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Appendix 11.7:
Charles Leadbeater's new script for public services

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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