Osborne And Gaebler Reinventing Government Pdf
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David Osborne (born June 1, 1951) is an American author and consultant. He is the author or co-author of seven books, one of which was a New York Times best seller.[1][2][3][4] He served as a senior advisor to Vice President Gore in 1993, helping to lead an effort to reform the federal government.[5] He is currently director of the Progressive Policy Institute's project on Reinventing America's Schools, and his first novel was published in 2017.[6][3]
Off and on since 1990, Osborne has served as a senior fellow at the Progressive Policy Institute (PPI) in Washington, D.C.[7] In late 2014, Osborne was appointed director of a PPI project on Reinventing America's Schools, which focuses on reforming the public school system to treat every public school like a charter school. The project is financially supported by the Walton Family Foundation,[8] the Broad Foundation,[9] and the Arnold Foundation.[10][11]
As director of this project, Osborne authors reports and articles about education reform and hosts conferences and forums. His writing on education for PPI is available at the Progressive Policy Institute's website, www.progressivepolicy.org, and at his blog at U.S. News.[12] In 2017, his book on education reform - Reinventing America's Schools: Creating a 21st Century Education System - was published by Bloomsbury Publishing.[4]
Osborne's first book, Laboratories of Democracy, argued that states were pioneering new education, economic development, health care, housing, welfare and other policies as a response to the dramatic change from an industrial economy to a knowledge-based, information-age economy.[21] Reinventing Government, co-authored with Ted Gaebler, described how public sector institutions across America were transforming the bureaucratic models they had inherited from the past and, thereby, creating more flexible, creative, and entrepreneurial systems and organizations.[22][23] In his next book, Banishing Bureaucracy, Osborne and his co-author Peter Plastrik described the most powerful strategies to create such organizations.[24] The sequel, The Reinventor's Fieldbook, provided "how-to" information on 75 different tools reinventors could use, from performance management and customer service standards to competitive bidding and labor-management partnerships.[25][26] In his fifth book, The Price of Government, Osborne applied many of these concepts to the fiscal crisis plaguing the public sector at that time. Osborne and his co-author, Peter Hutchinson, argued that the fiscal crisis would linger with the U.S. for decades to come.[27]
In 1994, Osborne joined the Public Strategies Group, a consulting firm created to help public organizations improve their performance. Osborne served as senior partner for that organization from 1994 through 2014. He worked with large and small governments from cities, counties, and school districts to states, federal agencies, and foreign governments. In that role, he gave speeches on reinventing government in many countries and advised presidents, ministers, governors, mayors, city managers, school superintendents, and other public sector leaders.[28]
In 1993, Osborne served as a senior advisor to Vice President Al Gore. In this role, he, along with others, ran the National Performance Review.[5] Vice President Gore called the National Performance Review his "reinventing government task force",[29] and its name was later changed to the National Partnership for Reinventing Government. Osborne was the chief author of the September 1993 report generated by the National Performance Review, which laid out the Clinton Administration's reinvention agenda. Time magazine called it "the most readable federal document in memory."[30] In 2000, Osborne served as an advisor to Al Gore's presidential campaign.[31][32]
Since 1992, David has served as a fellow at the National Academy of Public Administration, a Congressionally chartered organization similar to the National Academy of Sciences.[33] From 1992 through 1997, he served as chairman of the Alliance for Redesigning Government, a National Academy initiative to help public sector leaders and managers at all levels of government learn more about reinvention and redesign.[34]
Currently he is president of the Institute for Excellence in Government, a not-for-profit organization that provides consulting and other services to public sector leaders.[35] Since 1998, he has been a member of the National Selection Committee for Harvard University's Innovations in American Government Awards.[36][37]
From 1991 through 1997, David served on the Mass Jobs Council, Massachusetts' statewide workforce development board. He chaired the One-Stop Career Center Committee, which led the development of One-Stop Career Centers in Massachusetts.[32]
This marks the beginning of a deep and lasting friendship between the two cultures. The Nez Perce befriend American fur trappers, invite missionaries, and even help the U.S. in its wars with neighboring tribes. But when gold is discovered on Nez Perce lands in 1860, it sets an inevitable tragedy in motion. Seventeen years later, when the U.S. military forces all Nez Perce bands onto a reservation, the last great Indian war breaks out.
