“…Financial management is another key role of the new public manager, particularly given that cost savings achieved through contracting out services have been held to be the principal reason for the utilisation of CCT (Siegal, 1999). However, the evidence of real cost savings is equivocal.…”
There has been a global phenomenon in public sector management which advocates a paradigm shift from administrative to managerial values. Governments have been able to put an ideological gloss on managerial strategies to suit local political agendas. The spread of this policy, where public servants have their roles transformed to managers and the public to customers, serves to strengthen demonstration of the diminishing role of government and the increasing reliance on the market. Through our research on managerialism in local government in Victoria, we show that there has been a repackaging of the senior council manager into an idealised private sector version. However, we identify a paradox between the rhetoric of the empowered, entrepreneurial``new public manager'' and the reality of intensified government control and scrutiny over municipal activities and conclude that``new public management'' in Victorian local government is illusory or, at best, incomplete.
“…Financial management is another key role of the new public manager, particularly given that cost savings achieved through contracting out services have been held to be the principal reason for the utilisation of CCT (Siegal, 1999). However, the evidence of real cost savings is equivocal.…”
There has been a global phenomenon in public sector management which advocates a paradigm shift from administrative to managerial values. Governments have been able to put an ideological gloss on managerial strategies to suit local political agendas. The spread of this policy, where public servants have their roles transformed to managers and the public to customers, serves to strengthen demonstration of the diminishing role of government and the increasing reliance on the market. Through our research on managerialism in local government in Victoria, we show that there has been a repackaging of the senior council manager into an idealised private sector version. However, we identify a paradox between the rhetoric of the empowered, entrepreneurial``new public manager'' and the reality of intensified government control and scrutiny over municipal activities and conclude that``new public management'' in Victorian local government is illusory or, at best, incomplete.
“…If an organization's largest funders are governments, then it is important for the organization to follow government expectations if it desires to continue receiving government funding (Guo ). Governments often impose on recipients regulatory and procedural requirements, performance standards, and monitoring and reporting systems (Siegel ), which would constrain receipts’ behavior. Therefore, we expect that hospitals with higher levels of regulative publicness are more likely to engage in CCB. Hypothesis 1a: Public and nonprofit hospitals are more likely to engage in CCB activities. Hypothesis 1b: Hospitals relying more on government funding are more likely to engage in CCB activities.…”
Section: Institutional Pressures Of Publicness and Ccbmentioning
Recent research on publicness has called for nuanced attention to various aspects of publicness and their effects; in the meantime, public value research has remained largely theoretical and qualitative, calling for more empirical testing. Integrating these two different but related areas in the literature, this article examines how three publicness dimensions (regulative, normative, and cultural publicness) affect organizations' collaborative activities for community benefits. Using data from the 2009 American Hospital Association survey, this article shows that all three dimensions are positively associated with hospitals' collaboration for community benefits. Implications for future research on publicness, public value, and collaboration are discussed.
Evidence for Practice• Public organizations should pay more attention to the public value implications of their collaborative efforts, because not all collaboration creates community benefits. • Ownership still matters for public value creation, but other institutional forces are more important, which is particularly true in the contemporary era characterized by sector blurring. • Infusing a culture of public value and community benefits is critical for public organizations to achieve their public purposes.
“…Government not only triggered this move toward professionalization through its federal regulation (i.e., the Tax Reform Act of 1969) but also facilitated the move through its grants and contracts. Government agencies often establish sophisticated regulatory and procedural requirements, preformance standards, and monitoring and reporting systems for their contracts (Krashinsky 1990; Siegel 1999). To comply with these complex requirements, nonprofit contractors must rely more on experienced professional staff and less on volunteers, as well as adopt the routines and structures endorsed by government agencies (Frumkin and Kim 2002).…”
Chao Guo is an assistant professor in the School of Community Resources and Development and an affi liated faculty member of the Center for Nonprofi t Leadership and Management at Arizona State University. His research focuses on nonprofi t governance, representation and responsiveness in nonprofi t organizations, and collaboration within and across sectors. Since Alexis de Tocqueville published his classic work Democracy in America (1835 ) , American pluralist theorists have discussed the democratic role of nonprofi t organizations at the institutional level. Central to the pluralist understanding of the democratic functions of nonprofi t organizations is the notion that nonprofi t organizations are the primary means by which the interests of citizens are represented to the state ( Warren 2001, 83 ). Th e power of such representational eff ects depends in part on the representational capacities of nonprofi t organizations -that is, the capacities of organizations to communicate the interests of their constituencies by establishing representative governance processes ( Rosenblum 1998;Warren 2001 ).
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