Public service is a fundamental aspect of any functioning society. It encompasses the provision of essential services such as education, healthcare, and public safety, among others, to the citizens. The public sector, which comprises public service organisations, is responsible for ensuring that these services are delivered effectively and efficiently. However, there has been a growing trend of managing public sector organisations like private sector entities. This trend has raised concerns about the erosion of public value, which is at the core of public service delivery. In this article, we explore the concept of publicness in public service and why public sector organisations should not be managed like private sector entities.
Publicness In Public Service
The publicness of public service refers to the unique characteristics that distinguish it from private service provision. These characteristics include the non-rivalry and non-excludability of public goods, the duty to serve all citizens regardless of their ability to pay, and the accountability to the public. The delivery of public services is often shaped by political, social, and economic factors, which are not typically present in private sector entities. Public service organisations are accountable to the public, and their success is measured by the extent to which they deliver public value.
Public value refers to the value that public service organisations create for the public. It encompasses not only the benefits that are provided to the public but also the impact that these benefits have on society as a whole. Mark Moore, a professor of public management at Harvard Kennedy School, argues that public value is the essence of public service. He contends that public value is created by addressing public problems and achieving public purposes. Public service organizations exist to address social problems and provide essential services to the public. Therefore, the delivery of public value should be at the core of their operations.
Why Public Sector Organisations Shouldn’t Be Managed Like Private Sector Entities
The private sector is primarily driven by profit and shareholder value, while the public sector is driven by public value. Managing public sector organisations like private sector entities can result in the erosion of public value. Private sector management practices such as performance-based incentives, market competition, and outsourcing may not always align with the public service ethos. Public sector organisations need to be managed in a way that reflects their unique characteristics and the delivery of public value.
Marriana Mazzucato, an economist, argues that public sector organisations play a vital role in driving innovation and economic growth. She contends that public sector organisations should not be seen as passive regulators but as active investors in the economy. Public sector organisations are responsible for investing in research and development, infrastructure, and education, among other areas that drive innovation and economic growth. The public sector’s role in driving innovation and economic growth underscores the importance of managing public sector organisations differently from private sector entities.
In Nigeria, there have been several instances where the management of public sector organisations has been likened to that of private sector entities. For instance, the privatisation of public utilities like electricity, water, and telecommunications has been touted as a way to improve efficiency and service delivery. However, the outcomes of these privatisations have been mixed, with some sectors experiencing improved service delivery while others have seen a decline in service quality.
The example of the privatisation of the power sector in Nigeria is instructive. In 2013, the government sold off power generation and distribution assets to private sector investors in a bid to improve the country’s electricity supply. However, nine years after the privatisation, the country is still plagued by chronic power outages and low electricity supply.Critics of the privatisation argue that the private sector investors are more interested in making profits than in improving service delivery.
Another example is the use of performance-based incentives in the public sector. In recent years, there has been a growing trend of using performance-based incentives to motivate public sector workers to improve their performance. However, the use of such incentives can be problematic in the public sector context. For instance, incentives that are based solely on quantitative targets can result in the manipulation of data and the prioritisation of short-term gains over long-term outcomes.
The essence of public service delivery is the creation of public value. Public sector organisations in Nigeria should be managed in a way that reflects the unique characteristics of public service delivery. For instance, public sector managers should prioritise the delivery of public value over profit maximisation. The accountability of public sector organisations to the public should be maintained, and their success should be measured by the extent to which they deliver public value.
In conclusion, Nigerian policymakers must be reminded that, public sector organisations exist to provide essential services to the public and address social problems. They operate in a unique environment that is shaped by political, social, and economic factors. Managing public sector organisations like private sector entities can result in the erosion of public value, which is at the core of public service delivery. Hence, public sector organisations need to be managed in a way that reflects their unique characteristics and the delivery of public value. The means that the publicness of public service must be preserved, and the delivery of public value must be at the core of public sector management.
