scholarly journals Unleashing Public Private Partnership Understanding and the Ideal Underpinning Theories: A Public Sector View

2020 ◽  
Vol 9 (1) ◽  
pp. 14
Author(s):  
Jude Thaddeo Mugarura ◽  
Zwelinzima Ndevu ◽  
Peter Turyakira
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Language Game ◽  
Incomplete Contracts ◽  
Procurement Management ◽  
Public Service Delivery ◽  
New Public

Researchers ceaselessly theorize public private partnerships (PPP) as a major innovative means to unlock public sector investment gaps, yet their contribution towards improved public service delivery has sustainably remained low mainly due to poor PPP understanding and application. This study utilises extant conceptual and theoretical studies through content analysis to provide a more concrete understanding of the PPP concept and philosophy for their effective application. The study developed a list of common PPP defining features (e.g. partnership, long-term projects and contracts, incomplete contracts, function specific tasks) and eight PPP perspectives (i.e. procurement management, urban regeneration, infrastructure, policy, moral regeneration, financing arrangements, language game, development) for better understanding of the PPP concept. Importantly, the study introduces a new and overarching PPP perspective of procurement management. Additionally, it was established that Traditional Public Management theory is not compatible with PPP practices, and the study recommends new public governance, public value, new public service, and remotely, the new public management as the most appropriate theories underpinning PPPs with in a public sector setting. This research contributes towards improved understandability of the PPP phenomenon and its practical applicability for greater impact towards sustainable public service delivery.

scholarly journals Between Revenues and Public Service Delivery

2020 ◽  
Vol 176 (2-3) ◽  
pp. 304-337
Author(s):  
Shidarta ◽  
Stijn Cornelis van Huis
Keyword(s):  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Government Agencies ◽  
Public Service Delivery ◽  
New Public ◽  
Efficiency And Effectiveness ◽  
The Government ◽  
Public Service Agencies

Abstract This article examines the development of policies regarding the state-owned enterprises (SOE s) and public service agencies (PSA s) in Indonesia. In 2004, the government of Indonesia introduced PSA s—government agencies that were given large autonomy to manage their financial affairs. The rationale behind this autonomy is consistent with the New Public Management ideal: the creation of more market-oriented government institutions with the objective of increasing the efficiency and effectiveness of public service delivery. The PSA policy has increased state revenues significantly, yet the quality of services and accountability has not improved accordingly. A comparison with SOE s reveals that the restructuring of government agencies and SOE s took place before a supportive framework was set in place. We argue that to tackle informality and to safeguard the social functions of public services, the spearheads of efficiency and revenues in Indonesian bureaucratic reform policies require a strong foundation, consisting of regulatory and ideological components.

scholarly journals Toward Digitan Equality: The Study of ICT and the Effective Public Service Deliverty in Taiwan

2016 ◽  
Vol 3 (3/4) ◽  
pp. 31
Author(s):  
Chung-Yuang Jan
Keyword(s):  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
New Technologies ◽  
Information Age ◽  
Public Service Delivery ◽  
The Public ◽  
New Public ◽  
Information And Communication

Our society has undergone several transformations with the coming of the information age, one of which is the method of public service delivery. Nowadays, some governments provide services through new technologies, such as Internet, BBS, or IC cards. These e-techs will inevitably propel the mutation in org structure, adv process…and so on. From the public administration perspective, obviously, NPM is also a force underpinning the e-governance. In the early 1980s, G. Caiden described that administrative reform came of age. Under the Thatcherism and Reaganism, the core values of government reform are entrepreneurship and competition, and these will be helpful to the formation of Egovernment. In this paper, some points will be discussed. First, the formation of the society of Information under the development of Information and Communication Technology（ICT）. Second, the transformation of public service delivery in e-government context and the approach of New Public Management(NPM）, and of course, the issues of equality, such as digital divide, and digital democracy will also be discussed under the context. Finally, the case of public service delivery of digital equality in Taiwan will be analyzed.

scholarly journals Exploiting conditionality: EU and international actors and post-NPM reform in Ireland

2019 ◽  
Vol 35 (2) ◽  
pp. 179-200
Author(s):  
Muiris MacCarthaigh ◽  
Niamh Hardiman
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Policy Coordination ◽  
The Public ◽  
Public Sector Reforms ◽  
New Public ◽  
Public Sector Unions ◽  
Administrative Elites

