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Public Management and Governance Government is topical once again. After many years of speculation that the market could take over much of its role, strong and democratic government is now widely seen as critically impor- tant to society. Moreover, the quality of public services is a major electoral issue in most countries around the world. This major textbook examines what it means to have efficient management and good quality services in the public sector and how public sector performance can be improved. Furthermore, it explores how the process of governing needs to be fundamentally altered if a government is to retain public trust and make better use of society’s resources. Key themes covered include: ■ the challenges and pressures which governments experience in an international context; ■ the changing functions of modern government in the global economy; ■ the ‘mixed economy’ of public, voluntary and private service provision; ■ the new concern with public governance issues such as public engagement, the equalities agenda and ethics. Public Management and Governance is an exciting new textbook for students, featuring contri- butions from leading names in the field and covering the key topics in depth. The book includes discussion questions, group and individual exercises, case studies and further reading, making it essential reading for all students on specialist undergraduate and postgraduate courses in Public Services Management, Public Administration, Government and Public Policy. Tony Bovaird is Professor of Strategy and Public Services Management at Bristol Business School. He has published widely in strategic management, public policy evaluation and perfor- mance management in the public sector. Elke Löffler is Chief Executive of Governance International, and Senior Research Associate at Bristol Business School. She has published widely in public governance and quality management in the public sector. 1111 2 3 4 5 6 7 8 9 10 1 2 3 411 5 6 7 8 9 20111 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4111 1111 2 3 4 5 6 7 8 9 10 1 2 3 411 5 6 7 8 9 20111 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 Edited by Tony Bovaird and Elke Löffler Public Management and Governance First published 2003 by Routledge 11 New Fetter Lane, London EC4P 4EE Simultaneously published in the USA and Canada by Routledge 29 West 35th Street, New York, NY 10001 Routledge is an imprint of the Taylor & Francis Group © 2003 Tony Bovaird and Elke Löffler selection and editorial matter; individual chapters, the contributors All rights reserved. No part of this book may be reprinted or reproduced or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data Public management and governance / edited by Tony Bovaird and Elke Löffler. p. cm. Includes bibliographical references and index. 1. Public administration. 2. Government productivity. 3. Legitimacy of governments. 4. Public administration–Citizen participation. I. Title: Public management and governance. II. Bovaird, A. G. III. Löffler, Elke. JF1351.P824 2003 351–dc21 2003007032 ISBN 0–415–25245–8 (hbk) ISBN 0–415–25246–6 (pbk) This edition published in the Taylor & Francis e-Library, 2005. "To purchase your own copy of this or any of Taylor & Francis or Routledge's collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.'' ISBN 0-203-63421-7 Master e-book ISBN ISBN 0-203-63750-X (Adobe eReader Format) List of figures vii List of tables viii Case examples ix Notes on contributors x Acknowledgements xiv A guide for the reader xvii Chapter map xxii Part I FROM PUBLIC MANAGEMENT TO GOVERNANCE 1 1 Understanding public management and governance 3 Tony Bovaird and Elke Löffler 2 The changing context of public policy 13 Tony Bovaird and Elke Löffler 3 The size and scope of the public sector: an international comparison 25 Peter M. Jackson 4 Public management in flux: trends and differences across OECD countries 41 Alex Matheson and Hae-Sang Kwon Part II PUBLIC MANAGEMENT 53 5 Strategic management in public sector organizations 55 Tony Bovaird 6 Marketing in public sector organizations 75 Tony Bovaird 7 Contracting for public services: competition and partnership 89 Andrew Erridge 8 Changing roles of public financial management 101 James L. Chan 9 Moving to e-government: the role of ICTs in the public sector 113 Christine Bellamy 10 Performance measurement and management in public sector organizations 127 Geert Bouckaert and Wouter van Dooren 11 Quality management in public sector organizations 137 Tony Bovaird and Elke Löffler 1111 2 3 4 5 6 7 8 9 10 1 2 3 411 5 6 7 8 9 20111 