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Features of Public Management in Germany

Features of Public Management in Germany. b y Prof. Dr. Thorsten Franz Harz-University of applied sciences , Halberstadt. Phases of reform. 19-eighties: Reagonomics / Thatcherism /New Z ealand

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Features of Public Management in Germany

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  1. Features of Public Management in Germany by Prof. Dr. Thorsten Franz Harz-University of appliedsciences, Halberstadt

  2. Phases of reform • 19-eighties: Reagonomics/Thatcherism/New Zealand • 19-nineties: begin of NPM in Germany, starting at the municipality-level (acc. to the Tilburg-model); spreadingtootherpublic institutions • 2008/09: Financial- and economy-crisis; increase of criticism of the model • 2014: Someobjectivesattained, missed and givenupothers

  3. Definition of NPM in FRG • Collective term • for different objectives , structures and instruments • (not a specificreformconcept) • todescribe the effortstoreform the public sectorbyimplementing management-thinkingtoovercomeinefficiencies of the old administrative system

  4. Main previousaspects of NPM (FRG) • Concentration on maintasks • (taskreview, privatization, out-sourcing) and • Economization of performance of (remaining) tasks

  5. Main previousaspects of NPM (FRG)Instruments of Economization • Transfer of managementmethods (of private businesssector) • MbO/agreementson objectives , outputbasedand service-orientedmanagement • Transparency of costs/performance measurement byreportingsystem, keyfigures, businessaccountancy, cost and performance accounting etc. • Implementation of competition and incentives • Collaborationwith private investors (benchmarks etc.) • etc. … and reduction of staff (esp. in Eastern Germany)

  6. Main recentaspects of NPM in FRG • 1. Focus on E-Government (e.g.: EGovG) • 2. Impacts of demographicchange (e.g.: future of rural areas) • 3. New citizens/newsociety: transparency, participation , organizing and supportingcivilsociety (e.g.: Citizensbudget)

  7. Attainedobjectives • Reduction of tasks • Reduction of staff (often down to a criticalmass) • More cost awareness • Business accountancy and cost/Performance accounting in municipalities (and in somestateauthorities) • More service-orientation, lessauthoritarianmanner

  8. Problems • Privatizationcanleadto a lesssustainable, safe, cheapand broadsupply of essential goods (> re –municipalization of municipal utilities) • Agreements on performance often just means „paper“ • Data-collectionoftenmeansinefficienteffort and bureaucrazy (e.g.: openingbalancewitharbitrarialassessment), whichdoes not guaranteebetterpoliticaldecisions • Continuityof attitudes and behaviour of the staff • etc.

  9. Summary • Failure of NPM?

  10. Thankyouforyourattention!

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