WHAT DO WE KNOW ABOUT PUBLIC MANAGEMENT REFORM? CONCEPTS, MODELS AND SOME APPROXIMATE GUIDELINES

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1 1 WHAT DO WE KNOW ABOUT PUBLIC MANAGEMENT REFORM? CONCEPTS, MODELS AND SOME APPROXIMATE GUIDELINES CHRISTOPHER POLLITT Paper supporting a presentation to the conference and workshop TOWARDS A COMPREHENSIVE REFORM OF PUBLIC GOVERNANCE, Lisbon, January 2013 Emeritus Professor Public Management Institute Katholieke Universiteit Leuven Editor in Chief International Review of Administrative Sciences Acknowledgement: some of the research on which this paper is based received funding from the European Community s Seventh Framework Programme under grant agreement number (project COCOPS see

2 2 WHAT DO WE KNOW ABOUT PUBLIC MANAGEMENT REFORM? CONCEPTS, MODELS AND SOME APPROXIMATE GUIDELINES Introduction For the last 30 years I have been studying public management reform in different countries, comparing and contrasting the experiences of governments with their various programmes of improvement. When I began there was only a small number of scholars who were principally comparativists, but now there is a whole healthy community, and many international management consultancies also. So there are more ideas, more stories and more proposals and slogans than ever before. It would be easy, therefore, to assume, that we had now accumulated a lot of solid, reliable information about what works and what does not in public management reform. In this presentation I will attempt to show you that this is not the case. Our knowledge of what works when management reforms are launched is patchy and often fragile. What do we know? Two main messages emerge from the research I have referred to. The first message is that contexts matter. What is conceptually supposed to be the same technique or model (e.g. performance budgeting, Total Quality Management, Regulatory Impact Analysis)) may turn out very differently in different contexts. What is nominally the same technique works tolerably well in this sector in this country but fails completely in another sector or country or at another time (for a standard comparative text, see Pollitt and Bouckaert, 2011). The second message is that we know remarkably little about the final outcomes or impacts of reforms on the clients receiving public services or on civil society as a whole. In fact often we do not even know whether a major reform has had a positive effect, a negative effect or no effect at all on organizational efficiency. More typically, we will have a lot of information about how structures and processes have changed inside the reformed organizations, but not much hard evidence as to what (if any) changes in outputs and outcomes all this change has produced. What evidence do I have to support these generalizations? In one short presentation I cannot give you the full range of sources, but I can indicate some important examples. These will be drawn mainly from the aspects of public management which I have studied most the organization and delivery of public services. It is possible that different lessons could emerge from other aspects, such as regulation or diplomacy but I cannot go into those areas here. First, back in 1994 I looked for evaluations of the first wave of New Public Management (NPM) reforms in the Anglo Saxon countries. I found that, in most cases, reforms had not been evaluated at all, and that, where they had (as in Australia and New Zealand) the results were inconclusive (Pollitt, 1995). Even where there was some evidence of efficiency gains, these could not be confidently attributed to the reforms concerned. Much more recently I had the privilege of being the co ordinator for the first module of the big EU COCOPS research programme (Pollitt and Dan, 2011). We built up a database of 518 studies of the impacts of NPM from almost all the EU member states, plus Norway. These studies were selected as significant ones by university teams in 10 countries, and by a literature review of leading scientific

