The New Public

Despite predictions that 'new public management' would establish itself as the new paradigm of Public Administration and Management, recent academic research has highlighted concerns about the intra-organizational focus and limitations of this approach. This book represents a comprehensive analysis of the state of the art of public management, examining and framing the debate in this important area. The New Public Governance? sets out to explore this emergent field of research and to present a framework with which to understand it. Divided into five parts, the book examines: Theoretical underpinnings of the concept of governance, especially competing perspectives from Europe and the US Governance of inter-organizational partnerships and contractual relationships Governance of policy networks Lessons learned and future directions Under the steely editorship of Stephen Osborne and with contributions from leading academics including Owen Hughes, John M. Bryson, Don Kettl, Guy Peters and Carsten Greve, this book will be of particular interest to researchers and students of public administration, public management, public policy and public services management.

The New Public Health has established itself as a solid textbook throughout the world. Translated into 7 languages, this work distinguishes itself from other public health textbooks, which are either highly locally oriented or, if international, lack the specificity of local issues relevant to students' understanding of applied public health in their own setting. This 3e provides a unified approach to public health appropriate for all masters' level students and practitioners—specifically for courses in MPH programs, community health and preventive medicine programs, community health education programs, and community health nursing programs, as well as programs for other medical professionals such as pharmacy, physiotherapy, and other public health courses. Changes in infectious and chronic disease epidemiology including vaccines, health promotion, human resources for health and health technology Lessons from H1N1, pandemic threats, disease eradication, nutritional health Trends of health systems and reforms and consequences of current economic crisis for health Public health law, ethics, scientific d health technology advances and assessment Global Health environment, Millennium Development Goals and international NGOs

The New Public Service: Serving, not Steering provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is organized around a set of seven core principles: (1) serve citizens, not customers; (2) seek the public interest; (3) value citizenship and public service above entrepreneurship; (4) think strategically, act democratically; (5) recognize that accountability isn’t simple; (6) serve, rather than steer; and (7) value people, not just productivity. The New Public Service asks us to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. It celebrates what is distinctive, important, and meaningful about public service and considers how we might better live up to those ideals and values. The revised fourth edition includes a new chapter that examines how the role and significance of these New Public Service values have expanded in practice and research over the past 15 years. Although the debate about governance will surely continue for many years, this compact, clearly written volume both provides an important framework for a public service based on citizen discourse and the public interest and demonstrates how these values have been put into practice. It is essential reading fo students and serious practitioners in public administration and public policy.

Drawing on economics, organisational theory and politics, Jan-Erik Lane presents new public management from an analytical perspective.

This volume brings together the innovative ideas of 21 of America's leading governors and mayors expressed in their own words. The book features contributions carefully collected and selected over several years, including chapters by former Governors George Bush of Texas and Tommy Thompson of Wisconsin and Mayors Giuliani and Daley of New York and Chicago respectively. The editors have cast these varied contributions within the framework of "the New Public Management", whose main elements are: (1) reverting to core functions; (2) devolving authority and decentralizing; (3) "rightsizing", or limiting the size and scope of government; (4) restoring civil society; (5) adopting market principles; (6) managing for results, satisfying citizens, and holding government accountable; (7) empowering employees, citizens, and communities; and (8) introducing e-government and modern technology. Most of the chapters exemplify more than one of these elements. The most common theme of these officials is their use of market forces and principles to improve the conditions of their states and cities. Another common thread is empowering employees, citizens, and communities. Several officials describe their success in reforming education and others to their technological innovations and achievements; others describe their fundamental and thoroughgoing management reforms. States and cities-small and large-are represented here, and their leaders illustrate and illuminate the kinds of forward thinking that can profitably be adopted elsewhere to achieve similar success. This book is intended to help make that happen.

In New York - wie auch in vielen anderen Großstädten - wächst die Zahl der öffentlichen Plätze, die Privatpersonen gehören und auch privat betrieben werden. Als Gegenleistung für die Schaffung dieser Plätze und Einrichtungen, erhalten die Erbauer von der Stadt Sonderkonzessionen (in der Regel für die Gebäudehöhe). Dieses Buch dokumentiert und beschreibt anhand von Fotos, Lageplänen und Karten über 300 öffentliche Plätze in New York, die in privater Hand sind. Zu den bekanntesten zählen u.a. das Trump Tower Atrium, die Sony Arkade und die Citicorp Mall. Jede Beschreibung enthält Informationen zu Größe, Fertigstellungsdatum, Architekten/Landschaftsarchitekten, Gebäudeeigentümer, Öffnungszeiten und Lage. Zu den Abbildungen gehört jeweils ein Foto sowie eine maßstabsgetreue Zeichnung, die verdeutlichen, wie sich der Bau in die angrenzende Gebäude-/Straßenlandschaft einpaßt. (y05/00)

How policymakers should guide, manage, and oversee public bureaucracies is a question that lies at the heart of contemporary debates about government and public administration. In their search for better systems of public management, reformers have looked in particular at the United Kingdom, Australia, and New Zealand. These countries are exemplars of the New Public Management, a term used to describe distinctive new themes, styles, and patterns of public service management. Calling for public management to become a vibrant field of public policy, this valuable book consolidates recent work on the New Public Management and provides a basis for improving research and policy debate on managing public bureaucracies. A copublication with the Russell Sage Foundation

Petersen and Lupton focus critically on the new public health, assessing its implications for the concepts of self, embodiment and citizenship. They argue that the new public health is used as a source of moral regulation and for distinguishing between self and other. They also explore the implications of modernist belief in the power of science and the ability of experts to solve problems through rational administrative means that underpin the strategies and rhetoric of the new public health.

This book offers a comprehensive and multidisciplinary analysis of the impact of the new public management in the UK and throughout the world and situates these lessons in a broader comparative perspective.

This volume provides an introduction to, and assessment of, the major organizational changes in Britain's public services since the late 1970s which have collectively been identified as the emergence of a "new managerialism".