EDITOR’S NOTE: In a Comment on Bertone’s PA TIMES Online article “Public Administration and the Prevailing Political Regime” published March 12, 2012, a reader wrote:
Below is Bertone’s response.
I understand the Comment to say that, if political appointees operationalize political priorities by making them specific and communicating them to civil servants, the civil servants will then execute the operationalized priorities by using established procedures in accordance with laws and regulations. Thus, there is no problem worthy of an essay, unless the operationalized priorities pose an ethical issue for the civil servants. In that case, the civil servant must make an ethical decision and be held accountable. To the extent that there is an issue, it is one of ethical choice.
I see the situation differently. Professional public administrators are often educated to be neutrally competent in maximizing governmental efficiency, effectiveness, and economy. The question is whether, in pursuing their professional mandate, they march to their own drummer and are insufficiently responsive to political leadership. Our presidents seem to believe so; and, if they do, I have no difficulty in believing that others do as well.
In the 1960′s, the U.S. Bureau of the Budget (BOB) was perhaps the example par excellence of neutral competence seeking to maximize governmental efficiency, effectiveness, and economy. Nevertheless, President Nixon, after spending eight years as vice president observing the BOB, considered it to be unresponsive. He politicized it and turned it into the Office of Management and Budget (OMB). (See my first PA Online essay.) President Nixon’s perception is apparently still with us. (See PAR July/August 2010, “The Triumph of Loyalty Over Competence: The Bush Administration and the Exhaustion of the Politicized Presidency” and PAR Supplement to Volume 70, “The Suspect Handmaiden: The Evolution of Politics and Administration in the American State.”)
To cure this situation, I place the responsibility upon the professional administrator, believing that s/he should be educated in the political–administration relationship and that many political appointees will not be so educated. My series of essays is written to provide guidance on how to fulfill that responsibility effectively. Specifically, I say that public administrators should seek to maximize efficiency, effectiveness, and economy in support of political objectives. (See the introduction to my fifth essay, above.)
Concerns about ethics in the Comment may originate from my emphasis upon political objectives, but I have specific objectives in mind. I argue that there are four political groupings and that each grouping reflects an enduring political philosophy. (See my first essay.) Each grouping has its own vision of the good society that it wishes to build. The political objectives of which I write relate to actualizing these separate visions, i.e., the paramount political objective of each grouping is to build the associated good society. There is nothing, to my mind, unethical about such objectives.
The Comment also suggests a need for specifics. I agree; but each essay is limited to 1300 words, leaving little room for specifics. I have chosen to solve this problem by breaking my argument into five different essays. The first and last essays are general. The middle three are specific, covering budgeting, public professional managers, and chief executives. The second essay gives specific examples of political objectives for budgeting, itself being an exemplary case.
I do not believe that these objectives necessarily pose ethical problems. However, I may have misinterpreted the Comment. If so, I would be happy to try again.
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DR. THOMAS L. BERTONEDr. Bertone is a retired independent management consultant. He had over thirty-five years experience as a consultant, manager, and professional in public administration at all levels of government. Dr. Bertone had assignments with the executive and legislative branches of government and with a gubernatorial political campaign. In 1983, the Institute of Management Consultants admitted Dr. Bertone as a Certified Management Consultant (CMC); in 1996, the Association of Government Accountants admitted him as a Certified Government Financial Manager (CGFM). In 2000, he was included in Who’s Who in America and, in 2001, Who’s Who in the World. A synopsis of his career follows.• President, Thomas L. Bertone and Associates. • Director of International Consulting, Grant Thornton. • Regional Director of State and Local Government Consulting, Coopers & Lybrand. • Acting Executive Director and Director of Budget Review, Office of Fiscal Affairs, New Jersey Legislature. • Finance and Management Advisor to Gubernatorial Candidate Jay Rockefeller. • Budget Analyst, Department of Fiscal Services, Maryland Legislature. • Project Manager, Booz-Allen & Hamilton. • Budget Examiner, U. S. Bureau of the Budget, Executive Office of the President. • Management Intern, U. S. Army Comptroller. Dr. Bertone received a Bachelor of Arts degree, cum laude, in Political Theory and Comparative Government from Harvard College (Cambridge, MA). He has a Master of Arts degree from Stanford University (Stanford, CA) in Political Science. He also holds a Doctorate in Public Administration from The George Washington University (Washington, D.C.) with American Political Thought as one of his fields of study. Dr. Bertone has successfully completed the Wharton (Business) School Executive Education Program in Strategic Management.