3 3 journals. They included official reports, audits and evaluations as well as academic studies, the latter category accounting for 68% of the total database. The findings as to the character of this literature were clear. First, only just over a quarter (26.6%) contained any data at all about changes in outputs or outcomes. Furthermore, if we narrowed the focus to studies with information about changes in outcomes (the final impacts of reform on citizens and society) the percentage falls to just 8.7% So more than 90% of what are seen by experts as the most significant and relevant studies contain no data at all on outcomes. The second main finding was that, if one examined those studies which did actually report changes, the results were highly variable. Some studies reported more than one category of change (activities/processes; outputs; outcomes) so Table 1 (below) shows the number of entries rather than the number of studies. What is dazzlingly clear is that the results of NPM reforms were, according to these studies, rather hit and miss. Only 44% of the entries reporting on outcomes found they had improved, with 53% of entries reporting improvements in outputs. Type of impact Entries (n) Improved Worse Unchanged Outcomes 57 44% 23% 33% Outputs % 20% 27% Processes/activities % 19% 23% Table 1: Database entries for NPM reform impacts. Note: Studies may contain (and in some cases have contained) more than one entry for processes/activities, outputs or outcomes or any combination of these. Therefore an entry is not the same as a study there are more of the former than the latter. The third finding from the COCOPS database was that many studies indicated that contextual factors had had an important influence on the fates of different types of reform, and that these contextual factors seemed to be part of the explanation for the considerable variations between reports of improvements, deteriorations, and no change. Important contextual factors included a) the politicoadministrative culture, b) the structure of the political system (centralized/decentralized, majoritarian/consensual, etc), c) the volatility of governments, d) the current level of administrative capacity, e) the complexity of the tasks undergoing reform (standardized/professionalized and discretionary, etc.) and the strength and role of other stakeholders, including legislatures, public service trade unions and so on. In another EU financed study Verhoest et al (2012) studied government agencies in 30 countries (23 of them in Europe), relying on a mixture of documentary study, original surveys, building databases on organizational changes, and some more intensive cases studies. Among the findings of this massive international research effort were, first, that there was no one best agency model that could be applied in all contexts and, second, that research into agency performance was scarce (Verhoest et al, 2012, pp414 and 430). [E]mpirical evidence of such effects [i.e. performance improvement] is still inconclusive (ibid., p430).

4 4 A few years before the COST study of Verhoest et al, I had, together with colleagues, completed a UK Economic and Social Research Council financed research project examining in detail the performance management arrangements in central government agencies in the same four functional sectors in four countries (Finland, Netherlands, Sweden and the UK Pollitt et al, 2004). We found plenty of performance indicators and other performance management arrangements, but in no case was an agency able to produce systematic before and after data showing how specific structural or process reforms had improved their efficiency or effectiveness. This more or less exactly echoed the findings of an even earlier ESRC financed project looking at 12 newly autonomized schools, hospitals and housing associations in the UK (Pollitt et al, 1998). Close academic study sometimes unsettles even what we have previously taken to be wellestablished truths about reform. For example, in the UK the Conservative governments of Mrs Thatcher and Mr Major ( ) drove through a long series of major reforms aimed mainly at improving the efficiency of government. They were famous for their oft stated beliefs that the civil service could and would become more cost conscious and efficiency minded. Only recently, however, have academics gone carefully back over the relevant official statistics concerning departmental inputs and outputs. What these seem to show is that, despite all the effort, pain and controversy, there is no evidence of any sustained and systemic improvement in central government efficiency during this period (Hood and Dixon, 2012). What is equally surprising is that there seems little evidence that those governments were particularly interested in knowing whether their grand reform programmes had actually achieved the predicted improvements in productivity. The lack of sustained attention for productivity is also demonstrated and investigated in a new study by Dunleavy and Carrerra (2013). Finally, I would like to mention another recent UK study the UK is of special interest because it has styled itself as a world leader in public management reform, and because it has carried through so much reform over such a long period of time. I looked at five key public management reform white papers spanning the period from 1970 to All of them are full of promises for better coordinated, more efficient, more responsive public services. However, none of them sets clear quantitative targets. None contains any costings of the proposed reforms. And only one of the five(john Major s Citizen s Charter of 1991) includes any provision for evaluation to see if the reforms actually worked out (Pollitt, 2012b; 2013). This makes it very hard for both scholars and civil servants subsequently to try to work out whether the reforms have succeeded or not. Let me pause for a moment to be as clear as I can be about what is being said here. The claim is NOT that many of the organizations in many of these studies are naked of performance information on the contrary, they often have rather a lot of it. Neither is the claim that there is no improvement. In some cases the organizations are able to produce rather convincing evidence of year on year gains along some particular parameter speed of service, unit costs or whatever. What they cannot convincingly or usually do, however, is to show how changes in their performance may or may not be related to management reforms which they have undergone. Nor can they show systemic improvement resulting from the larger, more programmatic reforms that affected many departments and agencies simultaneously. Furthermore, they hardly ever have solid information about the final outcomes or impacts of management reforms on their clients or on the wider society. Either there is no information about this (often because no one has seen it sufficiently important to collect it) or, if there is some data, it cannot be reliably attributed to specific reforms.

