A Passion for Policy - Essays in Public Sector Reform
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A Passion for Policy
Essays in Public Sector Reform
Table of Contents
Contributors
Foreword
Acknowledgements
Chapter 1. A Passion for Policy
Policy-making in a contestable public sector environment
A policy advice market
NGOs and lobby groups
Ministerial advisers
The passion
Policy and whole of government working
Building our capability for research and policy
Dependent Spouse Rebate
Conclusion
References
Chapter 2. The Dangers of Complacency: The Case for Reforming Fiscal Policy in Australia
Bibliography
Chapter 3. Beyond Conspicuous Compassion: Indigenous Australians Deserve More Than Good Intentions
A time for change
More than good intentions
Standards
Responsibilities
Land
Townships and homelands
Education
Conclusion
Chapter 4. Shaping Opportunities, Creating Public Value: Government and Community Collaboration in the Australian Capital Territory
Chapter 5. Twenty-First Century Workforce Demographics and New Challenges for An Egalitarian Society
Chapter 6. Australia/New Zealand Public Servants: Mates or rivals?
Chapter 7. Towards a New Era of Strategic Government
Abstract
Introduction
New Public Management
Strategic government
Efficiency or effectiveness?
Citizens or consumers?
A new policy agenda
Global warming and terrorism
The re-birth of the state
Accountability and strategic government
Chapter 8. Recognising Public Value: The Challenge of Measuring Performance In Government
Introduction
The Concept of Recognising Public Value
The Example of COMPSTAT
Three Questions about Performance Measurement in the Public Sector
Two Academic Traditions in Performance Measurement
Benefit/Cost Analysis and Program Evaluation
Performance Measurement in the Private Sector
Question 1: Why Measure Performance? Strategic Uses of Performance Measurement
The Strategic Triangle
Negotiating the Terms of Accountability
Doing ‘The Right Thing’
Question 2: Where Should We Measure Performance Along the Value Chain?
Measuring Activities, Processes, and Programs
Measuring Social Outcomes
Measuring Outputs
Question 3: Should We Measure Customer Satisfaction? Who are the Customers and What Do They Want?
Customers as Clients: Beneficiaries vs. ‘Obligatees’
Customers as Citizen Authorisers
Reasons to Measure Client Satisfaction
Giving Citizens What They Want
Public Sector Organisations and the Production Possibility Frontier
Improving Along Multiple Dimensions of Value: An Example from Policing
Conclusion
Bibliography and Notes
List of Figures
Figure 1 - Real per capita income in US dollars 1870-1997
Figure 2 - Australia and United States GDP Growth per Capita 1900-2000
Figure 1 - The Strategic Triangle
Figure 2 - The 'Value Chain'
Figure 3 - What Authorisers of Police Care About
List of Tables
Table 1
Table 2
Table 3
Table 4
Table 5