The nation's federal, state, and local public service is in deep
trouble. Not even the most talented, dedicated, well- compensated,
well-trained, and well-led public servants can serve the public
well if they must operate under perverse personnel and procurement
regulations that punish innovation and promote inefficiency. Many
attempts have been made to determine administrative problems in the
public service and come up with viable solutions. Two of the most
important--the 1990 report of the National Commission on the Public
Service, led by former Federal Reserve chairman Paul A. Volcker,
and the 1993 report of the National Commission on the State and
Local Public Service, led by former Mississippi Governor William F.
Winter--recommended " deregulating the public service."
Deregulating the public service essentially means altering or
abolishing personnel and procurement regulations that deplete
government workers' creativity, reduce their productivity, and make
a career in public service unattractive to many talented,
energetic, and public-spirited citizens. But will it work? With the
benefit of a historical perspective on the development of American
public service from the days of the progressives to the present,
the contributors to this book argue that deregulating the public
service is a necessary but insufficient condition for much of the
needed improvement in governmental administration. Avoiding simple
solutions and quick fixes for long-standing ills, they recommend
new and large-scale experiments with deregulating the public
service at all levels of government. In addition to editor John
DiIulio, the contributors are Paul A. Volcker, former chairman of
the FederalReserve, now at Princeton University; former Mississippi
Governor William F. Winter; Gerald J. Garvey, Princeton; John P.
Burke, University of Vermont; Melvin J. Dubnick, Rutgers; Constance
Horner, former director of the Federal Office of Personnel
Management, now at Brookings; Mark Alan Hughes, Harvard; Steven
Kelman, Harvard; Donald F. Kettl, University of Wisconsin at
Madison; Mark H. Moore, Harvard; Richard P. Nathan, State
University of New York at Albany; Neal R. Peirce, The National
Review; and James Q. Wilson, UCLA.
General
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