The public value framework, with its call for more entrepreneurial activities by public managers, has attracted concern and criticism about its implicit breaching of the politics/administration dichotomy. This paper explores the role of political astuteness not only in discerning and creating public value, but also in enabling public managers to be sensitive to the dichotomy. We employ a conceptual framework to identify the skills of political astuteness, and then articulate these in relation to identifying and generating public value. Drawing on a survey of 1012 public managers in Australia, New Zealand and the UK, and depth interviews with 42 of them, we examine the perceptions and capabilities of public managers in producing value for the public while traversing the line (or zone) between politics and administration. We conclude that political astuteness is essential to both creating value and maintaining allegiance to democratic principles.

This article adds to the emerging empirical literature on citizen co-production. Based on a telephone survey of 1000 Australian adults, it replicates a five-country European study focusing on three policy domains: neighbourhood safety, environment, and health (Loeffler et al. 2008). It shows that individually performed and closely reciprocal activities with high levels of private value are performed the most often, whereas group activities producing mainly public value are the least performed. We found no evidence of a relationship between service satisfaction and co-production, or between information provision/inclusion/consultation and co-production, which challenges some of the previous literature on what might motivate citizens to co-produce. Citizen self-efficacy has a modest relationship with co-production levels in each of the three policy domains. These findings have implications for policymakers, and pave the way for future empirical research in this field.

We add new data to the long-standing debate about the interface between politics and administration, deploying theory and evidence indicating that it varies. It can be either a "purple zone" of interaction between the red of politics and the blue of administration, or a clear line. We use survey responses from 1,012 mostly senior public managers in the United Kingdom, Australia, and New Zealand, along with semi-structured interviews with 42 of them, to examine the extent to which public managers perceive that they "cross" the line or go into a zone, and the ways in which they do so. Our inclusion of a zone as well as a line recasts how roles and relationships between politicians and administrators can be conceived. Moreover, it raises questions about how particular contingencies affect whether public managers perceive and work with a line or a zone.

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

Individualized funding schemes are designed to offer people with disability greater choice and control over the services they receive. In this research, we report on a survey of over 700 families to explore how Australia's National Disability Insurance Scheme (NDIS) supported children and young people and their families to learn remotely during COVID‐19. NDIS funding to support education during the first COVID‐19 lockdown period forms an important case study of the flexibility of individualized funding schemes. Our results suggest that participant experiences varied widely, with some people able to make the changes they required and others left with a significant service gap. This shows that individual funding schemes are not necessarily more flexible than traditional systems in an emergency situation—useful flexibility depends on many factors, such as clarity of information giving, all actors having a shared message, proactive support of flexibility initiatives, and participants' ability to quickly navigate a complicated system. This research also highlights problems with the interface between the NDIS and mainstream services such as education.