Abstract

In a project on the roles and skills of the 21st-century public servant, interviews with public service workers highlighted three boundaries of public and private: relating to ethics, careers and identities. Two contingent factors shape the capacity of staff to be able to reconcile the public and private aspects of their work: the degree of fiscal austerity and the scope for reflective practice. Strategic workforce planning needs to support staff to manage the different versions of public and private.

Highlights

  • In a project on the roles and skills of the 21st-century public servant, interviews with public service workers highlighted three boundaries of public and private: relating to ethics, careers and identities

  • The project built on the University of Birmingham Policy Commission (2011) into the ‘Future of Local Public Services’, which identified the need to pay attention to the changing roles undertaken by public servants and the associated support and development needs

  • Exploring public service work through counterposing the public and private is not a new approach, but here we consider three framings of the public and private which are resonant for people working in the current context of public services, adjusting to long-term austerity and technological change

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Summary

University of Birmingham

DOI: 10.1080/09540962.2016.1162592 License: Creative Commons: Attribution (CC BY) Document Version Publisher's PDF, also known as Version of record Citation for published version (Harvard): Needham, C & Mangan, C 2016, 'The 21st-century public servant: working at three boundaries of public and private', Public Money & Management, pp. 265-272. https://doi.org/10.1080/09540962.2016.1162592

Link to publication on Research at Birmingham portal
Catherine Needham and Catherine Mangan
Conclusion

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