From New Public Management to Public Value: Paradigmatic Change and Managerial Implications

Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.     

Public Sector ‘Modernisation’: Examining the Impact of a Change Agenda on Local Government Employees in England

Can public sector reform change service performance for the better? This is a hotly contested debate that carries significant theoretical and practical importance. In England, as in many countries, modernisation was at the heart of local government reform and represented an interpretation of New Public Management into a policy framework. This paper examines the role of the modernisation change agenda in England and what this has subsequently meant for ‘service improvement’. Drawing on both document analyses and qualitative interviews with local government employees, we find that while modernisation sought to establish continuous improvement, unintended consequences of modernisation have led to Staff Reductions, Skill Deficiencies, and Loss of a Competent Middle Core in local government, as well as performance outcomes creating an environment for Commissioning, Service Reduction, and Self‐Policing. Implications for the lasting roles and behaviours of public managers affected by this national change agenda are discussed, and conclusions for theory and practice are drawn.     

Digital Government: A Primer and Professional Perspectives

Digital technology is a critical enabler of public administration reforms. It can improve the efficiency and productivity of government agencies and allow citizens to transact with government anytime, anywhere. It can also deepen the democratic process, empowering citizens to participate in policy formulation. In this article Andrew Botros, the director of Expressive Engineering, and Maria Katsonis, from the Department of Premier and Cabinet (Victoria), explore the challenges of the digital world for the public sector. Katsonis presents a primer on digital government tracing its evolution from the e‐government movement of the 1990s to Government 2.0 in the 2000s to today's digital‐by‐default agenda. As technology and its role in public sector reform have progressed, so too have the governance, cultural, and leadership challenges deepened. Botros examines NSW approach to open innovation with the Premier's Innovation Initiative in NSW, the state's open data experience, and Transport for NSW and its management of public transport data. He argues NSW's approach involves a significant innovation trade‐off, requiring fresh thinking in digital‐era collaboration.     

Fifteen Years After Decentralization by Devolution: Political‐administrative Relations in Tanzanian Local Government

One of the professed goals of the 1998 Tanzanian Local Government Reform Program, entailing substantial decentralization, was to provide for a democratic administrative set up in local government. Elected local councils were invested with responsibilities for a wide range of policy sectors and services; the local administrative staff, formerly recruited and instructed by central government, would be appointed by and accountable to the local councils. A well‐functioning local politico‐administrative system was considered paramount to improve service delivery and ensure control of decision making by the local community. This article reports on research into the relations between councilors and administrators in two Tanzanian municipalities. Overall, these relations were found to be tense and full of discordance, caused by clashing role perceptions and mutual distrust. The research suggests that the main factor underlying the behavior and attitudes of councilors and administrators is the very system of public administration, which — despite the ambitions expressed in the Local Government Reform Program — remains very centralistic in character. Copyright © 2016 John Wiley & Sons, Ltd.     

Street Trees,the Private Finance Initiative and Participatory Regeneration: Policy Innovation or Incompatible Perspectives

In common with other northern cities, Sheffield has experienced a dramatic reduction in funding from central government. Its response has been twofold. Firstly, to reduce the cost of service delivery, in part through augmenting or replacing public sector service provision through transfer to voluntary bodies and/or the private sector; the latter through private finance initiative (PFI) contracts. Secondly, the local authority has sought to promote economic regeneration through increased citizen involvement and participation. The problem for this combined strategy is that the two approaches have clashed over a previously underrated and overlooked area of public provision, namely the maintenance of street trees. Issues relating to the design of the contract, the economic imperative inherent within PFI contracts, initial reaction to popular protests, and reluctance to acknowledge the authority of alternative perspectives, have combined to undermine the salience of the participatory regeneration model for key sections of the local community.     

