scholarly journals Public-Private Partnerships: When Ethics and Policy Making are an Afterthought

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Nathalie Burlone
Keyword(s):  
Public Interest ◽  
Public Management ◽  
Risk Sharing ◽  
Policy Making ◽  
New Public Management ◽  
Policy Instrument ◽  
Policy Formulation ◽  
Public Private Partnerships ◽  
Contract Duration ◽  
Long Run

The interest of governments in public-private partnerships (P3s) has increased in the last decade. In Canada, this fervor is no exception; decision makers recognize an ideal tool of governance, in the logic of the “new public management.” While academic literature has focused on the actual benefits or problems associated with this form of service delivery - namely cost calculations, risk sharing, contract duration and efficiency - little attention has been paid to the ethical character of this policy instrument. As far as public management in general is concerned, ethics is generally an afterthought (Ghere, 1996). Where P3s are concerned, this quote is even more relevant. Given the efficiency mantra at the heart of P3s as a new policy instrument, it is no wonder that questions of values and public interest come second to promised or expected financial savings sought by political leaders. In order to tackle the role of ethics in public-private partnerships, this article takes a policy formulation stance and stresses the conflicts of values at the heart of this political choice and the challenges it involves for public interest and policy making in the long run.

scholarly journals Public Management in local government units in the example of the municipality of Mstów

2018 ◽  
Vol 7 (2.28) ◽  
pp. 262
Author(s):  
Judyta Kabus ◽  
Radomir Kańa ◽  
Joanna Nowakowska-Grunt
Keyword(s):  
Local Government ◽  
Development Strategy ◽  
Public Interest ◽  
Public Management ◽  
New Public Management ◽  
Statistical Data ◽  
Municipal Government ◽  
Point Of View ◽  
Regional Development Strategy ◽  
New Public

Today’s units of local government is identified not only with the power that is necessary for the realization of public tasks but above all, it is accentuated by the importance of meeting the needs which are important from the point of view of the community, including the Management processes.The purpose of this work is to present a smooth and effective public management process carried out by the municipal government of Mstów. This municipality applies practical New Public Management instruments in building and implementing the regional development strategy. The article was prepared on the canvas of literature studies on the management, organization, and planning of universal services of a public interest and analysis of the statistical data collected by the municipality.  

Rethinking the ‘Public Service Bargain’: the changing (legal) position of civil servants in Europe

2013 ◽  
Vol 79 (1) ◽  
pp. 91-109 ◽  
Author(s):  
Frits M van der Meer ◽  
Caspar F van den Berg ◽  
Gerrit SA Dijkstra
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Two Dimensions ◽  
Point Of View ◽  
Civil Servants ◽  
European Countries ◽  
Labor Conditions ◽  
Long Run ◽  
National Debate ◽  
Legal Position

It can be argued that because of the rise of New Public Management and the growing dominance of labor law and HRM practices, the so-called ‘traditional’ public law formulation of the position of civil servants has come under pressure in a number of Western European countries in recent decades and have shaken the ‘bargain’ agreed between the political and administrative leaders since the Second World War. By contrast, in Central and Eastern Europe and Britain, new Weberian-type civil service legislation has been introduced. In this analysis, we examine both apparent opposites from a public sector bargains perspective and find that European countries are at a crossroads in their reflection on the ‘bargain’. Points for practitioners For practitioners in this field two considerations are important to note. The first is that while the discussion about the (legal) position of civil servants within their political-administrative system may seem to be a national debate, in essence it forms part of a more general debate that is conducted all across Europe. The second is that both theoretically and empirically, two dimensions of the bargain have to be distinguished, namely on the one hand the material labor conditions (pay, job protection, etc.) and on the other hand the values of bureaucracy (impartiality, integrity, loyalty, etc.). As our empirical analysis shows, these two dimensions have become increasingly independent from each other in the discussions and reforms in various countries over recent decades. In other words, managerial reforms in terms of material labor conditions have in practice been paired with the renewed emphasis on Weberian values of bureaucracy. Whether this decoupling is sustainable from a policy point of view in the long run (i.e. whether Weberian-style labor conditions are or are not conditional for high levels of Weberian values of bureaucracy), remains to be seen.

scholarly journals Performance management in Europe: An idea whose time has come - and gone?

