. (One of the more recent appraisals of NPM) • GRUENING, G. : Origin an theoretical basis of New Public Management. In: International Public Management Journal, Vol. 4, Number 1. 2001 (Generally accepted elements of NPM) • GUTHRIE, J. /OLSEN, O. /HUMPHREY, C. : Debating developments in New Public Financial Management: the limits of global theorising and some new ways forward. In: Financial Accountability and Management, Number 3 -4, 209 -228. 1999. (Leading appraisal of NPM) • HOOD, C. : A public management for all seasons? In: Public Administration, Number 69. 1991 (The first mentioning of NPM) 3. ppt, FS 08 16