REINVENTING THE AMERICAN FEDERAL GOVERNMENT: REFORM REDUX OR REAL CHANGE?

Abstract

Reinventing government in the United States is the most recent of several efforts to reform public organizations and management. A cornerstone of the Clinton Administration's agenda for change, reinvention is proceeding on several levels. One is that of political symbolism and rhetoric: reduce waste, eliminate unnecessary programmes, and improve efficiency. Another level is found in the reinvention laboratories created throughout the federal government. Here the focus is on quality, customer service, streamlining processes and procedures, and eliminating unnecessary rules and regulations. A third level is found in policy and system changes; here the emphasis is on examining broad functions, decentralizing major activities, and providing legislative support for necessary changes. Implementation of reinvention activities has been decentralized and loosely monitored. Many of the initiatives in the reinvention laboratories are difficult to track and analyse; changes at this level do appear, however, to be extensive and diverse. Broader legislative changes have not been so extensive and the Clinton Administration has been slow to introduce key legislative packages. The role of Congress is unclear. Despite uneven progress and failure to ask key policy and implementation questions, reinvention is creating significant change in the federal government. The outcome of those changes and the long‐term future of reinvention depend on the continued commitment of the members of the public service, as well as much clearer political support and will.

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