New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries
This paper begins with a review of the broad motivations behind the New Public Sector Management (NPSM), including intrinsic differences between public and private organizations that appear to impact on incentives and performance. The experience in...
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| Format: | Working Paper |
| Language: | English en_US |
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World Bank, Washington, DC
2013
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| Online Access: | http://documents.worldbank.org/curated/en/2004/09/7065916/new-trends-public-sector-management-health-applications-developed-developing-countries http://hdl.handle.net/10986/13752 |
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okr-10986-137522021-04-23T14:03:09Z New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries Shaw, R. Paul ACCOUNTABILITY ACCOUNTING AGGRESSIVE AUDITING AUTONOMY BORROWING CAPACITY BUILDING CIVIL SERVICE CLINICS DEBT ECONOMIC PERFORMANCE EDUCATION EMPLOYMENT EQUIPMENT FINANCIAL SYSTEMS FISCAL DEFICITS GROSS DOMESTIC PRODUCT HEALTH HEALTH CARE HEALTH OUTCOMES HEALTH SERVICES HOSPITALS HOUSING IMMUNIZATION INCOME INCOMES INFORMATION CAMPAIGNS INSTITUTIONAL DEVELOPMENT INSTITUTIONAL ECONOMICS INSURANCE ISOLATION MANAGEMENT INFORMATION SYSTEMS MEDICINES NATIONAL BANKS NUTRITION PLASTIC SURGERY POLITICAL COMMITMENT POLITICAL ECONOMY POLITICAL POWER POSITIVE EXTERNALITIES PRIVATE GOODS PRIVATE SECTOR PRIVATIZATION PROFITABILITY PROPERTY RIGHTS PUBLIC PUBLIC ADMINISTRATION PUBLIC AGENCIES PUBLIC ENTERPRISES PUBLIC EXPENDITURES PUBLIC FUNDS PUBLIC GOODS PUBLIC HEALTH PUBLIC HOSPITAL PUBLIC HOSPITALS PUBLIC HOUSING PUBLIC INSTITUTIONS PUBLIC MANAGERS PUBLIC MONOPOLY PUBLIC OFFICIALS PUBLIC PROVIDERS PUBLIC REVENUES PUBLIC SECTOR PUBLIC SECTOR MANAGEMENT PUBLIC SECTOR MANAGERS PUBLIC SECTOR ORGANIZATIONS PUBLIC SECTOR PERFORMANCE PUBLIC SECTOR REFORM PUBLIC SERVICE PUBLIC SERVICE DELIVERY PUBLIC SERVICE PROVISION PUBLIC SERVICES PUBLIC SPENDING RESOURCE ALLOCATION RESOURCE ALLOCATIONS RETURN ON INVESTMENT REVENUE SOURCES SAVINGS SOCIAL SERVICES STATE OWNED ENTERPRISES SUSTAINABLE FINANCING TAX TAX COLLECTION TAX REVENUES TAXATION TECHNICAL ASSISTANCE TELECOMMUNICATIONS TRANSACTION COSTS TRANSPARENCY TREASURY UTILITIES VOTERS WASTE WORKERS This paper begins with a review of the broad motivations behind the New Public Sector Management (NPSM), including intrinsic differences between public and private organizations that appear to impact on incentives and performance. The experience in selected OECD countries is reviewed where the financing and delivery of health and other social services is heavily socialized with a strong public sector role, taxpayers have expressed dissatisfaction with traditional modes of public sector management, and NPSM reforms have been hotly debated. Part II of the paper then describes the NPSM paradigm in terms of three building blocks that influence the performance of public agencies and the behaviors of employees who work for them. It explains how leverage points within the NPSM paradigm are expected to create incentives for improved performance. It is when all three building blocks of the NPSM paradigm work together that synergies are expected to take place, and that continuous improvements in the performance of public agencies are expected to be generated over time. Part III illustrates five organizational strategies that can be used to introduce NPSM into public agencies in the national health system. Much of Part III refers to developing country applications. 2013-06-04T20:51:18Z 2013-06-04T20:51:18Z 2004-09 http://documents.worldbank.org/curated/en/2004/09/7065916/new-trends-public-sector-management-health-applications-developed-developing-countries 1-932126-76-7 http://hdl.handle.net/10986/13752 English en_US Health, Nutrition and Population (HNP) discussion paper; CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Publications & Research :: Working Paper Publications & Research |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
