Name-DivakarKumarJha

Rol
lno-1245
Topi
c-NewPubl i
cManagement

I
ntr
oduct
ion

Publi
cadmi ni
strat
ionhasundergoneaseachangei nresponsetonew i nputsf rom the
contemporar
ysocioeconomicandpol it
icalscene.I
thasgonet hroughv ariousst agesinit
s
evol
uti
onandgr owthasanacademi cdisci
pli
ne.Theevol
uti
onaryprocessi ndicatestheshift
ing
boundari
esoft hediscipl
i
neinresponset oconstant
lyemergi
ngsoci alneeds.NewPubl ic
Management( NPM)canbest atedasanewsetofexper i
mentsi npubl i
csectormanagement
i
nformedwi t
hthemar ketpri
nci
plesoeconomyt omakeai l
ingpubli
csect oreffective.

NewPubl
icManagement

NewPubl i
cManagementi sdi
f f
icul
ttodef inebecause,mor ethanmer el
yaconcept ,NPM is
adivi
nity( Hood,2005).Orasetofdoct r
inalbeliefs(Barzel
ay,managementi nformedwi th
thr
eeE’ s—2000) .NPM cal lsforapar adigm shi f
tinpubl i
cEffi
ciency,Economy ,And
Eff
ecti
v eness.Itdiffer
sf rom theWeber i
anandWi lsoni
anpar adi
gm ofofpubl ic
administrati
on.SectorTheNPM r efor
mshav ei mplied,amongother,twov isi
blechanges:t he
i
mpor t
at i
onofpr i
vatesect orpracti
cestot heinternalworki
ngsofpubl i
cadmi nistr
ati
onsand
theexternal or
ganizati
onofpubl ic.
administr
ati
onsasquasi ‐markets.emer gedasamet hodof
managementt oreacht hesetgoal soft hestateensur i
ngtNPM r ansparencyand
accountabi l
i
tyinbureaucracy.

NPM quest i
onedthetraditi
onalpr act i
cesandhadandi mpactandr ol
etoplay.eytrai t
sof
Reinv
ent ingt hegovernment,inclusi onofmar ketinst ateoperati
onst oapplymarket
fr
amewor ketccanbeseenast hekNPM.I tquest i
onedt heoldpatter
nsofbeur ocracy .The
corev aluesofNPM canbet hei dentif
icati
onofcust omer sandr ei
nventi
om ofgov er nment,
democr atizat
ionli
stedas, decoloni zati
on,debeaur ocratisati
on.Whilepubli
cadmi ni
strationis
basedmuchmor eodr awsheav i
lyf r
om economi csandbusi nessadmi ni
str
ati
on.nPol i
ti
cal
sci
enceandl aw,NPM I t
’sfocusi soncust omeror i
ent ati
onandsatisf
acti
on.NPM giv esprimar
y
i
dentif
icat i
ondevisi
ngway sofmeet i
ngt heirrequirement s.

Ast hefoll
owi ngchar acteri
sti
cssuggest,:f
irstt het radi
ti
onal outputor i
entedadmi ni
str
ati
onwas
repl
acedbyt hepr ocessor ientedadmini
strationwi t
hemphasi sonper for
mancei ndi
cator
s,
eval
uat i
onsandper formancer elat
edpayandqual i
tyimprovement .Second,thefocusi sonthe
fl
exi
bl eprovisionofi ndi
viduali
sedproductsi nsteadof' col
lectivepr ov
isi
on'.Hence' cust
omer'
repl
aces'theci ti
zen'
, andt he'producti
onl i
keofpubl i
cadmi ni st
rati
onisbr okendowni nt
o
i
ndividualpiecesf or' contract
ingputor' pri
v ati
sat i
on'.Thir
d,'clusterinwhoi chautonomous
agenciesorI nsti
tuti
onsout sidetheformal gov ernmentar ei nductedingov ernanceas
'
compl ementar yst r
uct ur
es'ofpubl i
cadmi nistration.Finall
yt hereisacl earshi f
tofgeneral
emphasi sfrom pol icyt omanagementwi thf ul
l costconsci ousnessbef oremaki ngany
deci
sion.

