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Running government like a business has been a dismal failure

daftandbarmy

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Running government like a business has been a dismal failure

Thirty years ago, Anglo-American politicians set out to make the public sector look like the private sector. They decided to grab hold of the policy-making levers and push public servants to manage operations along the lines of their private-sector counterparts.
There’s plenty of evidence to suggest that politicians have gained the upper hand in shaping policies. Evidence-based policy-making has lost currency, as has the policy advisory role of senior public servants. But there’s also plenty of evidence to suggest that management reform measures have failed.

It’s not too much of an exaggeration to write that the policy advisory role of public servants in Anglo-American democracies has been turned on its head. Multiple sources of information and evidence-based policy advice no longer matter as they once did. Today, if policy-making in a post-positivism world is a matter of opinion, where 2 + 2 can equal 5, then Google searches, focus groups, public opinion surveys and a well-connected lobbyist can provide any policy answer that politicians wish to hear.

http://www.theglobeandmail.com/commentary/bureaucracy-is-no-business-of-government/article6968196/

 
There are far too many MBAs working on Government today, and far too few MPAs.  There are fundamental differences between the public and private sectors that must be understood before launching into ill-fated change agendas.

That said, there is room to learn from the private sector within government; far too often, though, it's bad incentives that are learned rather than good management.
 
I like the article. I still think some elements of 'government run like a business' are good though. I'm not really into polictics so don't have much ammunition in the way of backing up my point but the Ornge scandal is an example of mismanagement, that if our government were run like a business we would have more money in our pockets or where it's needed. Still end of the day they should be seen as seperate entities.
 
Part of the problem with government vs private is there is little if any repercussions on the part of the employee/mgr in issues like the Orange scandal.

In Private Business, they would be gone, gone, gone....not so in government....they just do a mea culpa, and continue......
 
Part of the impetus for "running government like a business" came from the rapid expansion of government in the 1930s, '40s and '50.

Government began to intrude (1930s) and then intruded massively (1940s and '50s) into area which, before, had been essentially "private" matters ~ between an individual and his family and, very often, a business, like an insurance company or a doctor, etc.

In the liberal West there was a "universalist" approach - based on the idea of equality in everything, including access to services - which led to monster bureaucracies that were, evidently, less than efficient or effective.

Some governments - ones focused on the core issues of the exchequer, foreign affairs (including trade), national defence and public infrastructure - are small and do not feel much pressure to be "run like a business."
 
New Zeland is a great counter example to this argument.

In a nutshell, the various deputy ministers and directors "bid" for contracts by the Ministry to perform a legislated service, and bids are evaluated on cost (and possibly quality of service. For senior executives like DM's, this is probably reflected by their reputations as able service providers and resource managers, good ones can expect to win their "bids" more often than not).

Since there is a results based metric, cost overruns are not and cannot be excused and swept under the rug, nor ineffective delivery simply shrugged off. Now while I am not aware if there are actual sanctions or penalties (including pay cuts and firings) associated with failure to live up to the contract, it would be rather odd if this sort of incentive wasn't present. As well, it would seem a no brainer to have open bids for most of these "contracts", so if a private company was able to provide the same QOS at a lower price, then the Ministry should be able to privatize the service.

The real reson most Anglo-American efforts have been failures is the incentives to be effective and accountable are missing; as noted, how many people in Ontario lost their jobs or went to prison for the various scandals of the McGuinty government like eHealth or ORNG?
 
The article fails to mention the failures that gave the impetus to running government more like a business. It wasn't like things were going so well before. If I want to get 90%+ on a test, am getting 60% so I change my approach and get 75% my new approach has failed to reach my goals but is still better than what I did previously.

I think the real solution is to keep in mind something I heard during leadership training: A good plan well executed will beat the best plan poorly executed.  Just switching the ideology or political philosophy of government doesn't automatically make it well run.
 
A good primer of "Public choice" economics, and how incentives (perverse or otherwise) drive this sector just as they do every other aspect of economic life. One of the great insights by James Buchanan was that politics is fundimentally a branch of economics; organizational theory has a similar insight, defining politics as a means of distributing limited resources:

http://opinion.financialpost.com/2013/01/09/james-buchanan-mr-public-choice/

James Buchanan: Mr. Public Choice

Pierre Lemieux, Special to Financial Post | Jan 9, 2013 8:44 PM ET | Last Updated: Jan 9, 2013 8:55 PM ET
More from Special to Financial Post
 
Government failures often much worse than market failures

If one expression can capture the work of James Buchanan, who died Wednesday at age 93, it is politics without romance. His approach generated a whole school of economic analysis called public choice. Closely associated with Buchanan were Gordon Tullock, Richard Wagner, Geoffrey Brennan and other economists working mainly at the Virginia Polytechnic Institute and, later, George Mason University.