“Modernizing Government”: Mapping Global Public Policy Networks

Public sector reform is a key policy area, driven by global public policy networks. Research on these networks has been inductive, highlighting organizations like the Organisation for Economic Co‐operation and Development (OECD). This article examines “virtual policy networks” (VPNs) on the Web. Using IssueCrawler, we conduct a hyperlink analysis that permits us to map seven VPNs. The first network mapped the hyperlinks of 91 organizations identified through inductive methods. The hypothesis that the virtual network would include all actors identified in the inductive approach was refuted. The other six networks focused on: market mechanisms, open government, performance, public employment, reform, and restructuring. Among the findings, the U.S. government is prominent in the first three, while international organizations dominate the others. VPN rankings show that the World Bank dominates the OECD. When the inductive research is blended with the VPN research, the OECD's prominence increases, and we see the importance of market mechanisms and reform VPNs as pillars of globalization.     

Engaging in Small Talk: Nanotechnology Policy and Dialogue Processes in the UK and Australia

This article discusses the phenomena of nanotechnology, and notes that despite high investment levels for global research and development, the public presently understands neither the implications of this emerging technology nor how it might be best governed. It considers the notion of the public interest and its place in the public policy cycle, and notes some of the specific challenges posed by this new technology. Adopting a comparative jurisdictional approach, this article maps a range of policy and dialogue activities currently underway within the United Kingdom and Australia and concludes that policy dialogue is an essential component of public policy development for all emerging technologies. While the Australian government is currently beginning this process, compared to countries such as the United Kingdom, such efforts here are still embryonic. A fuller engagement in wide‐ranging public debate is suggested as a part of protecting the public interest.     

Implementing the Contract State

The term 'contract state' can capture three different types of contractual arrangements:
*employment contracts
*intra public sector service contracts (often used in the health and education fields)
*public-private service contracts or outsourcing.
Victoria, since the election of the Kennett government in 1992, has engaged in all three, but in particular, public sector change has been characterised by significant outsourcing. This article outlines the extent of outsourcing in Victorian state and local government, the managerial challenges of a contract state, and the need for continuous reflection on, and improvement of, the reform process.     

Getting the fundamentals wrong: woes of public–private partnerships in solid waste collection in three Ghanaian cities

Until over a decade ago, concerted efforts at involving private agents to deliver solid waste collection services did not feature in local government's (LG's) policies and practices in Ghana. The LGs had over the years directly delivered the services with their labour, materials and equipment. The purpose of entering into partnerships with private contractors was to improve service delivery. This comes at a time when the private sector is generally viewed as more efficient and effective than the public sector. There is abundant literature on potential benefits of private sector participation in public service delivery; yet, figures of efficiency gains are often accepted without challenge. More advantages but fewer disadvantages are cited and anecdotal evidence is used only to illustrate successful applications of the concept of public–private partnerships (PPPs). Using research data from three cities (Accra, Kumasi and Tema) in Ghana, this article exposes the contrast between policy expectations and outcomes of PPPs. The article argues that simply turning over public service delivery to private agents without ensuring that the fundamentals that make them successful are put in place leads to a worse situation than portrayed in literature about the benefit of PPPs. Copyright © 2004 John Wiley & Sons, Ltd.     

Not‐for‐Profit Advocacy: Challenging Policy Images and Pursuing Policy Change

The not‐for‐profit sector has long played an important role in the policy process through encouraging political engagement, policy research and advocacy, and service delivery. This paper examines two not‐for‐profit organizations, National Children's Alliance and National Alliance on Mental Illness, both of which are grassroots organizations formed to radically change public and professional perceptions of their respective issues and reform the way services are offered to those in need. Borrowing from the literature on policy image and agenda setting, we identify the strategies used by these two highly successful not‐for‐profit groups in their efforts to change the system through redefining problems, reframing issues, and securing legislation with the help of policy entrepreneurs and politicians sympathetic to their causes.     

Public sector capacity reform in Ethiopia: a tale of success in two ministries?

