Responsive, responsible and respected government
| Author | Jocelyne Bourgon |
| Published date | 01 March 2007 |
| Date | 01 March 2007 |
| DOI | http://doi.org/10.1177/0020852307075686 |
| Subject Matter | Articles |
Responsive, responsible and respected government:
towards a New Public Administration theory
Jocelyne Bourgon
Introduction
Public administrations are a vehicle for expressing the values and preferences of
citizens, communities, and society as a whole. Some of these values and preferences
are constant; others change as societies evolve. Periodically, one set of values comes
to the fore, and its energy transforms the role of government and the practice of
public administration.
Recent decades have been marked by tremendous change, both nationally and
globally. Not surprisingly, public administrations are in a period of transition. Current
practice of public administration draws key strengths from past models: the Classic
model, with its emphasis on control and organizational design; the Neo-bureaucratic
model, built upon rational decision-making processes; the Institutional model of the
1950s and 1960s, which was deeply rooted in behavioural sciences; and the Public
Choice model, with its reliance on political economy (Denhardt, 2003).
In many ways, public administrations are pushing ahead. With one foot in the past,
they are also eager to keep stride with – and indeed anticipate – the rapidly advanc-
ing sectors that will shape the future. Thus, the practice of public administration is no
longer totally consistent with the Classic theory; nor is it yet supported by a ‘new’ and
unifying philosophy.
This text aims to explore the rich tapestry of contemporary public administration,
from a practitioner’s perspective. Following the threads of academic theory and prac-
tical experience, it offers some of my ‘best guesses’ in relation to emerging trends
and characteristics that will define innovative patterns and textures in this dynamic
field.
I want to speak primarily of the need for a ‘New Public Administration’ theory,
recognizing that to label anything ‘new’ is risky business. Those who embrace new
ideas sometimes tend to regard earlier ways of thinking as old and outdated. In
The Honourable Jocelyne Bourgon is President Emeritus of the Canada School of Public Service.
Copyright © 2007 IIAS, SAGE Publications (Los Angeles, London, New Delhi and Singapore)
Vol 73(1):7–26 [DOI:10.1177/0020852307075686]
International
Review of
Administrative
Sciences
contrast, others are deeply wedded to long-held views and argue that there is
nothing new.
I would offer a hypothesis that seeks to avoid both of these extremes. I suspect
that everything that follows in this text already exists to varying degrees in public
administrations around the world. In addition, I would remind readers that the factors
I describe are relevant only to the tiny portion of the globe in which liberal democracy
exists. Thus, I believe the ‘newness’ of a New Public Administration theory (if indeed
newness exists) will not be found in new ideas, but rather ‘in the way the fabric is
woven, not necessarily in the threads that are used’. Or, as Frederickson (1980) says
in his book on the New Public Administration, ‘the newness may also be in the use
of the fabric . . . however threadbare’.
The reference in this text to New Public Administration theory flows from the
values that have guided traditional public administration. At the same time, it
proceeds from the aggregation of new knowledge and new experience acquired
over time – particularly during the 1980s and 1990s. It implies an expectation that a
different set of values will come to predominate in the coming years. I think that we
have seen the signs of change, and can begin to sketch the pattern of a ‘new’ and
unifying theory for public administration.
One of the changes that deserves attention and action is the declining trust in
government, which has been evident in recent years. Possible causes for this grow-
ing mistrust of elected officials and public servants – and potential consequences –
are discussed briefly throughout the article. The concluding paragraphs highlight how
a unifying theory for public administration could help to re-establish citizen trust in
public administration.
That said, I will not attempt to describe such a theory: such an endeavour would
be beyond my means and my ability. Rather, I would be content if this overview
convinces some readers of the need to provide public servants with a set of guiding
principles that could help to shape citizens’ expectations and steer future government
action.
Part 1: Not entirely of the past; not yet of the future
Societies around the globe have undergone tremendous change in the past thirty
years. Since the collapse of the Berlin Wall in 1989, we have witnessed an unprece-
dented convergence towards a ‘Democratic Capitalism model’ (Fukuyama, 1992) as
the most efficient way to enjoy both a high standard of living and quality of life.
(Another model, that of ‘Monopolistic Capitalism’, may be emerging in countries such
as China and Saudi Arabia but that is another story for another day (Minc, 2004).) This
convergence has occurred during a period of great economic and geopolitical trans-
formation. This is evidenced in the effects of globalization and the emergence of new
global economic engines such as China and India, in the exceptional transformation
of South Africa and the expansion of the European Union, and in the impact of
modern information and communication technologies.
We have come to realize the importance of good governance and to recognize
the interconnected roles of the private sector, the public sector and civil society
institutions. We have learned that good governance requires good government –
8International Review of Administrative Sciences 73(1)
To continue reading
Request your trial