1. New directions for public management
Prof. Stephen Osborne’s views on new directions for public management Public administration and governance network Scotland study visit 1/1/2017

2. New directions for public management
Four keys points from Osborne
Products vs services
Service systems vs organisations
Open systems based innovation vs closed organisational boundaries
Risk negotiation vs minimisation / analysis

3. From outputs….
The standard input-activity-output factory model as depicted by OECD, 2009*
*Measuring government activity

4. ...to services
The public service is predominantly about… services!

5. 1. Services not outputs Nature of a service:
1. User is not a passive “client / customer” but inherently coproduces a process of interpersonal (face to face) interaction
2. Intangible services that require attention to delivery processes and relations with users, not just effective “technical” design
3. “Produsing” = Production and consumption NOT separate, discrete processes

6. 2. Service systems vs organsiations
Not just inter-organisational networks but also service users, families, other citizens, local communities, for profit, third sector, other stakeholders,…and hard plus soft technologies apparent from service blueprints = systems perspective
Based on collaboration (not competition) and hence enduring relations as most valuable resource (relationship marketing)
Mutual trust, respect and friendship that arises out of close interaction at the individual level (staff with policy makers, other PSO, users,…) is core

7. Sponsor needed to create space
3. Innovation from open systems perspective vs closed organisational boundary
Top down innovation mainly focused on efficiency, bottom up on effectiveness
Sponsor needed to create space
Centrality of service user as prime source of innovation
Working across horizontal networks

8. 4. Risk negotiation vs minimisation / analysis
Closed system with risk internal and entirely avoidable (using experts)
Using inspection, audit, rules, performance management, targets = conceal errors as opposed to learning from them
Analysis
Limit consequences
Linear and unidirectional (professionals analyse, spell out options, decide with poliy-makers, implement)
Not able to handle conflicting views
Negotiation
Iterative interaction with range of stakeholders
Recognise different (conflicting) trade-offs