Digital Government: A Primer and Professional Perspectives

Digital technology is a critical enabler of public administration reforms. It can improve the efficiency and productivity of government agencies and allow citizens to transact with government anytime, anywhere. It can also deepen the democratic process, empowering citizens to participate in policy formulation. In this article Andrew Botros, the director of Expressive Engineering, and Maria Katsonis, from the Department of Premier and Cabinet (Victoria), explore the challenges of the digital world for the public sector. Katsonis presents a primer on digital government tracing its evolution from the e‐government movement of the 1990s to Government 2.0 in the 2000s to today's digital‐by‐default agenda. As technology and its role in public sector reform have progressed, so too have the governance, cultural, and leadership challenges deepened. Botros examines NSW approach to open innovation with the Premier's Innovation Initiative in NSW, the state's open data experience, and Transport for NSW and its management of public transport data. He argues NSW's approach involves a significant innovation trade‐off, requiring fresh thinking in digital‐era collaboration.     

Efficiency Measurement in Australian Local Government: The Case of New South Wales Municipal Water Services

Australian local government has experienced a series of reforms directed at increasing economic efficiency. An important element in the reform program has been the development of a number of partial indicators of local government service delivery in the states and territories. This paper attempts to augment this literature on performance measurement in Australian local government by using data envelopment analysis (DEA) with holistic indices of allocative and technical efficiency in New South Wales (NSW) municipal water services. It also seeks to incorporate qualitative indicators into efficiency measures. “Best-practice” councils are identified and the underlying causes of municipal water service efficiency are analyzed.     

Administrative reform in a changing political environment: The case of Hong Kong

Since 1989, the Hong Kong government has implemented a programme of public sector reform that is based on the principles of ‘new public management’. The reforms initially focused mainly on financial management reform, including delegating responsibilities for resource allocation; re-defining the roles of the central resource branches; setting up trading funds in departments that provide services directly to the public; and instilling a new corporate culture of service throughout the government. Some progress has been made in implementing the reforms. In 1993, the government realized that further civil service reform was necessary to support the reforms. The government proposed to delegate more authority to department heads on personnel matters; give managers more freedom to manage personnel; and simplify personnel regulations and procedures. These ‘new public management’-type reforms are usually associated with stable, relatively unchanging environments. In Hong Kong, however, the reforms have been proposed and carried out in an environment of considerable political turbulence which has both facilitated and hindered their implementation. Because of the declining legitimacy of the colonial government, British authorities may not have the political capacity to implement the reforms. Opposition from both department heads and civil service unions to aspects of the reforms has already emerged.     

N Generations of Reform in UK Local Government: Compliance and Resistance to Institutional Pressures

ABSTRACT

The UK government under the Thatcher administration was one of the first to launch NPM-type reforms. Since then, several generations of reform initiatives can be identified in the UK—including the “quality” initiative under Major, the Blair administration's early emphasis on “Best Value,” followed by its emphasis on targets and inspection, and its recent reconversion to public governance concerns. The UK, then, represents an interesting test case for studying how several generations of reforms co-exist and inter-relate. This article examines the imprint of past reforms in the current drive towards contestability and choice in local government modernization. It argues that coercive isomorphism has been evident in local government but that resistance has been successfully mounted against each generation of reforms, that these resistance efforts have themselves displayed isomorphic tendencies but that, nevertheless, a gradual move towards a mixed economy of provision has emerged in many local authorities.     

In Search of Successful Reform: The Politics of Opposition and Consensus in OECD Parliamentary Democracies

Why are some governments able to undertake controversial policy reforms and others are not? Conventional wisdom argues that single-party majority governments are best able to implement reforms because there are fewer veto actors within the government that can block the reforms. However, these accounts fail to consider the veto power of societal actors and particularly of trade unions, which can stall reform even in the presence of a unified executive. This paper argues that controversial reforms require broad societal and, consequently, political consensus, which are easier to achieve under minority governments or governments of broad coalitions. Evidence from 22 OECD parliamentary democracies over 35 years shows that minority and large coalition governments have been more successful in reducing social security contributions and pensions than narrower majority governments. This is especially true in countries where trade unions are militant and often resort to industrial action.     