Thenew publ i
cmanagementi ncont rasttool dert r
adi t
ionalbureaucr acyofferedt o“ ag
organizat
ionstakingoutt heemphasi sf rom ofwhatwasseenasapassi v
er uleil
ize”public
focusedconductoft hepublicor ganizati
onsandi t
smember st owar dsanact i
v eclient(or
goal)NPM seekedt oempowerpubl i
cmanager focusedconduct .
Fort hisendt hesand
organizat
ionsbotht hroughemulat i
onofpr ivat
ebusi nessmanagementpr acti
ces( as
downsi zi
ngorgani
zat i
onstoconcent rateont hei
rcor epr oductsorclients,oradopt ionofgoal -
ori
entedeconomi cincentiv
eswi t
hint heorganization)andt headopt i
onofmar ket-mechani sms
withi
nt hepubli
csector,suchaspr ivati
zati
onorout sourcingbothpubl icor gani
zationsor
functi
onsduet heperceivedgreateref f
ici
encyoref fecti
venessofpr i
vateor ganizations.

Theoreti
calandnormati
vepri
ncipl
esweremost lyinspi
redbythewri
tingsofWoodrowWil
son,J.S.
Mil
l andMaxWeber ;andotherdominantinf
luencescamef r
om theScienti
fi
cManagementSchool
oftheearly"t
wenti
ethcent
ury,andl
aterfr
om mai nstr
eam or
ganisat
iontheory.

TheNPM doct r
inewast ermedbyChristopherHood( 1991)
,andlabel
l
edi nvar
ioustermssuchas
manageri
ali
sm (Poll
i
t,1995),marketbasedappr oachtopubl
icadminist
rat
ion(Lanand
Rosenbl
oom, 1992),entrepr
eneur
ial/reinventi
nggov er
nment(OsbornandGaebl er
,1992),and
postbeur
ocrati
cparadigm (Bar
zel
ay,1993) .

Intheear l
y1990s, OsborneandGaebler’s(1992)landmarkwor k,Rei
nventingGov er
nment ,
broughtmanyoft heNPM pr i
ncipl
estot heworld.
OsborneandGaebl erintendedt enprinci
plest
o
serveasanewconcept ualf
rameworkf orpubli
cadmi ni
str
ation—ananal y
ticalcheckl
istto
transfor
mt heactionsofgov ernment.Tocar r
youtt heref
orm agenda,Osbor neandGaebl er
providetenpri
nciplesunderlyi
ngrei
nvent i
onandpubl i
centrepreneur
ship:

1.Cat
aly
ticgov
ernment
:st
eer
ingr
athert
hanr
owi
ng

2.Communi
ty-
ownedgov
ernment
:empower
ingr
athert
hanser
ving

3.Compet
it
ivegov
ernment
:inj
ect
ingcompet
it
ioni
ntoser
vicedel
i
ver
y

4.Mi
ssi
on-
dri
vengov
ernment
:tr
ansf
ormi
ngr
ule-
dri
venor
gani
zat
ions

5.Resul
ts-
ori
ent
edgov
ernment
:fundi
ngout
comes,
noti
nput
s

6.Cust
omer
-dr
ivengov
ernment
:meet
ingt
heneedsoft
hecust
omer
,nott
hebur
eaucr
acy

7.Ent
erpr
isi
nggov
ernment
:ear
ningr
athert
hanspendi
ng

8.Ant
ici
pat
orygov
ernment
:pr
event
ionr
athert
hancur
e

9.Decent
ral
i
zedgov
ernment
:fr
om hi
erar
chyt
opar
ti
cipat
ionandt
eamwor
k

10.Mar
ket
-or
ient
edgov
ernment
:lev
eragi
ngchanget
hrought
hemar
ket
.

Or
igi
nandComponent
s
NPM was, basicall
y ,
alate1990sdev el
opmentinthepubli
c-sectormanagementt hatgather
ed
muchmoment um wi t
hthere-i
nventi
ngmov ementandgov ernancediscoursein1990s.Theorigi
n
ofNPM canbet racedbackt oadministr
ati
veref
orm measuresi ntheWest, t
obemor especifi
c,i
n
theOrgani
zationf orEconomicCooper ati
onandDevelopment( OECD).NPM canbeconsi der
edas
theoutcomeofMi nnowbr ookConferenceII
,whi
chwashel din1988, alandmar ki
ntheev ol
uti
on
ofpubli
cadmi nistrati
on.

Dif
ferentaut
horshav
estat
esmanykeyfeatur
esofNPM.Aut
hor
sli
keHood,
Nichol
asHenr
y,
Patr
ickDunleav
yobserv
esdif
fer
entkeycomponent
sofNPM.