ACCOUNTABILITY ACCOUNTING AGGRESSIVE AUDITING AUTONOMY BORROWING CAPACITY BUILDING CIVIL SERVICE CLINICS DEBT ECONOMIC PERFORMANCE EDUCATION EMPLOYMENT EQUIPMENT FINANCIAL SYSTEMS FISCAL DEFICITS GROSS DOMESTIC PRODUCT HEALTH HEALTH CARE HEALTH OUTCOMES HEALTH SERVICES HOSPITALS HOUSING IMMUNIZATION INCOME INCOMES INFORMATION CAMPAIGNS INSTITUTIONAL DEVELOPMENT INSTITUTIONAL ECONOMICS INSURANCE ISOLATION MANAGEMENT INFORMATION SYSTEMS MEDICINES NATIONAL BANKS NUTRITION PLASTIC SURGERY POLITICAL COMMITMENT POLITICAL ECONOMY POLITICAL POWER POSITIVE EXTERNALITIES PRIVATE GOODS PRIVATE SECTOR PRIVATIZATION PROFITABILITY PROPERTY RIGHTS PUBLIC PUBLIC ADMINISTRATION PUBLIC AGENCIES PUBLIC ENTERPRISES PUBLIC EXPENDITURES PUBLIC FUNDS PUBLIC GOODS PUBLIC HEALTH PUBLIC HOSPITAL PUBLIC HOSPITALS PUBLIC HOUSING PUBLIC INSTITUTIONS PUBLIC MANAGERS PUBLIC MONOPOLY PUBLIC OFFICIALS PUBLIC PROVIDERS PUBLIC REVENUES PUBLIC SECTOR PUBLIC SECTOR MANAGEMENT PUBLIC SECTOR MANAGERS PUBLIC SECTOR ORGANIZATIONS PUBLIC SECTOR PERFORMANCE PUBLIC SECTOR REFORM PUBLIC SERVICE PUBLIC SERVICE DELIVERY PUBLIC SERVICE PROVISION PUBLIC SERVICES PUBLIC SPENDING RESOURCE ALLOCATION RESOURCE ALLOCATIONS RETURN ON INVESTMENT REVENUE SOURCES SAVINGS SOCIAL SERVICES STATE OWNED ENTERPRISES SUSTAINABLE FINANCING TAX TAX COLLECTION TAX REVENUES TAXATION TECHNICAL ASSISTANCE TELECOMMUNICATIONS TRANSACTION COSTS TRANSPARENCY TREASURY UTILITIES VOTERS WASTE WORKERS |
| spellingShingle |
ACCOUNTABILITY ACCOUNTING AGGRESSIVE AUDITING AUTONOMY BORROWING CAPACITY BUILDING CIVIL SERVICE CLINICS DEBT ECONOMIC PERFORMANCE EDUCATION EMPLOYMENT EQUIPMENT FINANCIAL SYSTEMS FISCAL DEFICITS GROSS DOMESTIC PRODUCT HEALTH HEALTH CARE HEALTH OUTCOMES HEALTH SERVICES HOSPITALS HOUSING IMMUNIZATION INCOME INCOMES INFORMATION CAMPAIGNS INSTITUTIONAL DEVELOPMENT INSTITUTIONAL ECONOMICS INSURANCE ISOLATION MANAGEMENT INFORMATION SYSTEMS MEDICINES NATIONAL BANKS NUTRITION PLASTIC SURGERY POLITICAL COMMITMENT POLITICAL ECONOMY POLITICAL POWER POSITIVE EXTERNALITIES PRIVATE GOODS PRIVATE SECTOR PRIVATIZATION PROFITABILITY PROPERTY RIGHTS PUBLIC PUBLIC ADMINISTRATION PUBLIC AGENCIES PUBLIC ENTERPRISES PUBLIC EXPENDITURES PUBLIC FUNDS PUBLIC GOODS PUBLIC HEALTH PUBLIC HOSPITAL PUBLIC HOSPITALS PUBLIC HOUSING PUBLIC INSTITUTIONS PUBLIC MANAGERS PUBLIC MONOPOLY PUBLIC OFFICIALS PUBLIC PROVIDERS PUBLIC REVENUES PUBLIC SECTOR PUBLIC SECTOR MANAGEMENT PUBLIC SECTOR MANAGERS PUBLIC SECTOR ORGANIZATIONS PUBLIC SECTOR PERFORMANCE PUBLIC SECTOR REFORM PUBLIC SERVICE PUBLIC SERVICE DELIVERY PUBLIC SERVICE PROVISION PUBLIC SERVICES PUBLIC SPENDING RESOURCE ALLOCATION RESOURCE ALLOCATIONS RETURN ON INVESTMENT REVENUE SOURCES SAVINGS SOCIAL SERVICES STATE OWNED ENTERPRISES SUSTAINABLE FINANCING TAX TAX COLLECTION TAX REVENUES TAXATION TECHNICAL ASSISTANCE TELECOMMUNICATIONS TRANSACTION COSTS TRANSPARENCY TREASURY UTILITIES VOTERS WASTE WORKERS Shaw, R. Paul New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries |
| relation |
Health, Nutrition and Population (HNP)
discussion paper; |
| description |
This paper begins with a review of the
broad motivations behind the New Public Sector Management
(NPSM), including intrinsic differences between public and
private organizations that appear to impact on incentives
and performance. The experience in selected OECD countries
is reviewed where the financing and delivery of health and
other social services is heavily socialized with a strong
public sector role, taxpayers have expressed dissatisfaction
with traditional modes of public sector management, and NPSM
reforms have been hotly debated. Part II of the paper then
describes the NPSM paradigm in terms of three building
blocks that influence the performance of public agencies and
the behaviors of employees who work for them. It explains
how leverage points within the NPSM paradigm are expected to
create incentives for improved performance. It is when all
three building blocks of the NPSM paradigm work together
that synergies are expected to take place, and that
continuous improvements in the performance of public
agencies are expected to be generated over time. Part III
illustrates five organizational strategies that can be used
to introduce NPSM into public agencies in the national
health system. Much of Part III refers to developing country applications. |
| format |
Publications & Research :: Working Paper |
| author |
Shaw, R. Paul |
| author_facet |
Shaw, R. Paul |
| author_sort |
Shaw, R. Paul |
| title |
New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries |
| title_short |
New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries |
| title_full |
New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries |
| title_fullStr |
New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries |
| title_full_unstemmed |
New Trends in Public Sector Management in Health : Applications in Developed and Developing Countries |
| title_sort |
new trends in public sector management in health : applications in developed and developing countries |
| publisher |
World Bank, Washington, DC |
| publishDate |
2013 |
| url |
http://documents.worldbank.org/curated/en/2004/09/7065916/new-trends-public-sector-management-health-applications-developed-developing-countries http://hdl.handle.net/10986/13752 |
| _version_ |
1764424235016519680 |