To enhance the capacity of public institutions in Ethiopia and to create an ideal environment for investment and economic growth, the public sector has gone through a series of reform processes including the civil service. This article attempts to assess the outcomes of the Public Sector Capacity reform, based on a small‐scale survey conducted in two ministries. The survey, which was conducted between March and May in 2005, reveals a notable transformation of service delivery in each organisation. Very high levels of user satisfaction and spectacular improvements in performance were also recorded as a result of the introduction of business process reengineering (BPR). Although the change process in both organisations tended to be sluggish, these improvements appear to be outstanding within the context of Ethiopia's system of public administration. However, one challenge will be for the government to maintain the momentum of reform and to cascade BPR and other elements of the reform to other divisions, departments and work units in the government. Putting in place incentive schemes and an appropriate monitoring system should protect the reform from backsliding. Despite the pessimistic accounts of public sector reform in African countries, this article reveals that there are positive findings of interest to the field of development administration. Copyright © 2007 John Wiley & Sons, Ltd.     

E‐government and public service quality in Ghana

This article contributes to the growing discourse on the potential of e‐government to transform the operations of public sector institutions, thereby improving public services. It does so by conceptualizing public service quality into efficiency, economy (cost reduction), customer satisfaction, and service accessibility and draws on qualitative data from the Ghanaian narrative for illustration. As previous studies have demonstrated, this study also affirms the potential of e‐government in improving public services delivery by increasing efficiency, reducing the cost of operations, expanding access to services, and achieving customer satisfaction. Yet, there remains a repertoire of challenges such as weak ICT infrastructure especially in towns and villages, incessant power outages and illiteracy, which are drawbacks to fully harnessing the benefits of e‐government in Ghana. The study recommends that these challenges should feature prominently in e‐government policies to increase the chances of solving them.     

Community engagement and public administration: Of silos,overlays and technologies of government

The public policy process in Australia is changing towards a more interactive, collaborative model, where governments seek to develop partnerships with civil society and private sector organisations to manage complex policy challenges. This article discusses research conducted into a project implemented by a Victorian government department that sought to involve stakeholders in addressing natural resource management issues in the agricultural sector. The research revealed that public administration practices associated with the new public management approach impeded the ability of the project to facilitate participation by diverse stakeholders in the decision‐making process. The article challenges the view that the discourse of collaboration and community engagement takes public administration down a constructivist path and suggests that agencies need to become reflexive about the way in which public administration practices are constitutive of the community engagement process if they are to facilitate genuine participation of other stakeholders.     

Local government reform in Jamaica and Trinidad: a policy dilemma

Issues of local governance have dominated Caribbean policy agenda for the past two decades, prompting considerable thought and action on local government reform by scholars, local government practitioners and policy makers, alike. No reforms have been as ubiquitous as those of local government. Permitted by an international reformist agenda, local government reform policy is linked positively to efforts to redress incapacities of public management and administration. This article examines conceptual and empirical issues relating to implementation of local government reform in two Caribbean countries, Jamaica and Trinidad. It analyses how the vision for local governance is articulated through specific reform taxonomies and argues that, although local government reform is normatively a policy aimed at fundamental changes in intergovernmental relations, in Jamaica and Trinidad reform has led merely to adjustments in the internal administration of local government. Copyright © 2007 John Wiley & Sons, Ltd.     

Public sector reform in a poor,aid‐dependent country,Tanzania

African public sectors went through many changes during the 1960s and 1970s in response to political, economic and social pressures. They expanded in size but remained, at least in design, hierarchical and centralized. Their formal relations to society did not undergo any significant changes either. Generally, the reforms now under way are significantly different from earlier ones. Most are inspired by the new public management (NPM) paradigm. They are also much more radical in their aims, among which are: to reduce the core functions of the state; redraw the boundaries between political and administrative responsibilities; emphasize efficiency; redefine relations between public and private sectors; strengthen accountability; reduce corruption; reorganize organizations and staff; change values and attitudes; and exploit new technologies. This article focuses on a paradox of reform in Tanzania: multiple changes are pursued in the public sector despite fragile domestic political support to the reform package as a whole and despite few service delivery improvements on the ground. It is argued that this is the result of substantial external influences, fragmented domestic policy making, weak links between policy making and implementation, and questionable assumptions about some of the key NPM‐inspired reform measures. Moreover, the analyses highlight a number of differences with some of the recent reform literature. Copyright © 2000 John Wiley & Sons, Ltd.     

