The changing nature of public service reform
The changing nature of public service reform
This chapter shows how place-based initiative was often the driving force behind the creation of new public services – from public parks, libraries, and museums, to social care, education and social housing. The chapter examines the changing nature of public service reform in the last thirty years or so, and distinguishes three broad approaches: 1) Consumerism (relying on market or quasi-market models and the power of ‘exit’), 2) Customer orientation (relying on self-improvement by public servants), and 3) Citizen empowerment (relying on strengthening the role of citizens in the co-creation of public services and the power of ‘voice’). The discussion offers a robust critique of ‘New Public Management’ and the notion of ‘Nudge in public policy’. In place of these flawed models the chapter suggests a democratic way forward for public service reform described as ‘New Civic Leadership’. This approach envisages a creative interplay between civil society, markets and the state.
Keywords: co-creation, consumerism, customer orientation, citizen empowerment, exit, leadership, new public management, new civic leadership, nudge in public policy, voice
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