Public Sector Lecture Notes

-Home Test

  • Review visitor lectures and core lecture content.

  • Multiple-choice questions will draw from both lecture content and the textbook.

  • Tutors will hold floating office hours from Monday to Wednesday in the hubs.

Public Sector Experience

  • Corrections Officer:

    • Worked at a prison after running out of funds during MA.

    • Sought firsthand experience of prison environment.

    • Used experience to inform PhD research.

  • Ministry of Social Development (MSD):

    • Worked in research and evaluation unit on the terrace.

    • Commuted from Auckland to Wellington monthly.

    • Evaluated the wage subsidy scheme during COVID-19.

Public Sector Structure

  • Lecture based on readings from Claire Templin, Janine Hayward, and Rose Cole.

  • Topics to be covered:

    • Public sector structure.

    • Differences in autonomy and governance.

    • Public service conventions and responsibilities.

    • Public service reforms under neoliberalism.

Defining the Public Sector

  • Organizations administering or providing services affecting various aspects of life in New Zealand.

  • Aims:

    • Supporting well-being of New Zealanders.

    • Delivering services.

    • Serving current and subsequent governments.

    • Supporting democratic operations.

  • Includes public servants in policy analysis and service delivery roles.

  • Public servants provide free and frank advice.

Public Sector vs. Public Service

  • The public service is at the core with increasing levels of autonomy as you move outwards towards the broader public sector.

  • In universities, academics have more autonomy as critics and consciences of society compared to public servants who are more tightly controlled by politicians.

  • Example: Research at MSD was directed by government priorities, unlike academic research driven by personal interests.

Neoliberalism in the Public Sector

  • Right-wing ideology imported from the UK and US in the 1980s.

  • Advocates for free markets, privatization, and marketization of state activities.

  • How was the introduction of MMP linked to those neoliberal reforms?

    • The speed of neoliberal transformation in the 1980s led to a desire for a change in the political system.

    • MMP was introduced in 1996 but entrenched neoliberalism.

Public Service Responsibilities

  • Provision of policy advice to ministers.

  • Delivery of goods and services (operational function).

  • Regulation and review of other entities working on behalf of the government.

Central Agencies

  • Public Service Commission (formerly State Services Commission):

    • Appoints and reviews public service chief executives.

    • Investigates departmental performance.

  • Treasury:

    • Lead advisor on economic, financial, and regulatory policy.

    • Provides free and frank advice.

  • Department of Prime Minister and Cabinet (DPMC):

    • Advises the Prime Minister and Cabinet on policy priorities.

    • Advice driven by the government's current policy focus.

Key Conventions and Expected Behaviors

  • Impartiality: Treat all people fairly without bias.

  • Accountability: Take responsibility for work, actions, and decisions.

  • Ethics: Act with integrity, openness, and transparency.

  • Respect: Treat all people with dignity, compassion, and humility.

  • Responsiveness: Understand and meet people's needs and aspirations.

Political Neutrality

  • Non-partisan; public servants serve the government, not political parties.

  • Ensures continuity of service during government changes.

  • Public servants can belong to political parties and participate in protests but must not let politics influence their work.

Neoliberal Reforms and Public Service

  • Fourth Labour government initiated neoliberal transformation.

  • State Services Act 1988 and Public Finance Act 1989 led to changes.

  • Introduction of private sector management theories and managerialism.

  • Introduction of an audit culture.

  • Chief executives hired by the Public Service Commission signed performance agreements.

Evolution within the Public Service

  • Prior to the late 1980s: Managing inputs (deploying money and time).

  • 1990s: Managing outputs (plans, targets, and service specifications).

  • Early 2000s: Managing for outcomes (statement of intents, intervention logics).

  • 2010s: Collaborating for outcomes (better public services with specific targets).

    • Example: Increasing childhood vaccinations and high school completion rates.