Engaging Public Sector Clients: From Service-Delivery to - download pdf or read online

By John Alford

ISBN-10: 0230235816

ISBN-13: 9780230235816

ISBN-10: 1349308722

ISBN-13: 9781349308729

Exploring 3 wealthy circumstances throughout 3 international locations, this e-book indicates how govt enterprises desire their consumers to give a contribution effort and time to co-producing public providers, and the way companies can greater elicit this paintings from them, by means of supplying strong shopper provider and beautiful to their intrinsic wishes and social values.

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Sample text

Consumers in these cases are better described as beneficiaries than as customers. 4 Consider the ‘customers’ of a prison service: the prisoners. Usually they have a strong aversion to the service being delivered – indeed, some of them actively seek to avoid receiving it (Lamb 1987, 59; Flynn 1990, 134; Moore 1994, 301). In fact, this element of imposing obligations appears in the work of many public organisations, not just those engaged in law enforcement. Moore (1994, 301) employs the useful term ‘obligatees’ to characterise these members of the public whom the organisation is subjecting to legal obligations.

Member of public’ wants product or service? No (mediated by collective funding) Yes No – constrained by budget and/or laws Paying customer Yes Yes Yes – maximises subject to profitability Beneficiary No (client does not pay) Yes No – constrained by budget and/or laws Obligatee No (private value diminished) No No – constrained by laws/rules Role Citizen Organisation seeks to maximise supply of service? Client is drawn, between paying customers, beneficiaries, and obligatees, according to whether the member of the public wants the service and whether the organisation is seeking to maximise sales or is instead constrained by collective decisions about budgets or rules.

One was the rise, mentioned in the introduction, of antipathy to big government, with a concomitant search for alternatives to production by public sector employees. An important framework which gained impetus from this movement was known as ‘public choice’ or ‘the economic study of non-market decision-making’ (Mueller 1979, 1). Its main concern was to support privatisation and marketisation of public sector activities (Niskanen 1971; Savas 1983). However, two of its leading proponents in the field of public administration, Vincent and Elinor Ostrom, were the first to pay attention to ‘co-production’ in a public sector context.

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Engaging Public Sector Clients: From Service-Delivery to Co-Production by John Alford

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