Chr
ist
opherHood

Hement
ionst
hef
oll
owi
ngast
heessent
ialdoct
ri
nesofNPM :

Hands-onprofessi
onal
managementinpubl
icsector:I
tseekst
odol
eoutext
raounceof
pr
ofessionalmanagerl
ikef
reedom t
opubl
icsector.

Expli
citstandardsandmeasuresofper
formance:NPM isinfavourofl
ayingoutexpli
cit
paramet ersofperfor
mance.I
notherwords,
defi
nit
ionsofgoals,t
arget
s,andindi
cator
sar et
obe
cl
earlyexpr essed.

Gr
eat
eremphasi
sonout
putcont
rol
s:NPM st
ressesonr
esul
tsr
athert
hanpr
ocedur
es.

Shif
ttodisaggr
egat i
onofunitsi
nthepublicsector:NPM i sproposedtobreakupf ormer
ly
monoli
thi
cst r
ucturesinthepubl
icsectorint
o‘ manageable’unit
s.Moreover,
italsoasksfor
‘
unbundli
ngofU- form managementsystemsi ntocorpor
atizedunitsar
oundpr oducts,
operat
ingon
decent
ral
izedone- l
i
nebudgetsanddeal i
ngwithoneanot heronanar mslengthbasi s’
.

Shi
ftt
ogreat
ercompeti
tioninpubl
icsect
or:NPM,onpri
ncipl
e,i
sinfav
ourofinf
usingcompetit
ive
spi
ri
tamongpubli
csectorenter
pri
se.For
,compet
it
ionbr
ingsdownthecostofproduct
/ser
vice
andensur
eseff
ici
ency
.

Str
essonpr iv
ate-
sect
orsty
lesofmanagementpr act
ice:NPM l
aysemphasisonprovenpriv
ate
sectormanagementtool
sinor dertosal
vageailingpubli
csect
or.Si
ncethehier
archi
cal
bureaucrat
icmanagementtechniqueisi
ncreasinglyprov
edtobecounterpr
oducti
veforpubl
ic
sector,
NPM call
sforl
i
beralborrowingofpr
ivatesectormanagementtechni
que.

Stressongr eat
erdi
sci
pli
neandpar simonyinresourceuse:Fi
nall
y,NPM i
ssoughtt
oi mpose
greaterdi
scipli
neandeconomyinresourceuti
lizat
ionbyadopti
ngaseri
esofsteps,
namely,
cutti
ngdirectcost
s,r
aisi
nglabourdisci
pli
ne,r
esisti
nguniondemands,l
imit
ingcompl
iancecost
s
tobusiness,andsoon.

Ni
chol
asHenr
y

NicholasHenryhasi
dent
if
ied‘
fi
vefundamental
s’orf
iveA’
sofNPM:asal
ertness,agi
li
ty,
adaptabil
i
ty,
ali
gnmentandaccount
abil
it
y.Al
so,heobser
vest
hefol
l
owingfeatures:
Eff
ici
encyandef
fecti
veness:ci
ti
zensandpubl
icmanager
sal
ikeexpectt
hei
rsy
stem of
gover
nancetopr
ov i
demor ecost-
eff
ecti
veser
vicet
omorepeopl
e.

Independenceandaccount abil
i
ty:grant
ingpubli
cadmi nistr
ator
sgr eat
erf
lexi
bil
i
tyinmanagi
ng
theirgover
nment swouldaddt othei
rproducti
vi
ty,butenhancedf r
eedom cannotbeat
tai
nedatthe
expenseoft hei
raccountabil
i
tytothelaw,prof
essionalvaluesandpublici
nter
ests.

Competi
tionandcol
l
aborati
on: Gov
ernment
scompeteandcol
labor
atewi
thot
hergover
nments,
companiesandnon-
prof
itorgani
sat
ionst
oenhancepubl
i
cperf
ormanceandci
ti
zenpart
ici
pat
ion
i
ngovernance.

Highperfor
mancepublicagenci
es:Thecharact
eri
sti
csofhi ghper
for
mancepubli
cagencies
i
ncludeeuseofagilit
y,adapt
abi
li
ty,
aler
tnessinanti
cipat
ingandsolvi
ngprobl
emsandt he
aggressi
veuseofi
nformati
on.

