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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 Good administration |
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 Professional self-regulation Hierarchical departments |
Contracted services | Mixed market of providers. Solutions assembled from a variety of sources around user needs. |
| Ethos | Patrician public services Technocratic |
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 |
Wandsworth Council 1980s Next Steps Agencies |
SureStart, welfare-to-work, direct payments to disabled |
Source: Adapted from Creating Public Value. Strategy Unit.
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