2018 ◽  
Author(s):  
Wouter Van Dooren ◽  
conny hoffmann
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Public Management ◽  
New Public Management ◽  
Management Practice ◽  
State Building ◽  
Policy Formulation ◽  
Learning System ◽  
The Public ◽  
New Public

New Public Management reforms in Europe, as elsewhere, heavily rely on performance indicators and targets. All corners of the public sector, from local to European and from policy formulation to management practice, have been affected. This focus on measurement fits well in a long tradition of measurement and state building. Yet, in recent years, disenchantment with performance management grows. More often than not, target regimes produce dysfunctional consequences. While the performance of performance target regimes is wanting, performance management is being reinvented. Rather than a system of accountability, performance management should prompt learning and dialogue. Performance management as a learning system may well be the next idea whose time has come.

14. Executives, Bureaucracies, Policy Studies, and Governance

Politics ◽  
2018 ◽  
Author(s):  
Peter Ferdinand ◽  
Robert Garner ◽  
Stephanie Lawson
Keyword(s):  
Public Management ◽  
Policy Making ◽  
New Public Management ◽  
Good Governance ◽  
Traditional Role ◽  
Policy Studies ◽  
New Public ◽  
Issue Networks ◽  
Embedded Autonomy ◽  
Policy Communities

This chapter examines how executives, bureaucracies, and policy studies influence governance. It first provides an overview of the relations between the legislature and the executive, with emphasis on the competing claims of presidentialism versus parliamentarianism, before discussing the civil service and its traditional role in building up the effective power of the state. Using examples from economic policy-making, it argues that embedded autonomy is an appropriate way of characterizing the civil service's relationship with the rest of society. The chapter goes on to consider theories of bureaucratic policy-making, focusing in particular on policy innovation, public administration, and New Public Management, the more recent proliferation of agencies in government, and the concept of good governance. Issue networks, the notion of iron triangles, and policy communities are also explored. The chapter concludes with an analysis of the ‘network state’ and its implications for civil servants.

Reforming the judiciary through standards: agency empowerment and centre (re)building in Italy, 2001–2015

2016 ◽  
Vol 83 (4) ◽  
pp. 757-772 ◽  
Author(s):  
Daniela Piana
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Organizational Capacity ◽  
Policy Instrument ◽  
Time Frame ◽  
Public Institutions ◽  
Public Institution ◽  
Public Prosecutor ◽  
Institutional Conditions ◽  
New Public

The Italian judiciary has been under the spotlight for more than two decades. The key criticism addressed to it has been the lack of organizational capacity, which is reflected in the trial time frame. After 2000, European institutions launched a new and comprehensive policy stream, targeting the administrative and organizational capacities of courts and public prosecutor offices. The pivotal policy instrument is represented by standards and soft law in general. By referring to four case studies, analysed in depth on the basis of a qualitative approach, this work engages in a critical appraisal of the New Public Management-inspired judicial policies and the way in which they have been implemented in the judicial sector in Italy. Points for practitioners This article makes a point about the structural and institutional conditions that turn out as pivotal factors to ensure an effective and efficient governance by standards. In other terms, the argument deployed herein concerns the function of a regulative agency, which might have the shape and the format of a ministerial unit, where the uniformity and the equality of the services delivered by a public institution or a network of public institutions are the outcome of the implementation of legally binding and non-legally binding norms. This is a key point, then, for public officers serving not only in the judicial sector.

New Public Management and the Thatcher Healthcare Legacy: Enough of the Theory, What about the Implementation?