Pat
ri
ckDunl
eav
y

Dunleavyi denti
fiesthei ncent
ivi
zati
on.t
hr eekeycomponent sofNPM asdi saggregati
on,
compet i
ti
onandThef i
rsti mportantel
ementdi saggregat
ionwhi
chmeansr eferst oupt he
bureaucracyintosmal lercomponent swi thunderl
yingemphasisonfl
atteninghi er
archiesand
fl
exibi
li
sation.Compet it
ionont heotherhandseekst oinf
usecompeti
ti
veser vicepr ovi
der s.In
thecaseofi ncenti
vi
zationi ti
ncludessev er
alelementssuchasspeci
fyi
ngpr opertyri
ght s,anti
rentseekingmeasur es,mandat oryef
fi
ciencydi
videndsetc.

NewPubl icManagementPer specti

vehassubj ectedt ocri
ti
calquesti
oningthesi
ze,rol
eand
structur
eofpubli
csector.Conceptssuchasef f
iciencyofstat
ev s.market,
manageri
al
ori
entati
oningov
ernmentalacti
vit
ies,cont
ract
ingoutandpr i
vati
sati
onstart
edgai
ning
prominenceinmanycount r
ies.Certai
ncharacter
isti
csofNPM canbel i
stedasfoll
ows:

1.
Anemphasi
sonmanager
ialski
l
lst
ocompl
ementpol
i
cymaki
ngski
l
ls

2.Di
saggregat
ionoflargepubli
corgani
sat
ionsi
ntosepar
atesel
funi
tshav
ingt
hei
rown
goal
s,pl
ansandr equisit
eautonomy.

3.Adopt
ionofpr
ivat
esect
ormanager
ial
cont
ainedpr
act
icesbypubl
i
csect
or

4.Set
ti
ngexpl
i
citmeasur
abl
eper
for
mancest
andar
dsf
orpubl
i
cor
gani
sat
ions

5.Cont
rol
l
ingt
heper
for
manceofpubl
i
cor
gani
sat
ionbypr
eout
putmeasur
esdet
ermi
ned

6.Pref
erencef
orpr
ivat
eowner
shi
p,cont
ract
ingoutandcompet
it
ioni
npubl
i
cser
vice
prov
isi
on.

7.Promoti
ngcompet
it
ionbot
hamongpubl
i
csect
oror
gani
sat
ionsaswel
laspubl
i
cand
pri
vatesector
s.

8.St
rengt
heni
ngofst
rat
egi
ccapaci
ti
esatt
hecent
re.

9.Maki
ngser
vicesmor
eresponsi
vet
otheneedsoft
hecust
omerandensur
ingv
aluef
or
money
.

10.St
eer
ingr
oleofgov
ernmentr
athert
hanadi
rectpr
ovi
derofgoodsandser
vices

11.Useofi
nfor
mat
iont
echnol
ogyt
ofaci
l
itat
ebet
terser
vicedel
i
ver
y.

12.I
ntr
oduci
ngmar
ketpr
inci
ples.

13.Maki
ngpubl
i
cadmi
nist
rat
ioncust
omerdr
ivent
oenhanceser
vicesandef
fi
ciency
.

14.Der
egul
ati
ongt
hegov
ernmentact
ivi
ti
est
omar
ketr
esul
tor
ient
ed.

Sal
ientFeat
ures

1.
Rev
ampi
ngofor
gani
zat
ionalst
ruct
ure

NPM proposesat horoughrevampingofor

ganizati
onalstr
uctur
esothatitbecomesconduci
vet
o
l
eadershi
pwor k.Organizat
ional
restr
uct
uri
ngincludessimpli
fyi
ngor
ganizati
onalpr
ocedur
es,
f
lat
teningofhi
er ar
chiesandsoon.

2.
Empower
mentofci
ti
zens

Oneofthemajorhall
marksofNPM i
st heempowermentofci
ti
zens.I
tre-
conceptuali
sesciti
zens
as‘
acti
vecust
omer s’t
obealwayskeptingoodhumour.I
tcal
lsforahugeperceptualchange
amongthepubli
cbureaucr
at’
svi
s-à-
viscit
izens.

3.Gr
eat
eraut
onomyf
orpubl
icsect
ormanager

NPM cal l
sformoreautonomyt ot
hepubli
c-sect
ormanager
s.Unl
iketheircount
erpart
sint
he
pri
vat
esect or
,publ
ic-
sectormanager
shavet oworkwi
thi
nastri
ctregimeoflawsandby l
aws.
Hence,theyhavenoroom fori
nnovat
ionandcontempl
ati
on.NPM isinfavourofgreat
erel
bow-
room f
ormanager i
all
eadershi
p.