An Analysis of the Joint Board or County Model as the Structural Basis for Effective Australian Local Governance

Australian policy‐makers continue to rely on municipal amalgamation as the main engine of structural reform in local government, despite strong evidence that it diminishes participation and representation without improving service efficiency. Several promising, but neglected alternative models of structural reform have been developed, including ad hoc resource sharing models, Regional Organisations of Councils, virtual local government, and agency models. In an encouraging response to the recent policy of enforced council amalgamations in NSW, the Shires Association of NSW (2004) has recently proposed a ‘Joint Board model’ of local governance and invited comment on this model. This article takes up this challenge and seeks to place the Joint Board model in conceptual context and evaluate its characteristics and simulated cost savings.     

Past and Future Directions of the APS: Some Personal Reflections

Reform of the public service has not been just some management fad, nor is it even driven by purely management considerations. Fundamentally, public service reform, both in the last decade and in the future, is being driven by basic changes in our society, economy and technology, which in turn influence what the public expects from government.
The reforms of the last decade or so have concentrated on changing the management framework and culture. Future reforms are likely to impact more heavily on the responsibilities of the APS and what it actually does. However, the underlying rationale will continue to be to ensure the delivery of services which respond more effectively to the needs of the community.     

Local Government in Tasmania: Reform and Restructuring

Tasmania has a long history of failed attempts at restructuring local government boundaries yet managed a major reform process of 'modernisation' between 1990 and 1993 that incorporated major changes to council operations together with a restructuring of boundaries and a reduction from 46 to 29 councils. This process can be compared with a recent attempt to reduce further the number of local governments. In April 1997 the Liberal Premier announced reforms ('Directions for Tasmania') that led to a further reduction in the number of councils. This process collapsed following legal challenges and the proroguing of parliament prior to the 1998 state election. The defeat of the Liberal government saw the abandonment of the proposed amalgamations and establishment of 'partnerships' between the new ALP state government and councils. This paper compares the 1990–93 and 1997–98 reform processes and evaluates the outcomes of the amalgamations in 1990–93. It argues that the success of amalgamation and reform in local government has been strongly influenced by the degree of local government involvement and support in the reform process, lessons that have wider application.     

Different Roads to Unfamiliar Places: UK Experience in Comparative Perspective

This article views the new public management (NPM) as a prime example of the sour laws of unintended consequences in action. Section 1 places the UK in international context by arguing there is no such thing as NPM and suggesting recent public sector reforms vary along six dimensions: privatisation, marketisation, corporate management, regulation, decentralisation and political control. Section 2 updates the UK story by describing developments under New Labour. Section 3 identifies the unintended consequences of reform: fragmentation, steering, accountability, co-ordination, and public service ethics. Section 4 argues the conventional story of public sector reform as marketization and corporate management omits significant changes. British government differentiated its service delivery systems and now employs at least three governing structures: bureaucracy, markets and networks. The final section discusses whether British experience is different. I argue a satisfactory explanation of the differences must include an analysis of governmental traditions that make public sector reform distinctive everywhere.     

Trends in the Higher Civil Services of Anglo-American Systems

The managerial reforms that have been implemented in the public sectors of many countries over the past decade are part of an international trend (Aucoin 1990, 134). Managerial reform in public administration can be seen as a Zeitgeist , a pervasive idea whose time has come. As Caiden (1988, 354) points out, effective administrative reform can be sustained only by a "crusading spirit" or the burning flame of idealism, and such a flame has blazed up in the past ten years. History may well show that the managerial reforms of the late 20th century had as dramatic an impact on public administration as the merit reforms of the late 19th century.
These managerial reforms have invariably involved an emphasis on giving the public better value for money, and have usually included the introduction of efficiency measures and corporate planning techniques, the improvement of financial management procedures, the assessment of performance in terms of results against goals, the adoption of private sector human resource management practices, and the use of management information systems and other management tools. The implementation of such managerial reforms has typically been heralded by the establishment of a unified elite group of senior executives in the higher civil service. This paper reviews the recent trends in the higher civil services of America, Canada, Britain and Australia, and considers how they exemplify the managerial approach to administrative reform.¹     