Between 2008 and 2015, Ireland undertook unprecedented and systemic public sector reforms in a polity not traditionally considered a prominent reformer. While some of these reforms comprised part of the loan programme agreement with EU and international actors, many others did not. This article argues that the crisis in Ireland provided a window of opportunity to introduce reforms that political and administrative elites had previously found difficult to implement. The authority of the Troika was invoked to provide legitimacy for controversial initiatives, yet some of the reforms went further than the loan programme strictly required. A number of these concerning organisational rationalisation, the public service ‘bargain’ and transversal policy coordination are considered here. Agreements were negotiated with public sector unions that facilitated sharp cuts in pay and conditions, reducing the potential for opposition to change. The reform effort was further legitimated by the reformers’ post-New Public Management, whole-of-government discourse, which situated considerations of effectiveness and efficiency in a broader framework of public service quality and delivery.

scholarly journals Conceptualizing innovation management development through organizational learning in the public service: any lessons for developing states?

2016 ◽  
Vol 14 (3) ◽  
pp. 266-275
Author(s):  
Lere Amusan ◽  
Oluwayemisi Adebola Oyekunle
Keyword(s):  
Organizational Learning ◽  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Innovation Management ◽  
Management Development ◽  
Future Research ◽  
Extensive Literature ◽  
New Public

The present economic realities, the effects of globalization, the thirst for innovation and the public’s demand for improved services have led many developing states to review their approaches to service delivery. Most public service managers and professionals spend most of their time dealing with the day-to-day pressures of delivering services, operating and reporting to senior managers, legislators and agencies. They have little or no time to think about innovation, which would ease the pressures and burdens of service delivery. The intention of this paper is to point out the fact that capacity building is the bedrock of new public management development. This paper proposes that innovation management could be used as a form of organizational learning capability in challenging the maze of diplomacy and negotiation with experienced multinational extractive industries for the benefit of developing states. This could be achieved through excellent public investments and nurturing capability, from which they execute effective innovation processes, leading to new service innovations and processes, and superior service performance results. To achieve this objective, extensive literature on innovation management and organizational learning was consulted and the need for future research. In trying to unpack the discussion in the paper, the New Public Management Theory (NPMT), which is a pro-private sectors human resources management is proposed, though other available theoretical positions are explored taking into consideration the lapses entrenched in NPMT. Keywords: innovation, NPMT, learning culture, public management, developing states, development. JEL Classification: O10

scholarly journals ETHICAL RISKS IN PUBLIC-PRIVATE PARTNERSHIPS: THE CASE OF LAHORE WASTE MANAGEMENT COMPANY

2021 ◽  
Vol 0 (5) ◽  
pp. 56-72
Author(s):  
Zubair Syed Sohaib ◽  
◽  
Ali Khan Mukaram ◽  
Saeed Aamir ◽  
◽  
...  
Keyword(s):  
Service Delivery ◽  
Waste Management ◽  
Private Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Public Service Delivery ◽  
Management Company ◽  
Public And Private Sector ◽  
The Impact

The world is coming up with new solutions to old problemsin orderto improve efficiency and effectiveness in public service delivery. Public-Private Partnership (PPP) isarelatively new form of participatory governance. This approach is linked with New Public Management (NPM) and, since its inception, the private sector has taken over the entire world despite incongruence and incompatibility in indigenous values and cultures. PPPis also claimed to be the best solution in terms of service delivery; however, its effectiveness is yet to be achieved. The purpose of this study is to find the effectiveness ofthePPP mode of governance. This study is qualitative in nature and has taken one entity based on PPP as a case,i.e. Lahore Waste Management Company (LWMC),in orderto study the impact of this solution to all,theills of public service delivery. Fourteen officialswere interviewed in this studyof LWMC (a quasi-governmental institution) and its private partners. Findings suggest that this PPP mode has major ethical risks in the form of lack of transparency in awarding contracts, equity-efficiency trade-off, overall conflict of philosophy of public and private sector, low professionalism, value for money (compromise on cost and quality), and weak accountability mechanisms.

scholarly journals Impact of the New Public Management Paradigm on the Operation of Federal Establishments in Borno State, Nigeria

2017 ◽  
Author(s):  
Usman D Umaru
Keyword(s):  
Quality Of Service ◽  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Service Providers ◽  
Chi Square ◽  
New Public ◽  
The Impact