4.
Appl
icat
ionofper
for
mancemeasur
ementt
echni
que

Applicati
onofr i
gorousperformancemeasur ementt
echniquei sanot herhall
markofNPM.The
rootofper f
ormancemeasur ementasat echniqueofqualit
yassur ancehasi tsf
ir
stf orcef ul
advocacyi nFredri
ckTay l
or’
sSci entifi
cManagementTheor y.Thoughi thasbecomeahousehol d
namei npr i
vatesectorenterpr
isesf orquit
esomet ime,it
saccept ancei nthepubli
csect or
managementi sonlyarecentphenomenon.Thankst othe‘re-i
nventinggov er
nment ’mov ementin
theUSi nearly1990s,ahostofper formancemeasur ementt echni
quesl ikeTQM, count erservi
ces,
cit
izen’schart
erandsoon, havei ncreasi
nglybecomepar tofthebur eaucrati
cparlance.

5.
Dis-
aggr
egat
ionofpubl
icbur
eaucr
acy

Publicbureaucracyhasanuncannyknackofexpansi onandext r
av agance.Thepublicchoice
theorist
shaveshownhowbur eaucracyhasblownoutofpr oporti
onandeat enoutthevit
alsofa
givensociety.Parki
nsonhasunpackedt heint
ricaci
esofbur eaucraticexpansionbyhisfamous
Parkinson’
sLaw.NPM suggest sdis-aggregat
ionofpublicbureaucr aci
esintoagencies,
whi chwi
l
l
deal
wit
heachot
heri
nauser
-paybasi
s.

6.
Cost
-cut
ti
ng

NPM i
sstrongl
yadvocat
ingeconomyinpubl
i
csect
or.I
nspi
redbyNewRi
ghtphi
l
osophy
,NPM i
sin
f
avourofcost-
cut
ti
nginpubli
csector
.

7.
Goal
-or
ient
ati
on

Anot
heri
mpor
tantf
eat
ureofNPM i
sit
sgoal
-or
ient
ati
on.NPM i
sexcl
usi
vel
ycommi
tt
edt
ogoal
.

8.
Useofquasi
-mar
ket
sandcont
ract
ingoutt
echni
que

NPM encouragesquasi
-market
sandcont
ract
ingoutt
echni
quest
oensur
ebet
termanagementof
ai
l
ingcash-str
appedpubli
csector
.

9.
Emphasi
sonmanager
ialsuppor
tser
vice

NPM asksf
ormanagerialsupportser
vicetof
acil
i
tat
epubli
csectormanager
sreachi
ngthepre-set
tar
get
.Undermanager
ialsupportservi
ce,anar
rayofpol
i
cieshasbeenundert
akencol
lect
ivel
y
knownashumanresourcemanagement .

10.Or
gani
zat
ionalandspat
ialdecent
ral
izat
ion

NPM beli
evesi
ndecentr
ali
zedf
orm ofgov
ernance.I
tencour
agesal
lki
ndsofor
gani
zat
ional
and
spat
ial
decentr
ali
zat
ion.

Li
mit
ati
ons

Anumberofcr iticismsofNPM r eformshav eemer gedov erthey ears.NPM i sbasedonaconcept

ofagenci f
ication, decent ralizationandcl earassignmentofr olest omanager s.Thiscoul dl eadto
situati
onswher edecent ralizationhast heef fectofleadingt oaf orm ofcent rali
zati
onbypubl i
c
manager s.Chr ist opherHoodhasenuer atedsomemaj orobj ections: Fi
rst ,
despi t
et heinitialhypes
andhoopl as,NPM seemst ohav ewor kedonl yinsuper fici
al level,l
eav i
ngmostoft heol d
problemsandweaknessesi ntact .
Theonl ysubst antialchanget hathasoccur redisint hel anguage
thatthepubl i
cmanager sspeaki npubl i
c.Second, NPM’ scl aim ofeconomyorcost -cutti
ngal so
soundshol lowasi tfai
l
edt oBr ingdownt hecostperuni tofser vice.Cr i
ticsar guethatt henet
resultofNPM i san‘ aggr andi zementofmanagement ’
and‘ rapi dmi ddlel evel bur
eaucr ati
zat i
onof
newr eportingsy st em’,whi chI nef f
ecthamper edpubl i
cser v i
ce.Thi rd,NPM ont hepr etextOf
promot i
ngpubl i
cgoodact uallyser vest he‘careerinterestofAnel i
tegr oupofnewmanager i
ali
sts
(namel y,
thet opmanager s, Official
s,managementconsul tant s,businessschool s).Four th,NPM’s
claim ofuniversal applicabi lit
yisal sonott enableasdi fFerentadmi nistrativev al
uescal lfor
differ
entadmi ni st rat
ivedesi gns.