5 5 Thus, public management reform has not been a scientific exercise where programmes were launched with defined aims, and the results were then carefully measured. On the whole it has been a hit and miss affair, coloured by strong doctrines, fashions and political preferences. W e did not enter the present international fiscal crisis with tried and tested recipes for improvement. We still do not possess a solid basis of knowledge. Some common mistakes If reliable, scientific knowledge about what works is not available there are nevertheless other approaches that should be more intelligent than just abandoning the search for rational and beneficial change. An obvious one is at least to try to avoid some of the disappointments and disasters of the past. There have been many failures in the history of public management reform even in what might be thought of as the best equipped countries. Six of the most common seems to have been: Prescription before diagnosis. No good doctor would ever do this, but politicians, civil servants and management consultants do it frequently. The reason may be an be an ideological or doctrinal predisposition, as when market style reforms were so rapidly implemented in transitional CEE countries after the fall of their Communist regimes. Or it may be a slavish adherence to whatever are the fashionable ideas of the day so governance, participation, transparency or contracting out or performance budgeting are reached for immediately. They are solutions in search of problems magic concepts (Pollitt and Hupe, 2011). They are sometimes applied without reform leaders bothering to investigate exactly what the roots and mechanisms of the local problems are, and therefore without knowing whether the fashionable technique would be likely to remedy them. A proper diagnosis means much more than just having a general impression of inefficiency or ineffectiveness (or whatever). It means a thorough analysis of what mechanisms, processes and attitudes are producing the undesirable features of the status quo and an identification of how these mechanisms can be altered or replaced. Such an analysis constitutes a model of the problem. This kind of modelling is probably far more useful to practical reformers than the highly abstract discussions of alternative models of governance with which some academics have been more concerned (e.g. Osborne, 2010). [For a full exposition of this realist approach to programme logic, see Pawson, For an explanation of why very general models of governance, are of limited value in practical analysis see Pollitt and Bouckaert, 2011, pp11 25 and ] Failure to build a sufficient coalition for reform, so that the reform is seen as just the project of a small elite. This is particularly dangerous in countries where governments change rapidly, as in some parts of the CEE. Once a government falls or an elite is ousted, the reform has no roots and dies. Launching reforms without ensuring sufficient implementation capacity. For example, it is very risky to launch a programme of contracting out public services unless and until there exists a cadre of civil servants who are trained and skilled in contract design, negotiation and monitoring. Equally, it is dangerous to impose a sophisticated performance management regime upon an organization which has little or no previous experience of performance measurement. And it is also hazardous to run down the government s in house IT capacity

