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In this latest volume of the Critical Perspectives on International Public Sector Management series, Professors John Diamond and Joyce Liddle have gathered leading scholars and new research to help discern some immediate areas of public policy making that have been impacted by the Covid-19 pandemic. With this new profoundly different context, “business as normal” is seen as no longer viable.
Reimagining Public Sector Management delves into the crisis and emergency management of the pandemic, exploring the ways in which different agencies responded to the pandemic and the lessons learnt in terms of disaster planning and co-ordination. Chapters analyse the ways in which health services and the associated work linked to vaccine development provided significant lessons for those involved in public policy making and analysis before highlighting the emergence of a new consensus on the role of public agencies and institutions could play in the post pandemic environment as captured in the slogan “Build Back Better”.
John Diamond is Emeritus Professor of Public Policy and Professional Practice at Edge Hill University in the UK. His research focuses on understanding why and how agencies and organisations collaborate and what they gain from such relationships.
Joyce Liddle is Professor of Public Leadership and Enterprise at Newcastle BS, Northumbria University in the UK. Her research focuses on city and regional leadership and governance, public innovation and entrepreneurship, partnerships, networks, and vulnerability.
Chapter 1. Introduction; John Diamond and Joyce Liddle
Theme 1 Context Setting and Overarching Questions
Chapter 2. Reflections on Public Administration and Management In A Post-NPM, Post-Covid and Post-Wilsonian World; Anthony B L Cheung
Chapter 3. Enhancing Collaboration; Kristy Docherty
Theme 2 New Forms of Localism and Community Wealth Building
Chapter 4. A Stronger Public Sector? The New Public Enterprise; John Fenwick and Lorraine Johnson
Chapter 5. Community Wealth Building’ and ‘Clever Tendering’ For an Inclusive Local Economy; Dane Anderton and Paula Turner
Chapter 6. Post-Pandemic Renewal Has To Be Reimagined In Radical Ways: Making the Case for New Municipalism in Liverpool City Region; Peter Furmedge, Carl Hughes, Alan Southern, and Matt Thompson
THEME 3 Cross Cutting Questions for a Reimagined Public Sector
Chapter 7. Understanding Renewed Public Service Ethos (PSE) In Public Management: Policy, Purpose, and Pedagogy; Rory Shand, Stephen Parker, and Catherine Elliott
Chapter 8. Fostering Resilience in the Public Sector – Implications for Public Service Motivation; Roxana Corduneanu
Chapter 9. Using Open Government Data For Teaching Data Analytics In Public Sector Management; Tobias Polzer and Dunli Li
THEME 4 Service Reforms and the Concept of Risk
Chapter 10. Re-Imagining Ambulance Services Through Participation and Deliberation; Paresh Wankhade, Geoff Heath, and Peter Murphy
Chapter 11. Vulnerability and Risk – A Policing Paradox; Gareth David Addidle
Chapter 12. Conclusion; John Diamond and Joyce Liddle