NPM hascomeunderser i
ouschall
enges, especial
l
yaboutt hewayi thasbeenpackagedand
mar ket
ed.Cri
ti
cism agai
nstNPM r angesf rom questi
oningit
’sclai
m ofuni v
ersal
i
ty(Hood)to
proclamati
onofitsdeath(Dunleavy
) .ChristopherPoll
itseesNPM asar eviv
alofTayl
or’
ssci ent
if
ic
managementt heory,whichaccordingt ohim, arecontraryt
ot hedevelopmentoforganisat
ional
behav i
or.Anumberofst udieshavedi scussedt heundemocr ati
cimplicat
ionsofNPM, especial
ly
i
t’
sincl
inati
ontoestabli
sha‘supermarketst
ate’
model.NPM styl
ereformshav ebeenwidel
y
associ
atedwithneoli
beralt
hinki
ngandbl amedfort
heiref
fectonpublicser
vicesethos,
the(un)
equalt
reatmentofcit
izensandacorrespondi
ngdecli
neinthecoheshionoflocalcommuniti
es.

Concl
usi
on

Broadlyunderstoodastheimplement ati
onofmanagementi deasf r
om thepr
ivatesect orint
o
thepublicservi
ces,asusualintheli
terat
ure,NPM hast ransformedhow administrat
ions
wor k.
admi ni
str
ati
onsallovertheglobehav etakenmeasur esinthethr
eemaint hemesofNPM:
compet it
ionbetweenpubli
candpr ivateprovi
ders,
incent
ivestopublicemploy
ees, andt he
disaggregati
onofpublicorganizat
ions.

NewPubl icManagement( NPM)hasemer gedasamanagementt oolforachieving

development algoal s.Despiteit
sfocusonr ollbackofst ate,thereper sist
sagr owi ng
concernaboutt hegov ernment’scrucialrol
eincr eati
ngasoundenv i
ronmentf ori t
sci tizens.
Publicadmi nistrati
on,nodoubti ssl ow mov ing,cauti
ousascompar edtomanagement .But
the‘publ
icness’ aspecti ni tshoul
dnotbesi deli
ned.Manager i
al or
ientat
ionasappl icabl eto
thepubli
cdomai nhast osupportgov ernmentandci ti
zens.Whatisneededi spubl i
cser vi
ce
ori
entati
on,decent r
ali
sati
onandnet wor ki
ngofpubl icagencies.Nodoubt ,t
herei scl ear
evi
denceofgr eaterexchangesbetweenpubl i
candpr iv
atesect orsandadesi ret obr ing
ref
ormsi nt hest r
ucture,funct
ionsandwor kcultureofgov er
nmentor ganisat
ions.

Publi
cadmi ni
strati
on, i
nt hepresentt imes, i
sbecomi ngcompl exandi nt hisscenar i
o,i
tis
movt owardsenl ightenedpubl icgov ernance.Itisthecoi ngexistenceofgov ernment,market
andci vi
lsocietyor ganisati
onswor kingtowar dsenhanci ngoppor t
uniti
esf ortheandDenhar dt
suggest,NPM needst oev olvealongtwel lbeingofi tsci ti
zens.AsDenhar dthelinesof
New Publ i
cSer vice( NPS)whi chpr opagatespublicinterest,
actingdemocr at
ical
lyandensuring
theaccountabil
it
yofpubl i
cser vantsnotonl yt omarket ,
butal sot ocommuni tyval
ues,cit
izen
i
nterests,
valui
ngpeopl e,cit
izenship,publi
cser vi
ceabov eent repreneurship.Thiscal l
sfor
dif
ferentkindsofcol laborati
vepar t
nerships,net
working, t
herebystri
vingt owar dscombi ni
ng
economi cmanagementwi thsoci alval
ues.A balanceneedst obemai ntainedbetween
manager i
alref
ormsandgov ernancechal l
enges.