The 1990s have been a period of intense reanalysis of what government does and of how it does it. As a result, public-sector organizations at the national, state, and local level are changing the way they do business to enhance performance, improve productivity, and champion customer service. This research analyzes the effects of reinventing government on selected public agencies. In general, survey respondents think reinvention activities have contributed to the development of more productive, more cost-conscious organizations offering enhanced services and improved performance. Regression results suggest that a number of different factors contribute to that thinking. These factors include the reasons that the governmental unit undertook reinvention activities and the internal and external actors involved in designing the reinvention.
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