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How can e-governmentsupport a transformationagenda?
Patrick Dunleavy
Public Policy
Public PolicyGroup
P. Dunleavy 2005
London School of Economics
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THE ZIG-ZAG PATH TOGOVERNMENT CHANGE
Government transformation
New PublicManagement
push
Web EraGovernance
push
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New Public Management
NPM = Disaggregation plus Competition plusIncentivization plus performance measurement Disaggregation splitting up large bureaucracies
via agencification, micro-local agencies, more QGAs,
purchaser-provider separation Competition introducing alternative suppliers viamandatory competition, outsourcing, strategic review,quasi-markets, deinstitutionalization, asset sales,
consumer-tagged financing, deregulation Incentivization via privatization, PFIs and PPPs,PRP, charging, public sector dividends, valuing publicsector equity
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DISAGGREGATION THEMESComponent Current statusPurchaser-provider separation X reversingAgencification X
Decoupling policy systems X
Growth of quasi-government agencies X
Separation out of micro-local agencies XChunking up privatised industries X
Corporatization and strong single
organization management X
De-professionalization X
Competition by comparison ~ stableImproved performance measurement growingLeague tables of agency performance
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COMPETITION THEMES
Component Current statusQuasi-markets X reversingVoucher schemes X
Outsourcing ~ stableCompulsory market testing ~Intra-government contracting ~Public/private sectoral polarization ~Product market liberalization ~Deregulation ~
Consumer-tagged financing growingUser control
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INCENTIVIZATION THEMESComponent Current status
Re-specifying property rights X reversingLight touch regulation X
Capital market involvement in projects X
Privatizing asset ownership ~ stable
Anti-rent-seeking measures ~De-privileging professions ~Performance-related pay ~PFI (private finance initiative) ~Public-private partnerships ~Unified rate of return and discounting growingDevelopment of charging technologies Valuing public sector equity Mandatory efficiency dividends
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New Public Management Positive short term direct effects, but... Impacts reducing citizen competencies
e.g unfamiliar processes, hollow choices, club
effects, privatization of information, conflict ofusers vs citizens control
Impacts increasing policy complexitye.g agencification/fragmentation, corporatization,
charging, PFIs and PPPs introducing privatebankruptcy risks, re-regulation followingcatastrophic failures, increased transaction costs
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Key NPM problems
In the UKrollback of NHS quasi-marketexperience of Railtrack, NATS, British Energy
PFI and PPP instabilities and risk additions, ban
on PFI for IT projects, continuing controversies In the USA
re-governmentalization of airport security post9/11, and ultra-conventional DHS reorganization
In both countriesAwareness of possible over-fragmentation and
adverse siloing effects
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Change of publicmanagement regime
Level of autonomouscitizen competence
Level of socialproblem-solvingLevel of institutionaland policy complexity
Changes in public management regimes normally
contribute to improving social problem-solving
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Change of publicmanagement regime
Level of autonomouscitizen competence
Level of socialproblem-solvingLevel of institutionaland policy complexity
One common adverse by-product effect
is increased administrative complexity
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Change of publicmanagement regime
Level of autonomouscitizen competence
Level of socialproblem-solvingLevel of institutionaland policy complexity
Another common adverse by-product effect
is a reduction in citizen competences
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Change of publicmanagement regime
Level of autonomouscitizen competence
Level of socialproblem-solvingLevel of institutionaland policy complexity
Cumulative adverse by-product effects can occur
from changes in public management regimes
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Web-era governance
is the next wave of change after NPM andcomprises 3 elements
Reintegration rolling back agencification, JUG,re-governmentalization, new central processes,
process costs squeeze, re-engineering, simplification Holism client/function structures, one-stops, ask-
once processes, end-to-end redesign, agile (notfragile) government
Digitalization ESD, centralized procurement,ZTT automation, disintermediation, mandated channelreductions, isocratic administration, open-bookgovernance
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REINTEGRATION THEMES
Rollback of agencification
Joined-up governance (JUG)
Re-governmentalization
Reinstating central processes
Radically squeezing production costs
Re-engineering back-office functions
Procurement concentration and specializationNetwork simplification
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DIGITALIZATION THEMES
Electronic service delivery
New forms of automated processes
zero touch technologies (ZTT)
Radical disintermediation
Active channel streaming
Facilitating isocratic administration
Moving towards open-book government
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Londons Oystercard- a travel smartcard
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Londons Oystercard
Smart card with RDF, stores season tickets andpre-pay cash amounts purchasable by phone, onthe Web and via local outlet machines
Initial installation costs were 1.1 billion Readers on 6,000 buses, 255 Tube stations, 2300
ticket outlets, 23 national rail stations
Initially 350,000 season ticket holders, now over
2.2 million users due to adoption incentives Time savings for card holders who touch in and
out, plus other passengers still queuing and staffsavings for Transport for London
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SUGGESTIONS FOR ACHIEVINGKEY GOVERNMENTAL CHANGES
Use e-gov as part of an overall changemanagement strategy, not as a stand-alone
Try for radical,Zero Touch applications
Aim for quick wins and rapid changes, usingincentives and a thorough build and learn
approach to spur rapid behaviour changeovers
Treat multi-channel solutions as transitional only
aim to achieve critical mass displacement to e-
gov
Look for positive externalities that offset
inequalities and an atrophying of legacy methods
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OTHER SUGGESTIONS
Prefer brand new applications to remaking legacysystems and organizations
Prefer applications that are fault-tolerant
Look at active competition between e-government
methods and legacy methods Prefer low authentication applications or youll
still be waiting five years on
Foster information-seeking and giving, especially
from national agencies where users are episodic Maintain competitive tension in the contracting
market better for industry and government
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Achieving a self-reinforcing cycle ofWeb-era governance processes
Key productivity and cost reduction changesfeedback savings flows
Investment flow
Leadership
Organizationchange
Responsiveness boost
Customer behaviour changes
E-change
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