Creating Public Value: An Analytical Framework for Public Service Reform
Citation:
Work data:
Alternate URL:
https://www.academia.edu/23693003/Creating_Public_Value_An_analytical_framework_for_public_service_reform
Type of work: Policy Briefing, Position Paper
Warning: Undefined variable $name_type_category_aux in /home/ismapi/ictlogy.net/bibliography/reports/includes/projects_projectdata.php on line 31
Categories:
Tags:
new public management, new public governanceDownloads:
Kelly, G., Mulgan, G. & Muers, S. (2002). Creating Public Value: An Analytical Framework for Public Service Reform. Discussion paper prepared for the Cabinet Office Strategy Unit, United Kingdom. London: Strategy Unit, UK Cabinet Office.
Notes:
| Traditional public management | ‘New public management’ | Public value | |
Public interest |
Defined by politicians / experts |
Aggregation of individual preferences, demonstrated by customer choice |
Individual and public preferences (resulting from public deliberation) |
Performance objective |
Managing inputs |
Managing inputs and outputs |
Multiple objectives
|
Dominant model of accountability |
Upwards through departments to politicians and through them to Parliament |
Upwards through performance contracts; sometimes outwards to customers through market mechanisms |
Multiple
|
Preferred system for delivery |
Hierarchical department or selfregulating profession |
Private sector or tightly defined arms-length public agency |
Menu of alternatives selected pragmatically (public sector agencies, private companies, JVCs, Community Interest Companies, community groups as well as increasing role for user choice) |
Approach to public service ethos |
Public sector has monopoly on service ethos, and all public bodies have it |
Sceptical of public sector ethos (leads to inefficiency and empire building) – favours customer service |
No one sector has a monopoly on ethos, and no one ethos always appropriate. As a valuable resource it needs to be carefully managed |
Role for public participation |
Limited to voting in elections and pressure on elected representatives |
Limited – apart from use of customer satisfaction surveys |
Crucial – multi-faceted (customers, citizens, key stakeholders) |
Goal of managers |
Respond to political direction |
Meet agreed performance targets |
Respond to citizen/user preferences, renew mandate and trust through guaranteeing quality services |
Table 1 - Approaches to public management (p.10)
Kelly, Mulgan, Muers (2002). Creating Public Value. An Analytical Framework for Public Service Reform.pdf
(348.03 Kb)