6 6 and rely too much on external expertise (Dunleavy et al, 2006). In each of these cases inhouse capacity can be improved, but not overnight. Haste and lack of sustained application. Most major management reforms take years fully to be implemented (Pollitt, 2008, pp16 29; ). Laws must be passed, regulations rewritten, staff re trained, new organizational structures set up, appointments made, new procedures run and refined, and so on. This extended implementation may seem frustrating to politicians who want action (or at least announcements) now, but without proper preparation reforms will more likely fail. Endless reforms or continuous revolution is not a recipe for a well functioning administration (see, e.g. Pollitt, 2007). Over reliance on external experts rather than experienced locals. As management reform has become an international business, international bodies such as the OECD or the major management consultancies have become major players. A fashion has developed in some countries to call in the external experts, as both a badge of legitimacy and a quick way of accessing international best practice (National Audit Office, 2006; Saint Martin, 2005). Equally, there is perhaps a tendency to ignore local, less clearly articulated knowledge and experience. Yet the locals usually know much more about contextual factors than the visiting (and temporary) experts. In organizational matters in particular, the sometimes unarticulated, yet complex and nuanced understanding of experienced locals can often be crucial (Tsoukas, 2005). Ignoring local cultural factors. For example, a reform that will work in a relatively high trust and low corruption culture such as, say, Denmark s, is far less likely to succeed in a low trust/higher corruption environment such as prevails in, say, some parts of the Italian public sector. In the EU there are quite large cultural variations between different countries and sectors (Pollitt and Bouckaert, 2011, pp61 66; ). Some approximate guidelines As you might expect, the more obvious guidelines concern the avoidance of the most common mistakes (see previous section). I will mention just seven. First, reforms should be based on detailed diagnosis, not just broad impressions. One needs a clear statement of the problems that are to be remedied. This statement should be backed up by hard empirical analysis showing, as clearly as possible, which specific practices or attitudes currently produce the undesirable problems. It should also show how far these undesirable processes are embedded in/connected to wider contextual features (political patronage; local cultures; the pattern of institutions etc). Such an analysis is, in effect, a process model of the problem. Any proposed reform should be tested against this analysis how, exactly, will the reform disrupt or put an end to these undesirable processes and substitute more desirable ones? Second, management reform is not just a technical adjustment but rather, almost always, also a bureau political action, and it therefore requires a coalition of support. Ideally this support would usually include both senior politicians and at least some part of the civil service leadership. So work needs to be done, in advance of reform announcements, to build the strongest and widest possible supportive network. Reforms which are not embedded in such networks are frail flowers, likely to shrivel at the first touch of frost.

7 7 Third, reformers should assure themselves that the administration posesses the requisite set of skills to implement the new reform. Many types of reform require leadership skills. Performance management reforms require measurement skills. E government reforms require technological skills. Contracting out requires contracting skills. Does the public service yet possess these skills? If not, how can they most rapidly be acquired? Fourth,it is important to try to give a reform the time it will need to come to fruition. This has several aspects. One is that a realistic timetable should be set out at the beginning no promises of instant improvement. Another is that some sort of monitoring apparatus will probably be needed over a period of months or years. And another is that attempts to arrive at very quick judgements after a few weeks or months should be anticipated and resisted. Reforms involve learning usually by a range of stakeholders and that process has to be given time to take place. Fifth, maximize the use of both internal and external expertise and experience. The people who know most about your organization are usually in your organization. External experts guns for hire certainly may bring an extra dimension, and knowledge of happenings elsewhere, but by itself this is not a substitute for local knowledge. Reformers need both kinds of knowledge, and one should not be privileged over the other instead the bearers of the two types of knowledge should be encouraged to work together, challenging and supplementing each other. Sixth, try to assemble an accurate picture of the culture(s) of the organizations which are to undergo reform, and use this to stress points of compatibility with cultural norms, whilst also identifying likely points of cultural resistance. Plans can then be made to soften these points of cultural resistance, although this is likely to require action over considerable periods of time (cultures do not change overnight). It is almost always important to try to offer the public servants directly involved in reform some vision of how their situation will be improved once the reforms are up and running, and this should be a vision that resonates with positive features in the existing culture. Seventh, be aware that reform can (however unintentionally) undermine existing strengths in the public service, and strive to minimize any such negative effects. For example, some kinds of reform can undermine trust between civil servants,or between civil servants and their political masters. If existing trust levels are good this would be a very high price to pay, since trust makes all sorts of actions easier (lower transaction costs). Once trust is destroyed, it takes time and effort to re build it. Another common problem is where contracting out is taken so far that the remaining in house expertise falls below the critical mass required to design, negotiate and monitor contracts. In conclusion, let me say that all the above warnings and suggestions apply both in times of fiscal plenty and, as today, in periods of fiscal austerity. Some of the findings I have cited come from previous periods of austerity, such as the early 1980s or early 1990s. One might say that austerity makes the task facing reformers both easier and more difficult. In some respects austerity eases reform, because it can be used by astute policymakers to create an atmosphere of crisis in which it becomes possible to consider a wider range of more radical reforms than would usually be admissable in normal times. However, in most respects austerity makes reform more, rather than less difficult. It reduces the resources available for smoothing change and buying off opposition. It increases the temptation to rush into some quick fix without due diagnosis of the underlying problems. And it heightens the insecurity of public servants and thereby often renders them less willing to take the risks which are inevitably associated with innovation. In many EU countries public

