Public-private partnerships: a comparative study of new public management and stakeholder participation in the UK and Spain

2009 ◽  
Vol 4 (3/4) ◽  
pp. 214 ◽  
Author(s):  
Simon D. Norton ◽  
Luis Blanco
Keyword(s):  
Comparative Study ◽  
Public Management ◽  
New Public Management ◽  
Stakeholder Participation ◽  
Public Private Partnerships ◽  
New Public ◽  
The Uk

scholarly journals The potential for public value frameworks in Northern Ireland and Ireland

2018 ◽  
Vol 66 (3) ◽  
pp. 33-54 ◽  
Author(s):  
Nat O’Connor
Keyword(s):  
Northern Ireland ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Social Value ◽  
Public Value ◽  
Public Benefit ◽  
Monetary Valuation ◽  
New Public ◽  
The Uk

Abstract The publication of a far-reaching public value framework for central government in the UK presents an opportunity to consider how this or a similar framework could be a useful tool for public management in Ireland and Northern Ireland. The concept of public value represents an evolution beyond some of the weaknesses of New Public Management, as it goes further to measure the holistic public benefit compared with pure monetary valuation. Examination of the current programmes for government in Ireland and Northern Ireland leads to the conclusion that a public value framework could be useful to advance their agendas. Lessons from social value legislation in England, Scotland and Wales indicate how a more comprehensive public value framework might be implemented in Northern Ireland and Ireland.

Introduction

2005 ◽  
Author(s):  
Vernon Bogdanor
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Cultural Theory ◽  
Holistic Approach ◽  
The Public ◽  
Early Twenty ◽  
New Public ◽  
Reinventing Government ◽  
The Government ◽  
The Uk

‘Joined-up government’ has been a topic of important discussion in the early twenty-first century as much as it was in the end of the twentieth century. Reinventing government was a move towards the ‘new public management’ which revolved on the importance to stimulate a business situation in the government and to apply the disciplines of the market to the public sector. The joined-up government on the other hand advocated a more holistic approach. It not only sought to apply the logic of economics but also the insights of other social sciences such as sociology and cultural theory to reform and change public service. This book focuses on the joined-up government strategy of the UK government. This strategy sought not only to bring together the government departments and agencies but also a number of various private and voluntary bodies for a common goal. The chapters in this book discusses the various barriers to the joined-up government such as contrasting perspectives of the central and local government, the conflicting departmental interests, and the diverging interests of the professionals.

Management Through Metrics

2021 ◽  
pp. 143-152
Author(s):  
Rob Kitchin
Keyword(s):  
Decision Making ◽  
Public Management ◽  
New Public Management ◽  
Public And Private ◽  
Management Regime ◽  
Working Lives ◽  
New Public ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
The Uk

This chapter studies how public and private sector organizations are increasingly using key performance indicators (KPIs) and technocratic procedures to manage work and workers and its consequences. Since the 1980s and the introduction of new public management (NPM) — an approach to running public sector institutions in a more business-like way — various kinds of assessment have been introduced to measure and track performance. Usually, these measures are institutionalized through formalized assessment schemes designed to improve efficiency, productivity, and quality. An entire bureaucracy has developed to oversee this datafication, and the management of institutions has transformed to become more instrumental and technocratic, guided by metrics. Decisions concerning individual promotion, departmental staffing and budgets, and strategic investments are informed by KPIs and rankings. In places like the UK and Australia, management through metrics has become deeply ingrained into the working lives of academics and the management of institutions. While Ireland has managed to avoid the worst excesses of management through metrics, it has not been totally immune. KPIs are now a part of the management regime and are used to guide decision-making, but they are used alongside other forms of information rather than narrowly determining outcomes.

scholarly journals INVITED EDITORIAL The UK NPM Reforms

2017 ◽  
Vol 13 (16) ◽  
pp. 1
Author(s):  
Noralv Veggeland
Keyword(s):  
Public Sector ◽  
Market Orientation ◽  
Public Management ◽  
New Public Management ◽  
Research Report ◽  
The Public ◽  
Administrative Reforms ◽  
The United Kingdom ◽  
New Public ◽  
The Uk

The United Kingdom was a "vanguard state" for experimentation with administrative reforms that came to be known as the New Public Management or NPM strategies aiming market orientation of the public sector. After three decades, what results has NPM produced in the UK? This is a review of a research report by Christopher Hood and Ruth Dixon, who tries to explain maladministration and judicial challenges to nUK government actions.

The response to Covid-19 in England: political accountability and loss of trust

2020 ◽  
Vol 16 (4) ◽  
pp. 527-532
Author(s):  
Jane Broadbent
Keyword(s):  
Performance Measures ◽  
Public Management ◽  
Design Methodology ◽  
New Public Management ◽  
The Novel ◽  
Political Accountability ◽  
Content Type ◽  
Turn On ◽  
New Public ◽  
The Uk

Purpose The purpose of this paper is to reflect upon the nature of some elements of the UK Government’s response to COVID-19 in England. Design/methodology/approach This paper is a reflective commentary based on a conceptual framing that reflects in turn on the use of performance measures in the building of trust and the author’s experience as a citizen. Findings The English Government approach to controlling the progress of COVID-19 has been characterised by long-standing tenets of New Public Management that have undermined rather than created trust in their actions. Originality/value Originality can be found in the application of existing understandings to the novel situation of seeking to control the COVID-19 pandemic in England.

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