Reform Concept Towards Strategic Public Management Muhammad Amir
Reform Concept: Towards Strategic Public Management Muhammad Amir Firdausi Gov. Bur Team
Outlines • Understanding the Reform • Spotting the flaws • GG Concept • Strategic Management • Formulation • Implementation • Evaluation
Modern Government is Way More Complex
Let’s identify the problems Support / Maintenance • Crisis response • Feedback Updates Agenda Setting In which part of the policy cycle most problems can be found? • Foresight Scanning • Identifying Issues Evaluation Formulation • Efficiency • Effectiveness • Impact Assessments Implementation • Independent Verification Techniques • Methodological Guidance Adoption • Support and Advice for the regulatory bodies
Major issues in Bureaucracy • Corruption and influence peddling are often widespread. • Patronage is often the norm: many get jobs because of their connections, not their abilities. • The public sector is often used as the employer of last resort for the unemployed. • In some countries, the courts and police departments are not fully independent of political control, so legal prosecution of corruption is difficult.
Consensus Oriented Equitable and Inclusive Effective and Efficient Participatory GG concept Responsive Accountable Transparent Follows the rule of law
A reform should be Be Simple Be Consistent Be Based on Evidence Be Realistic Consider an alternative to overcome the side-effects Focus on the future Huerta Melchor, O. (2008)
Strategic Management
Strategic Management Components Formulation • includes developing a vision and mission, identifying an organization’s external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue. Implementation • developing a strategy-supportive culture, creating an effective organizational structure, redirecting marketing efforts, providing budgets, developing and utilizing information systems, providing incentives. Evaluation • Three fundamental strategy-evaluation activities are (1) reviewing external and internal factors that are the bases for current strategies, (2) measuring performance, and (3) taking corrective actions.
Guiding Questions Who and What are we? What do we do? What will we be? Where will we go? What and how are we going to do?
FORM ORGANIZATIO N Influencing Factors (Environment) INTENTION PRACTICE ETHICS CULTURE → Leaders → Civil Servants → Citizens Drivers of Developments
Implementation Doing right things Doing things right
• Aberbach and Rockman (1992) propose that government’s essential competence lies in its ability to: make quality long-term decisions; • create and distribute knowledge; • implement decisions effectively; and • mediate amongst competing interests. • “while efficiency is a necessary condition of wider prosperity and influence, it is not sufficient. Enduring prosperity requires societies that are safe, ordered and honest. ” –Mc. Rae, Hamish (1994)
Efficiency • Working with limited resources • Money Follow Functions Effective • Successful • Things work accordingly
Evaluation • Today’s success is not tomorrow’s • Sometimes, problems success creates different reviewing external and internal factors measuring performance taking corrective actions
SWOT Based Policy Formulation External Internal Strength Good things we have Weakness Bad things we have Opportunity What might help us Maintain or Improve Control or Cover Threat What might disturb or damage us Solve Mitigate
Reference • David, Fred. 2011. Strategic Management, Concept and Cases, Pearson Education Inc. , New Jersey. • Matheson, Alex. Et al. 1998. Strategic Management in Government: Extending the Reform Model in New Zeland, OECD. • Huerta Melchor, O. (2008), "Managing Change in OECD Governments: An Introductory Framework", OECD Working Papers on Public Governance, No. 12, OECD publishing, OECD.
- Slides: 18