1. Civil Service Reform: The Enduring Conflict Between Neutral Competence and Responsiveness Stephen E. Condrey, Ph.D. University of Georgia

2. “One thing seems clear: that the principles of merit and the practices whereby they were given substance are changing and must change a good deal more to remain viable in our society.” Human resource management systems “should be decentralized and delegated to bring them into more immediate relationship with the middle and lower managers whom they serve.” - Frederick Mosher (1968)

3. The Constant Tension Between “Neutral Competence” and “Responsiveness” “Since the rise of merit systems in the United States, civil service processes have been designed in large part to insulate public servants from politics and partisanship…The challenge has always been to find a way to temper the control and flexibility that are required with appropriate levels of protection for public employees.” - J. Edward Kellough & Lloyd G. Nigro (2006)

4. Three Cases of Civil Service Reform: State of Georgia Jefferson County Personnel Board, Alabama U.S. Department of Homeland Security

5. State of Georgia State merit protections abolished for new hires in 1996. Decentralized state human resources administration. “I will also bring you legislation to revise the State Merit System, which was established more than 50 years ago to create a professional workforce that was free of political cronyism…But too often in government, we pass laws to fix particular problems of the moment, and then we allow half a century to roll by without ever following up to see what the long-term consequences have been…A solution in 1943 is a problem in 1996. The problem is governmental paralysis, because despite its name, our present Merit System is not about merit…It can take six to eight weeks to fill a critical position in state government. It takes a year to a year-and-a-half to fire a bad worker, because of the mountain of endless paperwork, hearings and appeals.” - Former State of Georgia Governor Zell Miller (1996)

6. Percentage of Unclassified versus Classified Employees* State of Georgia: 1999 - 2008 ClassifiedUnclassified Dec 31,Number Percent of TotalNumber Percent of TotalTotal 19993971651.34%3764148.66%77357 20003490644.78%4304755.22%77953 20013113239.08%4852460.92%79656 20022811634.49%5339365.51%81509 20032534931.37%5546568.63%80814 20042244527.88%5806872.12%80513 20051986124.30%6187775.70%81738 2006**1783021.67%6445278.33%82282 2007**1576919.22%6626680.78%82035 2008**1381817.21%6649582.79%80313 *Headcount totals for full-time equivalent (FTE) employees for each year were pulled as available from PeopleSoft HR System as they existed 03-11-2009. *For purposes of consistency from year-to-year, FTE employees are defined as all regular, benefit-eligible employees on non-temporary pay plans. **Records for 2006 and forward are under current review by State Personnel as some may have been affected by the most recent PeopleSoft upgrade.

7. Georgia – A Perfect Storm? Factors Influencing the Legislative Success of the Georgia Reform Right-to-work state with weak public employee unions Gubernatorial success in passing his legislative agenda Editorial support of the state’s largest circulation newspapers Support of the state’s bureaucratic leadership

8. HR Professionals’ Experience with EAW Proper Use of At-Will Employment* % Agree/DisagreeMeanFactor Loading Employees have been terminated at-will because of changing managerial priorities/objectives 40.7/35.03.02.655 Employees have been terminated at-will in order to meet agency budget shortfalls 46.0/37.23.09.902 Employees have been terminated at-will in order to meet agency downsizing goals 47.3/35.93.14.924 *Respondents were asked to indicate their agreement or disagreement with survey statements related to employment at-will using the following scale: 1 = “Strongly Disagree”; 2 = “Disagree”; 3 = “Neither Agree/Disagree”; 4 = “Agree”; and 5 = “Strongly Agree.” Percentages reported in the table do not sum to 100 percent due to rounding and omission of “neither agree or disagree” responses. Cronbach’s Alpha =.842

9. HR Professionals’ Experience with EAW Misuse of At-Will Employment* % Agree/DisagreeMeanFactor Loading EAW is sometimes used to fire competent employees so other people with friends or connections to government can be hired. 30.2/49.52.61.806 I know of a case where a competent employee was fired at-will so that another person with friends or connections to government could be hired 10.3/74.11.91.886 Employees have been terminated at-will because of personality conflicts with management 32.4/46.72.71.772 Cronbach’s Alpha =.802 *Respondents were asked to indicate their agreement or disagreement with survey statements related to employment at-will using the following scale: 1 = “Strongly Disagree”; 2 = “Disagree”; 3 = “Neither Agree/Disagree”; 4 = “Agree”; and 5 = “Strongly Agree.” Percentages reported in the table do not sum to 100 percent due to rounding and omission of “neither agree or disagree” responses.