The study examined the impact of the New Public Management Paradigm on the operation of Federal establishments in Borno State, Nigeria. To achieve this objective, the collected data were analysed using Chi-square, Correlation and ANOVA. The study revealed that there is a significant improvement in the performance of the staff and the quality of service delivery in the Federal establishments under study. The study concluded that the outsourcing of services has improved the quality of service delivery. However, the policy was not being properly implemented because in some of the Federal establishments under study, the same services outsourced were being carried out by very few retained staff. They were not enough to do the job and the outsource firms given the contract, did not provide enough qualified staff to augment the short-fall. The study recommended that qualified service providers (outsourcing firms) in the relevant cadres be allowed to do the job or as an alternative, the Federal government can encourage the setting up of Independent Units in all its establishments to compete with the outsourcing firms in carrying out outsourcing services at a fee, in order to attain qualitaty service delivery.   Keywords: New Public Management, Public service, Outsourcing and Service delivery.

Representations of New Public Management in Australian Public Service gender equality policies

2019 ◽  
Vol 39 (2) ◽  
pp. 235-250 ◽  
Author(s):  
Sue Williamson ◽  
Lisa Carson ◽  
Meraiah Foley
Keyword(s):  
Content Analysis ◽  
Public Sector ◽  
Gender Equality ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Monitoring And Evaluation ◽  
Content Type ◽  
New Public ◽  
Reducing Costs

Purpose Governments have demonstrated a renewed interest in progressing gender equality for their workforces, including in Australia. This refocusing has resulted in a tranche of new gender equality policies being introduced into the Australian Public Service (APS). The purpose of this paper is to examine how New Public Management (NPM) is reflected in these gender equality policies and consider whether NPM may assist or hinder gender being “undone” or “redone” in APS organisations. Design/methodology/approach A content analysis was conducted to assess the strategies contained within the gender equality policies of all 18 Australian government departments. Findings The content analysis reveals that the policies strongly reflect an NPM framing, except in one important area – that of monitoring and evaluation. The lack of attention to this crucial element of NPM may hinder effective implementation of many of the policies. The authors also conclude that while good intent is evident in the policies, they may “redo” rather than “undo” gender in organisations. Practical implications The paper will assist organisations which are developing and implementing gender equality policies. Even though NPM is specific to the public sector, the research highlights the potential and pitfalls when developing such policies in an environment focused on increasing efficiencies and reducing costs. Originality/value While gender equality and public sector reforms occurred simultaneously in Australia, few researchers have examined the interactions between the two.

scholarly journals Contributions and challenges of ‘New Public Management’: New Zealand since 1984

2008 ◽  
Vol 4 (3) ◽  
Author(s):  
Judy Whitcombe
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Reform Process ◽  
Rigorous Analysis ◽  
The Public ◽  
New Public ◽  
The World

When New Public Management (NPM) swept around the world in the 1980s the New Zealand public sector embraced its theories and embarked upon a rigorous reform process which brought both praise and some scepticism. New Zealand was seen at that time, by some observers, to be a ‘world leader’. However, in the years following the initial impact of NPM the euphoria has given way to a more rigorous analysis of the performance of the public sector and a re-examination of the functions and responsibilities of the public service.

Delivery of Time-Bound Public Services to Citizens: Indian Experience

2020 ◽  
Vol 66 (3) ◽  
pp. 343-355
Author(s):  
Urvashi Pareek ◽  
Nagendra Ambedkar Sole
Keyword(s):  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Information And Communications Technology ◽  
Critical Function ◽  
Public Service Delivery ◽  
Role Of The State ◽  
The Government

The delivery of public services to the citizens is the most critical function of the government, among the other functions being development and regulation. The three essential pillars of public service delivery are timelines, quality and grievance redressal. The concept of public service delivery emerged in the 1990s, with New Public Management and Citizen Charter’s evolution in the UK. With the shift in the role of the state from provider to facilitator and regulator of public services, the focus is to ensure transparency, accountability and citizen centricity in administration and maintain citizen’s satisfaction and trust in the government. This article highlights the concept of public service delivery, and time-bound delivery practices, adopted internationally and nationally. The article concludes that India needs to look beyond Information and Communications Technology and capitalise on other options as listed in suggestions.

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