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4111 v Contents 12 Scrutiny through inspection and audit: policies, structures and processes 149 John Clarke Part III GOVERNANCE AS AN EMERGING TREND IN THE PUBLIC SECTOR 161 13 Governance and government: networking with external stakeholders 163 Elke Löffler 14 Public leadership 175 Mike Broussine 15 Engaging with citizens and other stakeholders 189 Steve Martin 16 Changing equalities: politics, policies and practice 203 Janet Newman 17 Ethics and standards of conduct 213 Howard Davis 18 Evidence-based policy and practice 225 Annette Boaz and Sandra Nutley References 237 Index 249 vi CONTENTS 2.1 Types of public agencies 19 5.1 Public sector value chain 59 5.2 Public sector Boston matrix 64 5.3 Need and provision matrix 65 5.4 Maps from two stakeholders 65 5.5 The public service supply chain 68 6.1 The expanded marketing mix for public services 83 10.1 The policy and management cycle 130 15.1 ‘Ladder of participation’ 192 15.2 Public participation spectrum 193 15.3 Modes of public participation 195 1111 2 3 4 5 6 7 8 9 10 1 2 3 411 5 6 7 8 9 20111 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4111 vii Figures 3.1 General government outlays, by country 30 3.2 General government outlays, by economic category: consumption 31 3.3 General government outlays, by economic category: income transfers 32 3.4 General government outlays, by economic category: subsidies 33 3.5 General government outlays, by economic category: net capital outlays 34 3.6 Gross total social expenditure, 1995, as a percentage of GDP 36 4.1 A changing reform agenda 50 6.1 Stakeholder power/interest matrix 80 8.1 Government as a coalition of stakeholders 107 8.2 Tools of government 108 8.3 Context of public financial management 109 8.4 Contents of public financial management 109 8.5 Supporting information services 110 11.1 Who knows about quality? 141 13.1 The move from local government to local governance 168 13.2 The ‘Rhodes typology’ of policy networks 171 13.3 Key network management strategies 172 14.1 The difference between management and leadership 180 15.1 Turn-out in local elections 190 18.1 Evidence uses and methods 229 18.2 Types of evidence-based practice 233 viii Tables 1.1 Differences between managerial and governance approaches 9 4.1 Results from evaluation of the public management reforms in New Zealand 44 8.1 The use of accrual accounting in the UK 104 8.2 Turning cost centres into revenue centres 105 9.1 www.vic.gov.au: a mini case study of ESD 118 9.2 The Australian Centrelink: a mini case study of e-enabled one-stop services www.centrelink.gov.au 119 9.3 E-democracy in British government 120 9.4 Proposals for extended data sharing in British government 122 10.1 The move to Best Value in the UK 129 11.1 Court Service, UK 145 12.1 The creation of the Audit Commission in 1983 152 12.2 The new roles of the Auditor General of Canada 153 13.1 The Blarney strategic plan for sustainable development 167 14.1 Solving local problems through community leadership 184 15.1 The New Deal for Communities programme 191 15.2 The People’s Panel 192 15.3 Major surveys in the UK 196 17.1 Recent corruption scandals in the UK 217 17.2 The Independent Commission against Corruption in Hong Kong 221 18.1 Systematic reviews of the existing knowledge base 227 1111 2 3 4 5 6 7 8 9 10 1 2 3 411 5 6 7 8 9 20111 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4111 ix Case examples [...]... role of citizens in respecting the communal desire that no one should throw litter on the streets in the first place, and that materials should be recycled, not simply thrown away This involves education (not only in the schools, since ‘litter-bugs’ come in all sizes and ages), advertising campaigns, encouragement of people to show their disgust when dirty behaviour occurs, and the provision of proper... for quite some time Source: Committee on the Financial Corporate governance refers to issues of Aspects of Corporate Governance (1992), control and decision-making powers para 2.5 within organizations (not just private companies) The ‘corporate governance’ debate has been triggered by the increase of the importance of transnational companies – today numbering more than 39,000 – which have experienced... Thinking about the news over the past month, identify instances where these concepts might help in deciding who has been responsible for things which have been going wrong in your area or in your country (Now try answering the question in terms of things which have been going right in your area or your country If you find this difficult, what light does this throw on how the media shape debates on public 123doc.vn