America Public Policy Ahmad Raihan Hakim_195030107111076.pptx

Presentation

1. Administrative reform in United states A review by : Ahmad Raihan Hakim Class : K

2. A brief history of US administration. Reformation of public administration in America/US is as old as the nation itself. Since the great period until progressive era, public administration in America is born as conscious profession and as field of study. Between 1945 and 2002, there were more than 170 reform statutes enacted at the federal level. For example, Kauffman showed how administrative reform throughout American history has been affected by a changing emphasis on three values: representativeness, politically neutral competence, and executive leadership.

3. The Tides of Reform According to Light, there are four different reform philosophies, or tides, that have emerged in American administrative history: scientific management, war on waste, watchful eye, and liberation management America Constitution containing contradicted from each of these tides of administrative reform that shows ongoing and inherent that “Americans cannot live without government, but they cannot live without it”. For this reason, reach of the reform is characterize by the effort to control and regulate government administration.

4. Scientific Management Scientific management was largely congruent with the demands of Progressive Era government reform advocates who argued that government and administration were inefficient and corrupt, thus more formal rules and procedures needed to be established. which is achieved through rigid adherence to a defined set of management principles such as Gulick and Urwick’s POSDCORB (planning, organizing, staffing, directing, coordinating, reporting, and budgeting)

5. War on Waste War on waste is characterized by reforms that emphasize economy through preventing fraud, waste, and abuse or simply by employing budget cuts as a way to economize Reformation in this tide is on routinely emphasize economy in government operations as a way to counter allegations of government excesses. For example is the Inspector General Act of 1978, which established the responsibilities of the office of inspector general that conducts audits and investigations of federal agencies, and the 1910 Taft Commission on Economy and Efficiency, which advocated for an executive budget.

6. The Watchful Eye Watchful eye was based on the assumption that government lacks of openness; the underlying goal of these reform efforts is to achieve fairness through the provision and dispersion of information to the public. The roots of this reform tide stretch back to the Progressive Era, during which time government was perceived by citizens to be largely corrupt Three examples of this reform tide are the 1946 Administrative Procedures Act, which established procedures for transparency in government rule making and inclusion of citizens’ comments; the 1964 Freedom of Information Act, which was seen as an important way to grant greater citizen access to the workings of government; and the 1989 Whistleblower Protection Act, which made it easier for federal employees to report waste, fraud, and other abuses.

7. Liberation Management This tide focusing on higher performance through monitoring outcome and result. Higher performance is achieved through removing restrictive rules and procedures from agencies to allow for greater flexibility in producing results example of this tide of reform is the reinventing government movement. We focus on this reform effort next, as it has come to dominate reform in the United Statesin recent years and has been amajorfactorin theincreased reliance on nonprofit organizations (and other nongovernmental entities) for policy implementation.

8. Reinvention and New Public Management Reinvention and NPM are grounded in a fierce critique of the traditional government system that is viewed as being too large, too rule driven, and too unresponsive to citizens’ needs to fix the problems of traditional bureaucracy, NPM focuses on the delivery of goods and services to its citizens or customers by emphasizing program management. NPM has influenced U.S. reinvention efforts through two major streams: letting managers manage and making managers manage. The first focuses on greater flexibility of managers paired with continuous improvement and customer service, where citizens are treated as government’s customers. Reinvention and NPM are often most closely associated with an increase in contracting out and the privatization of public services. With such practices, there has been not only a transfer of responsibility for social service delivery from governmental agencies to private firms and charities but also a growing expectation and preference for nongovernmental action to solve societal problems, creating what some have termed the “hollow state.

9. Roles of Nonprofits in Governance Nonprofit and voluntary associations have long been important symbols of what many see as America’s collaborative but independent spirit, and their status in American governance has expanded a great deal in recent years The term nonprofit, then, designates a legal and regulatory status for an organization that typically does work related to the arts, education, health care, and social welfare Although nonprofit organizations are increasingly important actors in the U.S. policy process, there has been increased concern about how to ensure that these organizations maintain accountability to government, citizens, and clients. s for ensuring this accountability has been for government agencies to use legal and bureaucratic control mechanisms, such as outcomes-based assessments, audits, and provider self-reports, to try to achieve such accountability

10. From Administrative Reform to Colaboration in Public Service once policy makers and public administrators decide that nonprofit organizations are the best agents for delivering certain services and otherwise implementing public policies, as is increasingly the case in many policy areas in the United States, moving beyond administrative reform models and a regulatory relationship makes sense. As an alternative to the market approach, and rather than viewing nonprofit organizations as agents to be controlled in the same way that administrative reforms have often been applied to public agencies, a more holistic view of nonprofit organizations may enable government agencies to view and treat nonprofit organizations as partners in public service. Assuming that the public agency and nonprofit provider share core values and a sense of serving the public interest, and each enters the relationship in a partnership mentality, issues of conflict should be reduced and a more collaborative model of decision making be more applicable.

11. Conclusion Administrative reform is unlikely to divorce itself from its intimate connection with American public administration in the foreseeable future. Previous reforms in the United States cannot be the only guide for future reforms; Light’s often-cited tides of reform do well to characterize previous reforms, but this characterization of reform does not adequately account for the changing role of nongovernmental institutions in American governance. Nonprofit organizations in particular increasingly play an integral role in the delivery of public goods and services, and as a result this expanded role needs to be more fully considered in the implementation of public policy and the adoption of administrative reforms