Daytime Smoke's life spanned the seven decades between first contact and defeat of the Nez Perce. The Coming thus captures the trajectory experienced by so many Native peoples: from friendship and cooperate to betrayal, war, and genocide. With a large cast of characters and a vast geography, the novel braids historical events with the drama of one man's life. Rigorously researched and cinematically rendered, The Coming is a page-turning historical novel,[3] and was in 2018 the winner of the Spur Award for Best Western Historical Novel.
Over the past four years, the U.S. federal government's reform efforts have been led by Vice President Al Gore under the auspices of an interagency task force, the National Performance Review. It issued a set of recommendations in 1993, again in 1995, and reassessed its approaches and progress in early 1997 to prepare for the next four years. It is currently working to ensure implementation of its existing recommendations and to change the operating methods within agencies to make the government "work better and cost less." This paper reviews the origins of the effort, describes some of its accomplishments over the past four years, and lays out some of its goals for the next four years.
The U.S. government has three branches: the executive, the legislative, and the judicial. The executive branch, headed by the President, is responsible for managing a budget of $1.7 trillion. The legislature has over 200 committees and subcommittees that conduct substantial oversight of executive branch agencies. The judiciary occasionally imposes activities or constraints on executive agency actions.
There are 1.9 million civil servants and 1.5 million military in 14 cabinet departments and 140 other agencies. Forty-one percent of the civilians work in the Defense Department. The federal government delivers few direct services. Most are delivered by the 50 states or the 83,000 local governments The federal government has about 40,000 field offices; these are loosely organized into 10 regions. While there have been extensive reform efforts at the state and local levels, this paper focuses only on the federal government. The current reform effort, begun in 1993, follows ten other federal reform commissions this century. Most achieved mixed results.
President Bill Clinton took office in 1993 having promised to "reinvent" the federal government to make it work better and cost less. He was the first Democratic president in 12 years and his party controlled the Congress at the time he assumed the office of President.
He took office at a time of extensive public sector management change in other countries, as well as within U.S. state and local governments. These changes were undertaken largely because of the pressures of global competition or financial crises. In the U.S. federal government, the impetus for action was an increasing public distrust in the ability of the federal government to do things right. These earlier changes were described by Osborne and Gaebler in their 1992 book, Reinventing Government and were acted upon by the 1991 Texas Performance Review led by John Sharp, that state's comptroller. These activities led to the creation of the National Performance Review four years ago, shortly after President Clinton took office in early 1993.
This paper summarizes the activities of the National Performance Review (NPR) by examining what we set out to do, what has been accomplished over the past four years, and what we plan to do in the next few years. NPR is often accused by many academics as relying heavily on the use of stories. That is now taken as a compliment. So, while NPR's story could be described in terms such as public choice, principal-agent, and transaction cost theories, I'll just talk about what really happened.
The development of the theory and approach of the NPR was heavily dependent on the mix of people involved in leading the review. Also, many of the 250 people recruited from different federal, state, and local agencies to work on the review had received Total Quality Management (TQM) training so there was a common language among many of the staff. Taken together, the "theory" behind the NPR's work evolved; there was no explicit effort to ground it in existing public management theory. The results of the Review were based on the practical experience of those who worked on it.
It was March 1993. Newly elected President Clinton announced his reinventing government initiative, appointing Vice President Al Gore to lead it and giving him a six-month deadline to produce a set of recommendations. There was excitement in the air, and a clear sense of the unknown. I was at the General Accounting Office and had been working on management reform issues there. I called a friend at the Office of Management and Budget (OMB) and asked him what the plans were and he replied, "I don't know. This is live and unrehearsed." In a few days, I received a call from a White House staffer who was interested in the work I'd been doing. I knew David Osborne, co-author of the best seller Reinventing Government, because of my visits to foreign countries whose reform efforts seemed to be 5-10 years ahead of our federal government. He was also an advisor to President Clinton on this initiative and had recommended to the new White House staffer assigned to conduct the review, Elaine Kamarck, that we should meet.
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