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Fundamental of Public Administration PPA 101

NANCY GENOVA, MPA

INSTRUCTOR/ CHAPTER 3 (P. 79-120)


Learning Objective Chapter 3

  • Understanding the relationships among the many groups—public, private, and nonprofit—that drive the effectiveness of public programs and affect the work of the public manager
  • Learning about the federal system of government and the complexities of intergovernmental relations that result from federalism
  • Understanding how the relationship and power division between federal and state governments has evolved
  • Exploring the issues associated with privatization and contracting and public-private partnerships
  • Understanding the unique challenges of nonprofit organizations

Grants & Funding Programs

  • The government has numerous grants and funding programs that provide monies for; public assistance, national disasters, and so on
  • The programs require structures to manage them which includes; oversight

Networks and Network Management

Implementation network- fund to deliver services to clients

Information diffusion network- share information among governmental boundaries

Problem solving network- to solve problems; i.e. 9/11

Community capacity building network- building social capital in the community so that it can better deal with ongoing or future problem

Intergovernmental Relations

  • When you look at the changing patterns of grant funding to public programs transfer of money from one government agency to another helps define the relationship

Types of Grants

Categorical/ project grants- on a limited purpose; i.e. sewage plant

Block grants- for any purpose; i.e. community development, education, housing, law enforcement

Revenue sharing- for use by recipient government (within the law)

Entitlement- assistance to persons meeting certain criteria such as age or income/

Capital- used for construction, renovation, highways system

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Federalism; Dual, Cooperative, Coercive Federalism

Dual- both federal and state carved out their areas of power and influence. They didn’t work together and resulted in conflict

Cooperative- cooperating and complementing each other as demands grow. Came from the Roosevelt era due to the “great depression” the country needed grants in an effort to recover

Revenue sharing (1972 during the Nixon administration) discuss Carter, Reagan, Sr. Bush, Clinton administration

Coercive- (Bush Jr.)

Obama- coercive or cooperative

Trump- coercive or cooperative

Funding Patterns; Significant Changes in States & Localities

  • Funding patterns- in the 1960’s most funding went towards transportation, in the 1970’s towards education, training, employment & social services in the 1980’s grants directed at health (funding for health care increased from 43.9 billion in 1990 to 290.2 billion in 2010)
  • New trends economic development with international companies

Preemptions; Government Mandates & Regulations

Preemptions- our federal system of government establishes that federal government has certain powers, certain powers are granted to the states and certain actions are permitted on both levels

Mandates- order requiring government to do something it might not otherwise do (every non- profit is governed by mandates)

There are state to state mandates, local to local

Subnational Relationships

  • State to State
  • State to Local
  • Local to Local

S

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Privatization

  • Non-governmental organizations (NGO’s) are taking a leading role in delivery of public services
  • Restrictions on government spending and ways to be more efficient have resulted in more privatization of public services
  • Good or bad???? What do you think?

Contracting for Services & Goods

  • Government are contracting for services & goods in an effort to offset the increases cost of services in their community. Some have formed a task force to explore if it’s a good or bad practice. Mayor in Ed Rendell of Philadelphia saved $275 million by privatizing 49 city services

The Management of a Non-Profit

Operational leadership- includes clarity of mission and vision statement

Resource development- do you rely on government grants, sponsors, donors..?

Financial management- must establish procedures to manage funds, monitor spending, and financial reports

Board governance- can active (small non profit) or passive role (large non profit). A good board is extremely important to the organization

Board staff relationships- usually the board has a relationship with the Executive Director not directly with the staff. The board works on supporting the ED and at least once a year sets goals for the organizations next fiscal year

Advocacy- you can lobby if it directly impacts the constituents of your services or to mobilize community to influence policy holders in supporting services to constituents

Advocacy

  • 1976 Congress granted non-profits the right to lobby in public interest without worrying about losing their status as tax exempt
  • But there can be no expenditure by the organization to do it
  • There are 2 types of lobbying direct (directly meeting with policy makers,) & grassroots (swaying support, networking, community mobilization)
  • There are limitation on how much spending

Group Discussion

  • Hurricane Katrina, which struck the Gulf Coast of the United States in August 2005, was one of the most destructive and costly natural disasters in U.S. history. There are a number of videos (such as one produced by the PBS series Frontline, available at (http://www.pbs.org/wgbh/pages/frontline/storm/view/
  • Let’s discuss why these failures occurred and how this illustrates the complexity of intergovernmental relations.

Implications

  • Today’s public administrator has to be mindful of government interrelationships in order to manage effectively and efficiently. Public administrators need to be competent in their understanding of how government and non profits work together in an effort to bring services the people they serve.

Resources