Assessing Public Service Performance in Local Authorities Through CPA - A                 Research Note on Deprivation

Haubrich, Dirk; McLean, Iain

doi:10.1177/002795010619700104

Cited by 11 publications

(6 citation statements)

References 2 publications

(1 reference statement)

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“…This is the instrument UK central government uses to gauge levels of socio-economic disadvantage in an area based upon a combination of: income, employment, health, education, housing, crime and environment. Earlier research by Haubrich and McLean (2006) and Guttiérez Romero et al (2010) on English local authorities showed that the level of deprivation is negatively related to local government performance. Thus, we anticipate that areas with higher levels of deprivation will have correspondingly lower levels of citizen satisfaction with local public services.…”

Section: Control Variablesmentioning

confidence: 94%

New Public Management and Citizens' Perceptions of Local Service Efficiency, Responsiveness, Equity and Effectiveness

Andrews

Walle²

2013

Public Management Review

237

153

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We examine the relationship between a range of new public management (NPM) practices and citizens' perceptions of service efficiency, responsiveness, equity and effectiveness in English local governments. We find that public-private relationships have a negative relationship with citizens' perceptions of all four dimensions of local service performance, but an entrepreneurial strategic orientation exhibits a positive association with all four. Performance management is also likely to positively influence rather than negatively influencing citizens' perceptions of local public services. Further analysis revealed that the impact of NPM practices varies according to the level of socio-economic disadvantage confronted by local governments.

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Section: Control Variablesmentioning

confidence: 94%

New Public Management and Citizens' Perceptions of Local Service Efficiency, Responsiveness, Equity and Effectiveness

Andrews

Walle²

2013

Public Management Review

237

153

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“…Misrepresentation of information by providers has been apparent in some contexts (Bevan and Hood, 2006). Attributing responsibility for measured performance outcomes to politicians and managers is complicated by a range of factors, for example the role of deprivation and other challenges beyond the immediate control of those providing the services (Haubrich and McLean, 2006;Jacobs et al, 2006). Public attitudes towards services have increasingly been used in performance systems to try and offer a different perspective to managerial measures of performance, sometimes for internal performance management and sometimes to assist oversight of providers.…”

mentioning

confidence: 99%

Introduction: Evidence from the Comparison of Public Service Performance

James

Wilson

2010

Evaluation

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Systems for assessing the comparative performance of organizations providing public services are increasingly apparent across service sectors and jurisdictions. This article sets out an agenda of research themes about these systems. The themes include the performance concepts and measures adopted, purposes of systems (with variation from information-gathering to incorporation in systems of judgement and decision-making by a range of stakeholders), the reasons for the increasing prevalence of the systems, and the impacts of systems on public services -both intended and unintended. The article argues that the comparative analysis of comparative performance systems is a valuable approach, with comparison looking across both jurisdictions and public service domains. While such analysis is currently at an early stage of development, drawing together the findings of the articles contained in this special issue illustrates some of the insights that can be gained into these themes.

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“…While the Audit Commission initially denied that deprivation correlated with performance, some local politicians pointed out that it was hard to perform well in a deprived area. Later research tended to indicate that there was indeed some correlation, though relatively little of the variance in service performance could be explained in this way (Andrews et al 2005; Haubrich and McLean 2006). Although we have two observations on social deprivation during the period of our study, they are highly correlated because deprivation is slow moving (bivariate correlation 0.96, n = 1,184).…”

Section: Measurementmentioning

confidence: 99%

Competitive Learning in Yardstick Competition: Testing Models of Policy Diffusion With Performance Data

Ward

John²

2013

PSRM

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Organizations that learn from others’ successful policies not only become more competitive because their policies improve but also avoid the costs of policy innovation. While economists have widely recognized latecomer advantage, the policy diffusion literature in political science has failed to emphasize the connection between learning and competition. This article distinguishes competitive learning from learning that is not driven by competitive pressure (that is, ‘pure learning’). It models policy diffusion as a game played on social networks that govern competitive pressure and the possibilities of information transfer. The article develops an empirical test for competitive learning using spatial lags, which are applied to data on the performance of larger English local authorities from 2002 to 2006. Evidence is found for both competitive learning and pure learning. The sharper distinction between causal mechanisms proposed in this article should be widely applicable to diffusion across international boundaries and sub-national units.

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Assessing Public Service Performance in Local Authorities Through CPA - A Research Note on Deprivation

Cited by 11 publications

References 2 publications

New Public Management and Citizens' Perceptions of Local Service Efficiency, Responsiveness, Equity and Effectiveness

New Public Management and Citizens' Perceptions of Local Service Efficiency, Responsiveness, Equity and Effectiveness

Introduction: Evidence from the Comparison of Public Service Performance

Competitive Learning in Yardstick Competition: Testing Models of Policy Diffusion With Performance Data

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