10. Fundamental Flaw? “EAW systems may have a fundamental flaw in that they may undermine trusting workplace relationships necessary for effective public management.” - R. Paul Battaglio & Stephen E. Condrey (2009)

11. Has EAW Diffused? Overall trend is toward lessening of employee rights and decentralized methods of personnel administration.

12. General Summary of Interview Findings: Snapshot of Current Conditions in the States’ Personnel Systems (Source: Hays & Sowa, 2006)

15. Jefferson County, Alabama Placed into receivership by the federal courts (first verifiable instance) Strong civil service system Emphasis on modernization, not abolition as in Georgia

16. Jefferson County, Alabama Personnel Board Established 1935 Covers approximately 12,000 employees in Birmingham, Jefferson County, and other cities within Jefferson County Very traditional civil service system – 3 member Board, citizens commission appoints the Board Mayors and County Commissioners have little or no influence over the Board

17. Civil Service Reform and the Decline of the Commission Format Contrary to the Overall Trend “Ironically, at the same time that the federal government has been pressuring state and local governments to adopt and strengthen merit systems, the commission form of administering them was on the wane for reasons similar to the abolition of the commission form at the federal level. Put simply, independent structurally, and politically isolated personnel agencies of a regulatory nature were having great difficultly in serving the needs of elected executives and public managers. They became viewed as obstacles to efficiency and effectiveness and were often seen as unduly influenced by pressure groups.” - Norma M. Riccucci & Katherine C. Naff (2008)

18. Failure to produce valid civil service examinations Federal judge calls director “incompetent” Ronald Sims (Management Professor at The College of William & Mary) appointed as receiver on July 8, 2002 Released from receivership on November 20, 2008 Receivership History

19. Receiver Findings PBJC mired in the past Organizational problems – Structure & Personnel Outdated Technology “Only a few employees could access the information and only then generally for the limited purpose of manual data entry. Other member jurisdictions had no electronic access to the information. There were virtually no analytical tools, no query-building capabilities, and no logical relationships between data structures. Office shelves were crowded and floors were littered with binders of outdated reports and stacks of continuous-feed papers reflecting information housed in an otherwise inaccessible database. The staff was generally not computer literate. Few desktop computers existed in the organization. In short, the Receiver believed that the lack of infrastructure contributed to PBJC’s struggling to execute its basic statutory responsibilities.” - Ronald R. Sims (Forthcoming, 2009)

20. Replaced or trained existing staff Modern HRIS system New pay plan New organization structure Remodeled offices Revamped rules Met requirements for professional examination and testing division Receiver Accomplishments

21. PBJC Outcomes Rebuilt 1935 Cadillac Complaints of responsiveness by Mayors Released from litigation dating from the 1970s

22. PBJC in Perspective Attempt to professionalize from the “bottom-up” No attempts for “top-down” professionalization Corrupt County Commission County near bankruptcy Strong mayor form of government Legislative push for a county manager

23. Department of Homeland Security “Change through crisis has been ongoing theme in American government. In a system designed to move hesitantly and incrementally, emergencies, not grand theory, are what often spark the energy for significant action.” - Camilla Stivers & Ralph P. Hummel (2007)

24. Decentralization Trend Seen in States Continues In Federal Government Thompson terms this “disaggregation” Related to private sector and aligning strategy and mission DOD and DHS are examples: “ A direct consequence of these new systems, however, is the disaggregation of the federal personnel system into multiple, agency-specific systems. Disaggregation, in turn, represents a fundamental threat to an institution whose viability is contingent on its inherently collective nature.” - James R. Thompson (2006)

25. DHS Overview Created October 8, 2001 Afforded greater flexibility with labor relations, compensation, etc. Union opposition Political rollercoaster – 2002 election & 2006 election

26. Public HRM is Necessarily Political “In sum, the election results of 2002 suggest that the Bush administration effectively reframed the debate over the human resource system in the DHS from an issue of management flexibility versus employee rights to an issue of national security versus self-interested union power.” - Norma M. Riccucci & Frank J. Thompson (2008)

27. Obama Administration Reverses diminution of public employee rights Will abolish the National Security Personnel System (NSPS) at the Department of Homeland Security

28. Obama Agenda Move toward recentralization of HR functions Possible consolidation of pay systems and overhaul of the Federal General Schedule Improved Labor/Management relations Possible introduction of pay-for-performance

29. Obama Agenda Continued Possible unified performance management system Increased recruitment – “Make Government Employment Cool Again” Increased emphasis on training and development In-sourcing and a reduction in privatization

30. Conclusions There are lessons to be learned from extremes – State of Georgia and Jefferson County DHS case points to the power of unions in mitigating extreme management philosophy There is no “one best way” to structure civil service systems Organizations should seek a proper balance between employee rights and managerial flexibility Obama agenda still forming – John Berry most activist OPM Director in recent history