Consumers/Citizens and the National Competition Policy

NCP provides a framework for reform ranging from the introduction of competition in energy and water services to the dismantling of agricultural marketing boards. The effects on consumers will depend upon whether their interests are narrowly construed as preoccupations with price and choice of services or whether they extend to broad social justice and equity considerations. The 'marketisation' of government services is not concerned with distributional equity, and budget funding of CSOs is necessary to address distributional inequities. But domestic consumers will remain captive to monopoly franchises and competition objectives add pressure for the 'contracting out' of government services and the winding back of cross-subsidies which have traditionally operated in favour of household consumers.
NCP will transform the public from 'citizen' to 'consumer'. Consumer advocates have risen to these new challenges and grasped the opportunity presented by industry restructuring to propose a range of mechanisms for consumer empowerment. This article will briefly identify some of the key issues for consumers in the implementation of the NCP and demonstrate the complexity of any attempt to assess the threats and opportunities for consumers. Particular attention will be given to the reforms to the electricity industries in NSW and Victoria.     

Local government reform in Jamaica and Trinidad: a policy dilemma

Issues of local governance have dominated Caribbean policy agenda for the past two decades, prompting considerable thought and action on local government reform by scholars, local government practitioners and policy makers, alike. No reforms have been as ubiquitous as those of local government. Permitted by an international reformist agenda, local government reform policy is linked positively to efforts to redress incapacities of public management and administration. This article examines conceptual and empirical issues relating to implementation of local government reform in two Caribbean countries, Jamaica and Trinidad. It analyses how the vision for local governance is articulated through specific reform taxonomies and argues that, although local government reform is normatively a policy aimed at fundamental changes in intergovernmental relations, in Jamaica and Trinidad reform has led merely to adjustments in the internal administration of local government. Copyright © 2007 John Wiley & Sons, Ltd.     

The Danish ‘Competition State’: Still Along the Third Way?

This brief review article addresses the question of whether the so-called “competition state” was “abandoned” during the recent Danish election of 2019, which brought the Social Democrats back in government under the leadership of Mette Frederiksen. During the prior Social Democratic government of 2011-2015, led by Helle Thorning-Schmitt, this concept was introduced as a highly controversial policy concept and came to summarize the government’s program of economic reforms and recovery. The concept was subsequently strongly criticized in broader public political discourse as well as by the Social Democratic party and Mette Frederiksen herself. It is thus worth considering, whether the competition state reform program has been “buried” with the recent election, as this might imply a more radical break or discontinuity away from the “third way” competition state reform program embarked upon by most western European Social democrats since the 1990’s. This article will, first, briefly review the public discussion about the competition state in Denmark, before it, second, will recapitulate the academic debate about the competition state and clarify the concept. Third, it will review central tenets of the economic policy of the Thorning-Schmitt government of 2011-2015, as well as, fourth, the announced reform program of the new Social Democratic government. Finally the article will contrast and compare the two programs, and conclude that the “competition state” to a large extent endured the election of 2019, even if the Frederiksen government seems to lead the Danish competition state into reform trajectory towards increasing dis-universalization of social security and pensions.     

政府改革困境的制度结构性视角分析

目前,政府改革已成为我国经济改革和社会改革的关键,迫切需要我们深刻把握政府改革的规律.然而在现实中,政府改革面临着严重的实施困难,政府职能转变与政府机构改革双重不到位.从"国家悖论"与"政府失灵"理论出发,一般认为,政府改革面临的困境往往是由于政府制度变迁中制度供给主体缺失造成的,在理论上形成了难以深入分析的死结,也无助于政府改革的推进.认为,政府的角色冲突不是政府改革困境的根源和本质,而只是在考虑整体制度间均衡时的结果,忽略了政府的结构性特征;借鉴了公共管理理论中的政治家-官僚分析范式,以结构性分析的思路为主线,拓展了政府改革的两方博弈框架.从而认为政府改革困境的本质是政治家与官僚间在政府改革中的目标冲突与信息不对称;并分析了阻碍政府改革顺利推进的路径依赖效应与改革激励不足的问题.指出,要打破政府改革面临的困境,可以从改革的社会沟通与激励,财政约束,官僚机构的偏好与理念,以及全面长效监督等方面着手.     