8 8 management reform is currently inevitable, and will, inevitably, be painful (cuts of 20% plus cannot be absorbed without real damage to the quality of services, and anyone who suggests otherwise, as some politicians have done, is, to put it charitably, mistaken). To pretend otherwise is to invite mistrust. This makes it all the more important that the lessons of the past are studied, that there is honesty about the present situation and its sacrifices, and that a credible yet positive vision of the future is communicated to all concerned. Public services are widely popular in most EU countries, and lie close to the heart of the legitimacy of modern governments (Pollitt, 2012a, pp10 13). There has to be a recognizable future for them, beyond austerity. REFERENCES Dunleavy, P.; Margetts, H.; Bastow, S. and Tinkler, J. (2006) Digital era governance: IT corporations, the state and e-government, Oxford, Oxford University Press Dunleavy, P. and Carrerra, L. (2013) Growing the productivity of government services, Cheltenham. Edward Elgar Hood, C. and Dixon, R. (2012) A model of cost cutting in government? The great management revolution in UK central government Public Administration (pre-publication version accessed 23 October 2012) National Audit Office (2006) Central government s use of consultants, HC128, Session , London, The Stationary Office Osborne, S. (ed.) The new public governance: emerging perspectives on the theory and practice of public governance, London and New York, Routledge/Taylor and Francis Pawson, R. (2013) The science of evaluation: a realist manifesto, Sage, Los Angeles and London (forthcoming) Pawson, R. and Tilley, N. (1997) Realistic evaluation, London, Sage Pollitt, C. (1995) Justification by works or by faith? Evaluating the New Public management Evaluation, 1:2, pp Pollitt, C. (2007) New Labour s re-disorganization: hyper-modernism and the costs of reform a cautionary tale, Public Management Review, 9:4, pp Pollitt, C. (2008) Time, policy, management: governing with the past, Oxford, Oxford University Press Pollitt, C. (2012a) New perspectives on public services: place and technology, Oxford, Oxford University Press Pollitt, C. (2012b) The evolving narratives of public management reform: 40 years of reform white papers in the UK, Public Management Review (http://dx.doi.org/ / )

9 9 Pollitt, C. (2013) 40 years of public management reform in UK central government - promises, promises... modified version of a paper presented at the Policy and Politics Conference, Bristol, September 2012 (available from the author on request). Pollitt, C.; Talbot, C.; Caulfield, J. And Smullen, A. (2004) Agencies: how governments do things through semi-autonomous agencies, Basingstoke, Palgrave Macmillan Pollitt, C. and Bouckaert, G. (2011) Public management reform: a comparative analvsis, (3 rd ed.) Oxford, Oxford University Pollitt, C. and Dan, S. (2011) The impacts of the New Public Management in Europe: a meta-analysis December (www.cocops.eu) Pollitt, C. and Hupe, P. (2011) Talking about government. The role of magic concepts Public Management Review 13:5, pp Saint-Martin, D. (2005) Management consultancy, pp in E.Ferlie, L.Lynn Jr. And C.Pollitt (eds.) The Oxford handbook of public management, Oxford, Oxford University Press Tsoukas, H. (2005) Complex knowledge: studies in organizational epistemology, Oxford, Oxford University Press Verhoest, K.; Van Thiel, S.; Bouckaert, G. And Lægreid, P. (eds.) (2012) Government agencies: practices and lessons from 30 countries, Basingstoke, Palgrave/Macmillan

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