Customer-driven government to improve the performance in a police agency (Ohio)

This dissertation examines "reinventing government" at a state agency level and develops and utilizes a typology of a "customer-driven government" to explain ways in which the Ohio Investigative Unit (OIU) implements a program, C&barbelow;ommunity O&barbelow;riented D&barbelow;irected E&barbelow;nforcement or CODE 2000. Enforcing Ohio liquor control laws is their main function. Developed as part of a reorganization, the program focuses on building joint investigations with local law enforcement. The OIU has 7 district offices each headed by an Agent-in-Charge (AIC). CODE 2000 was mandated to the Agents-in-Charge to implement in their districts. This research focuses on the administrative approaches and practices of the Agents-in-Charge in the implementation of CODE 2000.; Three theoretical frameworks are used: reinvention, public administration and the new public management. Seven characteristics are identified: agency-client perspective, innovation/change, service strategy, problem solving, power direction, accountability, and performance measurement focus. These were operationalized into survey questions and administered to the Agents-in-Charge through telephone interviews. A three part strategy of investigation was used and included: survey, open-ended questioning, and secondary data from OIU Annual Reports for years 2000--2003.; Results show the Agents-in-Charge are operating CODE 2000 using the theoretical framework of reinvention and there is no performance measurement system in place. Results further suggest prior CODE 2000 activities being conducted long before the program started. For public administration, this research affirms the view that we still do not know how to turn philosophy into management practices. It also suggests that the citizen versus customer debate can be a hindrance to turning these philosophies into tools.