Learning, Innovating and Performance in Post-New Public Management of Locally Delivered Public Services

Abstract

Commenting upon strands of post-new public management (NPM) debate, including Lapsley (2009) and Osborne (2010a) the article argues that as local public service organizations enter the age of austerity, performance driven by innovation and learning, will be an important feature of any NPM paradigm. The article suggests a theoretical framework for innovation in local public services: listening and learning, illustrating its usefulness by a case study of West Lothian Council, Scotland.

Key words:

• New public management
• learning
• innovation and services