Chapter 10 - Texas Government

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Published on February 24, 2014

Author: twr1028

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Government and Politics in the Lone Star State: Theory and Practice L. Tucker Gibson, Jr. and Clay Robison Prepared by Darrial Reynolds Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Chapter 10: The Texas Bureaucracy and Policy Implementation Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Characteristics of the Texas Bureaucracy  Max Weber Bureaucracies organize large numbers of people to carry out tasks for achieving goals.  Characteristics of bureaucracies include the following:        Size of an organization Size of the budget Division of labor and a hierarchy authority structure Emphasis on specialization and expertise Elaborate rules and standard operating procedures Impersonal relationships with functions of positions Copyright © 2013, 2011, 2008 Pearson Education, Inc.

The Growth of Government Employment in Texas  Increased Number of State and Local Employees  504,598 state and local employees in 1972, and 1,344,442 in 2007   Higher education, public safety, corrections, and social services make up 82% of state employees. Expansion of programs and state spending $98.1 billion in 2000–01  $182 billion in 2010–11  48th in per capita spending ($3,703 per person)  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Bureaucrats and Public Policy  Policy  Implementation Conversion of policy plans into reality Interpretation of policy  Responsibilities assigned  Rules and procedures developed  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Bureaucrats and Public Policy  Obstacles  to Policy Implementation Decisions by policymakers constrain bureaucratic action. Poor legislation and misdirected policies  Inadequate funding  Implementers may lack know-how or resources.  Policies produce unanticipated results.  Influence of special interests  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Bureaucrats and Public Policy  Appointment  to State Agencies Boards and commissions filled with people from the industries regulated by the agency Demand for people knowledgeable of the businesses regulated  Seek to protect the industries they represent   Countered by placing more public citizens on boards and commissions Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Political Control and the Responsiveness of the Bureaucracy  Legislative Budgetary Control Draft the budget for the legislature  Little scrutiny over effectiveness of spending  Line items restrict parts of the budget to specific programs.  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Political Control and the Responsiveness of the Bureaucracy  Performance Reviews Responsibility transferred from comptroller’s office to the Legislative Budget Board in 2003  Recommend spending cuts and ways to eliminate waste and mismanagement  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Political Control and the Responsiveness of the Bureaucracy  Sunset Legislation Sunset Advisory Commission conducts agency reviews once every twelve years.  Review purpose and performance of agency  The following recommendations can be made:     Abolish Restructure, combine, or transfer agency functions Continue Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Political Control and the Responsiveness of the Bureaucracy  The  Move from government employment to private business  Gain experience of and contacts within the industries regulated   Revolving Door Reforms in 1975 and 1991 restrict employees from moving immediately into jobs within regulated industries. Move from private business to appointed positions on boards and commissions Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Whistle Blowing  Laws prevent retaliation against agency employees who report wrongdoing.  Little protection actually offered employees Many public workers are still intimidated by supervisors.  Lack the financial resources for legal battles with the state  Damages limited to $250,000 in lawsuits against the state  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Regulation  Involves  Carrying Out State Policies Economic Regulation Regulate prices, fairness, and competition  Licensing of professions  Franchising of corporations  Allocation and use of natural resources  Offer tax breaks and subsidies to businesses   Social Regulation Conditions of production as well as the products  Workplace safety and consumer protection  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Merit Systems and Professional Management  History of Political Patronage in Texas Jobs awarded on the basis of friendships and political loyalties  Wide disparities in wages and salaries  Did not ensure hiring of competent or qualified employees   Factors Pushing for Reforms Federal requirements for hiring personnel  Protections against job discrimination  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Merit Systems and Professional Management  Current  Texas System Highly fragmented, decentralized, and not a merit-based system  Legislature sets personnel policies  Job classifications and salary schedules Agencies determine specific personnel practices.  Jobs listed with the Texas Workforce Commission   Many cities have created merit systems. Copyright © 2013, 2011, 2008 Pearson Education, Inc.

Discussion Question  Management of the Texas Bureaucracy What techniques are currently in place for management of the state’s bureaucracies?  How successful do such techniques appear to be?  What changes might be advocated and adopted? Why?  What outcomes might be anticipated with the proposed changes in management of the bureaucracy?  Copyright © 2013, 2011, 2008 Pearson Education, Inc.

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