For his work in this field, Buchanan won the 1986 Nobel Prize in Economic Sciences.

Buchanan’s starting point was so simple that it now seems rather obvious. The people who make public or collective choices are just ordinary people like you and me: They are voters, politicians and government bureaucrats. They are not disinterested angels. They have the same motivations as ordinary mortals, that is, to improve their situation in life. They achieve this sometimes by serving others, the ones whose support they need; sometimes by harming others, the ones whose money or submission they require.

For Buchanan, politics is exchange, just as economics is. There is a political market where politicians buy votes by selling the policies preferred by the majority of their constituents or, what amounts to the same, where voters sell their votes in order to buy what they want. To get their pet projects adopted, politicians then trade support among themselves. Bureaucrats sell their services to the politicians, at the highest price the market will bear. Collective choices are simply the result of these exchanges.

The problem, as Buchanan and his disciples found, is that lots of people end up not getting what they want or paying too much for want they get. The reason is that everybody demands free stuff from the government and tries to shift the cost to somebody else.

Buchanan used the analytical tools of mainstream, “neoclassical” economics. But he pushed the standard economic idea that all benefits and costs are subjective even farther than orthodox economists do, as can be seen in his 1969 book Cost and Choice. As a consequence, many consider him a quasi-member of the Austrian school of economics (of which Friedrich Hayek, a fellow Nobel Prize winner, was a guiding light).
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Buchanan was emphatically not a Keynesian. In Democracy in Deficit: The Political Legacy of Lord Keynes (1977), he and co-author Richard Wagner explained how the Keynesian apology of deficit financing had destroyed budget discipline since the 1960s, and how it would lead to endemic public deficits — a prescient prediction.

Such was Buchanan’s positive analysis of politics. As for his normative values, those that underlie his evaluation of different political arrangements, he eloquently put them forward in the two first pages of The Limits of Liberty: Between Anarchy and Leviathan (1975): “My approach is profoundly individualistic” (emphasis in original). “Each man counts for one, and that is that.” His normative theory of politics was thus the exact opposite of Plato’s government by the philosopher-king. For Buchanan, each individual must be his own ruler.

Buchanan believed that government is necessary to produce public goods (mainly security, but a few others too), hence politics as exchange. The problem in this sort of exchange is that the majority (or perhaps a minority, like bureaucrats) will be tempted to exploit the rest of the population. Rational individuals will want to protect themselves against this danger with a unanimous, if only implicit, social contract that constitutionally limits what the state can do. We must, as the subtitle of The Limits of Liberty indicates, stand “between anarchy and Leviathan.”

Leviathan (the all-powerful Hobbesian state) remains a constant danger. He must be chained by constitutional rules. All politics must be informed by a strong mistrust for government. In The Power to Tax, a 1980 book he wrote with co-author Geoffrey Brennan, Buchanan inquired into the fiscal rules necessary to prevent Leviathan from expropriating taxpayers.

Buchanan defined himself as a liberal in the classical sense. In standard terms, he was a moderate libertarian, which means that he was neither a “liberal” (in the American sense) nor a conservative. In a 2001 interview, he admits that in England or any other class-oriented European society, he might have been a socialist. Individual liberty was what Buchanan was interested in; equality of opportunity came a close second. Hence the importance of free markets.

Of course, market failures exist, but government failures are often much worse. Referring to Hans Christian Andersen’s famous tale, Buchanan wrote: “Public choice is like the small boy who said that the king really has no clothes.”

Thanks to James Buchanan, many — perhaps most — economists and political scientists have stopped naively looking at the state as if it were manned by disinterested angels working tirelessly to bring happiness to 100% of their constituents. His enormous influence on economics and politics will be a lasting one.

Financial Post

Pierre Lemieux is an economist in the Department of Management Sciences of the Université du Québec en Outaouais and the author of The Public Debt Problem: A Comprehensive Guide (Palgrave Macmillan, 2013). pierre.lemieux@uqo.ca.
 
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