乡镇机构改革中若干问题的思考

取消农业税後，中国各地正紧锣密鼓地进行乡镇机构改革试点，大规模的改革已箭在弦上。本文对乡镇机构改革试点中出现的一些问题，如政府责任、机构对应、交叉任职、公共物品供给、经济职能、乡村撤并、社会稳定以及上级政府的呼应性改革等进行了讨论。     

Another lost decade? The future of reform in Latin America

The 1990s ended equivocally in Latin America. What has gone wrong? Is economic failure the cause or the consequence of the democratic decay and the erosion of governance throughout the region? The review essay revisits the debate on the intricate links between politics and economics in the second stage of reform. Moving beyond standard typologies of regime type, it explores the interactions between the quality of democratic governance and the performance of economic policy under democratic auspices, in particular its credibility. It is now amply recognized that reforms have been hindered by inefficient unreliable and unaccountable government institutions. Furthermore, the manner in which market reforms have been implemented has undermined governance and accountability. The importance of policy credibility has essentially been neglected as a pivotal condition for effective economic reform. Consequently, policymakers propose a new round of reforms, centring on strengthening the institutions of governance and modifying the incentives shaping public policy. The essay argues that restoring the credibility of policy requires a fundamental redefinition of the state and reforming the methods of government and the styles of policymaking. The defining challenge of Latin American countries is to strengthen capacity to adequately implement policy and credibly commit to policy reform. Copyright © 2003 John Wiley & Sons, Ltd.     

Less Haste,More Speed: The Fit for the Future Reform Program in New South Wales Local Government

In August 2011 the New South Wales (NSW) Government established the Independent Local Government Review Panel to examine the options for improving the sustainability of the NSW local government sector. In October 2014 the NSW Government set out its response in its Fit for the Future reform program. This paper provides a critical assessment of the Fit for the Future program. We show that it contains errors, relies on unreliable data, and neglects important factors, which may be ascribed to the haste with which it has been constructed. This could have serious consequences given the potential impact the Fit for the Future program will have on NSW local government. We thus conclude that it would be prudent to address these matters before proceeding further with the program.     

From Convergence to Divergence: Reforming Australian Local Government

The article maps local government reform in the six Australian states over the last decade. It identifies an earlier phase of reform that focused primarily on redefining the roles and relationships within local government, especially between state and local governments, principally through the reform of the state local government Acts. As state reform agendas have shifted more to focus on managerial improvement, significant differences between local government reforms between states have emerged, in focus, process and outcomes. These differences are such that the role of local government itself has been refocused in several states away from the traditional local democracy values that have for so long underpinned this third sphere of government.     

“新公共管理运动”的困境与转型——新西兰公共部门改革的反思及参鉴

新西兰公共部门改革是"新公共管理运动"的先锋,作为"改革实验室"和"政策创新者",因其彻底性、持续性及成效性被誉为"改革的典范"。然而近年来,西方公共管理学界提出了若干质疑,甚至认为"新公共管理运动已经死亡"。本文在考察新西兰公共部门改革实践的基础上,对实践模式的局限性及时代转换的压力两方面的批判性反思进行了梳理和分析:其"公平"与"公共"价值已经失落?是"经济学帝国"的扩张?还是"新泰勒主义"的表现?亦或是随着改革主题的衰落,数字时代治理的来临。对这一改革的实践发掘和理论反思对于当前我国政府职能转换与行政改革具有重要的参鉴价值:首先,推进改革的政府需要具备必要的能力基础;公共部门改革的核心命题是转变理念,优化政府职能,提高政府的效率和效能;而改革能否顺利推进,取决于广大民众和政府之间的深入互动;此外,改革需要尊重地方政府的主动性,充分发挥其作用。