A new organising ideal for public services: comparison between traditional public sector, new public management, and personalisation. From Personalisation through participation: A new script for public services.
|Traditional public sector||New public management||Personalisation|
|Public interest||Defined by politicians and experts||Aggregate customer preferences/customer surveys||Dialogue between providers, funders, and users at all levels|
|Performance objective||Manage inputs
|Inputs and outputs managed efficiently||Multiple agreed with stakeholders, users, including user experience and social value|
|Accountability||Upwards through departments to politicians||To politicians through market comparisons and contracts||To users directly as well as taxpayers, stakeholders and politicians|
|Delivery model||Public institutions
|Contracted services||Mixed market of providers.|
Solutions assembled from a variety of sources around user needs.
|Ethos||Patrician public services
|Market-based||Democratic, personalised, user-centric|
|Users||Deferential||Consumers, some self-service||Co-producers, creating solutions with professionals|
|Manager's goals||Satisfy political masters, professional self-regulation||Meet contracted performance targets||User satisfaction, wider social benefits|
|Private role||Minor, kept separate||Major role in service delivery||Public good comes from combination of public and individual initiatives|
|Professional role||Decide and allocate resources||Commission and monitor||Advice, broker, advocate, solutions assembler|
|Classic organisational form||Reithian BBC
The Central Civil Service
1980s Next Steps Agencies
|SureStart, welfare-to-work, direct payments to disabled|
Source: Adapted from Creating Public Value. Strategy Unit.