000			01328pab a2200181 454500
008			180718b2000 xxu||||| |||| 00| 0 eng d
100			_aLenkowsky, Leslie
245			_aReinventing government: the case of national service
260			_c2000
300			_ap.298-307
362			_aJul-Aug
520			_aWhen Bill Clinton embraced national service as one of his administration's priorities, he took a step forward on two of his key initiatives. Not only was national service a new initiative in its own right, but Clinton also held it up as a model of his efforts to reinvent government. It would be an exemplar of government that is catalytic, competitive, decentralized, and results oriented. This case study examines the theory and reality of reinvention. The Corporation for National Service and its programs have come under fire for being more political than catalytic, being simultaneously too centralized and too decentralized, and pursuing too many unclear goals. This article seeks to identify discontinuities between the rhetoric and the reality of reinvention in this instance and draw lessons for public sector reform. - Reproduced
650			_aPublic administration - United States
650			_aPublic administration
700			_aPerry, James L.
773			_aPublic Administration Review
909			_a45688
999			_c45688 _d45688