2002 ◽  
Vol 4 (3) ◽  
pp. 375-398 ◽  
Author(s):  
Paul Cairney
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Medical Profession ◽  
Policy Formulation ◽  
Health Authorities ◽  
New Public ◽  
Management Function ◽  
Implementation Failure ◽  
Medical Involvement

Initial evaluations of Thatcherism suggest that it represented a policy formulation success but implementation failure (Marsh and Rhodes 1992), with healthcare reforms particularly unsuccessful because they did not challenge the autonomy of the medical profession (Wistow 1992a and 1992b). More extensive analyses of the implementation of new public management (NPM) within health care take this challenge more seriously. According to Ferlie et al. (1996), doctors were gainers and losers, since the rise of the management function coincided with a rise in medical involvement in management decisions. However, this article argues that the rise of the purchasing function of health authorities undermined this ‘gain’ to the medical profession. Further, the significance of the case study—AIDS policy in Scotland—is that profound change has occurred in a policy area in which one would least expect this to happen.

scholarly journals Konstruksi profesionalisme aparat: Dukungan pimpinan dan perbaikan kesejahteraan

2015 ◽  
Vol 28 (3) ◽  
pp. 125
Author(s):  
Bintoro Wardiyanto ◽  
Dwi Windyastuti Budi Hendrati
Keyword(s):  
Role Models ◽  
Public Management ◽  
New Public Management ◽  
Sampling Technique ◽  
Policy Instrument ◽  
Leadership Role ◽  
Positive Energy ◽  
New Public ◽  
Management Perspective ◽  
High Chance

Capacity-building employees has become a global policy instrument in the New Public Management perspective to create the organization's effectiveness and efficiency in the bureaucracy. The release of the State Civil Administrative Law has strengthened efforts to establish the capacity of the officials who are competent and professional. This research uses purposive sampling technique. Respondent were choosen from Food Security Office and Archive and Library Office in 4 areas, namely Bojonegoro, Kapas, Balen, and Dander. In line with the results of the study, it appears that the construction capabilities of the apparatus has a high chance to realize the vision and mission of the new district. In addition, capacitybuilding apparatus in an area determined by the area of leadership role models, the regent than on education leadership. Professionalism apparatus constructed as a positive energy that is not only related to the knowledge and expertise as well as the achievement of an individual's performance, but is highly dependent on the creation of a conducive environment for professionalism itself, such as the feasibility of welfare officials, the clarity of sanctions and rewards as well as encouragement and ethos work.

Beyond Legalism? Policy Ideas, Implementation Styles and Emulation-Based Convergence in Canadian and U.S. Environmental Policy

2000 ◽  
Vol 20 (3) ◽  
pp. 305-329 ◽  
Author(s):  
MICHAEL HOWLETT
Keyword(s):  
Environmental Policy ◽  
Public Management ◽  
Policy Making ◽  
New Public Management ◽  
Self Regulation ◽  
Policy Instruments ◽  
Regulatory System ◽  
Citizen Suits ◽  
Multi Stakeholder ◽  
The U.S

Past studies of the dynamics of U.S.-Canada environmental policy and policy-making have found little evidence of ‘weak’ convergence in this sector; that is, of Canadian policy moving towards the U.S. model of adversarial legalism, an implementation style based upon procedural policy instruments such as action-forcing statutes, citizen suits, and judicial activism. However, recent efforts at de-regulation and the reformation of government in the U.S., and moves towards multi-stakeholder policy-making in Canada, have altered the standard against which trends towards Canadian^ American convergence must be assessed. These reforms have moved the U.S. environmental regulatory system closer to that existing in Canada, in which regulations and other elements of the environmental regime are developed through negotiation rather than litigation. Since Canadian environmental implementation has also been altered over the same period, however, it is argued that a form of ‘strong’ convergence is emerging, in which both countries are moving not towards each other but towards a third, common, style, that associated with the development of self-regulation and voluntary initiatives under the influence of New Public Management ideas and principles.

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