The Australian Experience of Municipal Amalgamation: Asking the Citizenry and Exploring the Implications

Debate over municipal amalgamations in Australian continues to dominate local government reform agendas, with the putative need to achieve economies of scale and scope consistently set against anti‐amalgamation arguments designed to preserve extant communities. Following from an examination of recent episodes of consolidation in Australia, this paper reports on citizens' attitudes to amalgamation garnered from a national survey of 2,006 individuals. We found that generally, citizens are ambivalent toward amalgamation, although attitudes were influenced by particular demographic characteristics and attitudes to representation, belonging, service delivery requirements and the costs thereof. The results suggest that, away from the local government sector itself, structural reform may not be the vexatious issue it is often portrayed as. The implications of this are explored here.     

Legislating deliberative engagement: Is local government in Victoria willing and able?

Growing dissatisfaction with representative democracy and concomitantly, the increasing expectation that citizens assert more influence over public policy have seen the emergence of more participatory and deliberative forms of governance in public management practice. This article explores the attempt of the state government of Victoria, Australia to legislate for mandatory deliberative engagement as part of its local government strategic planning instruments. The ambition of the reform was significant; however, it was almost unanimously rejected by the local government sector. Based on analysis of the key themes that emerged from the submissions made during the 3-year Victorian Local Government Act Review process, we explore the limitations and barriers to implementing deliberative engagement practice at a local government level. We demonstrate that whilst the promise of participatory democracy might have been compelling, in the case of Victoria there were a series of contextual and capacity considerations that needed to be taken into account before the implementation of such reforms were pursued.     

Perceptions of Public and Private Performance: Evidence from a Survey Experiment

Media, politicians, and reform proponents frequently assert that public sector organizations are inefficient and burdened by administrative procedures. But are negative stereotypes of the public sector reflected in people's perceptions of public service provision? Given the methodological challenges of isolating the perception of publicness from other factors related to public organizations, little is known about whether public organizations have a negative image. The authors use a survey experimental design to isolate the effect of publicness on perceptions of the performance of hospitals. The results suggest that public sector organizations have a negative image on productivity‐related aspects of performance but not on normative aspects of performance. As this article is a randomized experiment, it provides strong evidence regarding the causal nature of the relationship between publicness and perceptions of performance. Implications for researchers aiming to understand these mechanisms and for public managers concerned about the image of their organization are discussed.     

Exploring the Role of Nonprofits in Public Service Provision: Moving from Coproduction to Cogovernance

This article investigates the determinants of nonprofits' involvement in cogovernance, or the planning and design of public services, using a unique data set of park‐supporting nonprofit organizations in large U.S. cities. The results indicate that nonprofits are more likely to get involved in cogovernance when they are younger, larger, and operate in communities that are more resourceful and stable. In addition, the likelihood of nonprofits' involvement in cogovernance is negatively associated with the level of social capital and government capacity to provide corresponding public services. The article points to an emerging mode of government‐nonprofit collaboration that goes beyond the production and delivery of public services. As public managers face extensive challenges in sustaining the desired level of public services, these findings have important policy implications for efforts to promote citizen participation and cross‐sector solutions to complex social problems.     

Shared Services in Australian Local Government: Rationale, Alternative Models and Empirical Evidence

Widespread enthusiasm amongst Australian policy elites for structural reform in local government has evaporated as disappointing outcomes of council amalgamation programs became evident. As a consequence, emphasis has now shifted towards shared serviced models as a means of enhancing service provision and reducing costs. However, a disturbing feature of the current debate on shared services has been the absence of a well-articulated economic and political rationale for this form of service delivery, a lack of analysis of alternative models of shared service provision and a neglect of available empirical evidence. This article seeks to remedy these deficiencies by considering the analytical foundations of shared local services, conducting a review of alternative models as vehicles for shared services and evaluating available empirical evidence.