International Public Management Network (IPMN)

The Science of Delivery, December 9-12, 2014. Hong Kong PDF Print E-mail


International Public Management Network and City University of Hong Kong


Conference accommodation: No registration is necessary. Lead authors of accepted papers have hotel rooms reserved for them. Co-authors of accepted papers will be contacted by the organizers to see if they will need a hotel room. If waitlisted or others wish to come, please contact Benny Chan This e-mail address is being protected from spambots. You need JavaScript enabled to view it for information on booking hotel rooms at a discounted rate of HK$950 a night (about US$120 a night).

Substantive focus of conference: Many countries are trying to understand why the policies put in place to reduce poverty and build shared prosperity are not leading to the results they want. The tensions we see in countries such as Greece, Nigeria, Egypt, Turkey, Brazil, Ukraine and India arise in part from the gap between rising expectations of citizens and their everyday experience. One way forward could be a new form of knowledge, the “science of delivery”. This concept is borrowed from the healthcare field, where the previous emphasis on understanding the causes and consequences of health issues, is shifting to give more attention to organizing, managing and financing health promotion. The challenges for health and other public services are both to improve the quality and accessibility of the services, and to manage citizen’s expectations so as not to get too far beyond the ability of their society to deliver.

Governments and development partners have a treasure trove of evidence using a mix of qualitative and quantitative methods linking successful delivery of interventions with local politics, culture, capacity, and other factors that affect delivery outcomes. However, some of this experience is not easily accessible, buried in lengthy reports, files, datasets, and as tacit knowledge in the heads of practitioners and evaluators. At the same time, there have been recent theoretical advances in many scholarly fields ranging from systems engineering, behavioral economics, complexity, and organizational development that are being exploited to help countries organize the emerging evidence on successful delivery to help them improve development results.   These new sources of knowledge help managers in adapting their projects to local conditions, ultimately resulting in a higher level of success.

Key elements of the “science of delivery” are to ensure that projects or interventions have adequate monitoring and evaluation (M&E) mechanisms, and to ensure these are linked to feedback loops to ensure management of expectations, continual learning, experimentation, results monitoring, and redesign based on experience. The conference will provide examples of such deeply contextual approaches to learning. Where learning is generalizable, examples will be given of mechanisms for taking ideas to scale through communities of practice and other forms of diffusion and implementation.

By creating better monitoring and evaluation systems, making available user-friendly evidence, linking evidence from monitoring information and evaluation to feedback-loops in learning, and enhancing the diffusion of information, researchers and evaluators can make greater contributions to advancing the science of delivery and ultimately lead to well-informed, evidence-based decision-making.

The conference will be limited to 40 participants, including scholars and practitioners from universities, think tanks, government agencies, and service providers from around the world. Paper have been accepted on the following sub-topics:


  • Improving service quality and accessibility: successes and failures;
  • Managing citizen's expectations for public services within society's ability to deliver;
  • Exploiting theoretical advances in systems engineering, medicine, economics and public; management to improve service delivery;
  • Adapting service delivery reforms to local context;
  • Financing service quality and accessibility improvements;
  • Using monitoring and evaluation and feedback loops.

Final papers should normally be between 4000 and 8000 words, and will be due November 9. Final papers will be displayed on the conference website.


Program co-chairs:

Professor Richard M. Walker, City University of Hong Kong

Dr. Clay Wescott, President, International Public Management Network

Program committee:

Professor Steve Kelman, Harvard University

Professor Alexander Kotchegura, Peoples' Friendship University of Russia

Professor Per Laegreid, University of Bergen

Professor Riccardo Mussari, University of Sienna

Professor Alasdair Roberts, Suffolk University Law School

Professor Nancy Roberts, Naval Post Graduate School

Professor Fred Thompson, Willamette University


Post-conference publication: Papers from the conference will be considered for publication in IMPN’s public management series in Emerald or Information Age Press.

In addition, all relevant conference papers may be submitted for consideration to the International Public Management Journal and International Public Management Review.

Language: English will be the official language of the conference. Abstracts, papers, and presentations are to be delivered in English.


icon Schedule, provisional IPMN conference papers 11 Nov 14




IPMN 2013 Italy Conference, 5-7 September, 2013 PDF Print E-mail

IPMN conference to be held 5-7 September, 2013 in Siena, Italy, in partnership with the University of Siena

Conference topic theme: “Achieving results under public sector stress”

Governments around the developed world are under pressure to cut public spending (for example, the majority of EU member states approved the 2012 Fiscal Stability Treaty) and at the same time they are asked to improve public sector performance. Austerity policies force public organizations to deal with, on the one hand, budgetary pressures (due to problems such as ageing populations and increasing health care and pension costs) and, on the other hand, to satisfy citizens’ increasing demand for public needs provision and for accountability. Furthermore, the 2008-9 economical and financial crisis worldwide compounded this situation.
The above implies several policy and governance questions. On the political side, what are the key institutional drivers that may contribute to improve public sector organizations’ effectiveness and efficiency, within revenue and expenditure constraints? On the governance side, which accountability mechanisms and organizational strategies do public organizations need to manage fiscal stress and financial restraint?
There are different strategies that politicians and public managers could implement: primarily fiscal or financial measures (such as cutbacks or retrenchment) or primarily organizational ones (such as decline or downsizing). However, more common strategies actually implemented in the public sector combine multiple measures.
In particular, cutback management and organizational decline management need a comprehensive and long-term perspective rather than a short-term reductionist approach, in order to avoid side effects and contradictions such as short-term political influences, penalties to organizational efficiency, unintended future consequences, loss of key staff, etc.
The aim will be to provide both political and organizational solutions, which allow public organizations to implement innovative approaches to combine spending review targets and public needs’ satisfaction, without undermining qualitative and quantitative standards.

Main topics
· Financial sustainability and innovative management approaches (cutback management, network management, etc.)
· The roles and interests of public sectors stakeholders
· The role of accounting, strategic and managerial tools in the fiscal sustainability agenda
· The partnership between policy makers, public managers, scholars and consultants
· Education, training and professionalization
· The role of international institutions, supreme audit institutions/national audit courts and the rating agencies.
· Cost-cutting vs. professional quality: competiting approaches, tensions, solutions.
· Networked service production under fiscal stress.






Thursday, 5th September


Friday, 6th September


Saturday, 7th September



Plenary session II

Parallel session I


Parallel session II





Lois R. Wise & al.

The Use and Effectiveness of Market-Based Innovations as a Response to Fiscal Stress

Caridad Martì

Accounting For Good Governance: The Relationship Between Govermental Accounting And Budgeting Systems And Countries’ Governance

Hiroko Kudo

Changing Capacity Building And Competency Management Of Public Servants





Alexandra Collm & Matthias Ammann

Supporting The Formation Of External Absorptive Capacity For Ict Cluster Development

Patrizio Monfardini & Pasquale Ruggiero

Crisis, Decline And Distress In The 21st Century: Searching The New Cutback Management

Ysa Tamyko

Dual leadership in Public-Private Network Governance






Coffee break



Coffee break







Arriving in Siena and registration


Roy T. Meyers

Improving The Process Of Priority-Setting In U.S. Federal Budgeting

Filip Hruza

Bankruptcy Of Municipalities As A Way Of Lesson

Francesco Badia

Participatory Governance As A Tool For Monitoring Results Of Public Administrations




Peter Platzgummer

Counting Numbers, But Why? A Theoretical Discussion On The Selection Of Indicators In Public Performance Measurement


Closing comments


Riccardo Mussari, Clay Wescott, Kuno Schedler






Welcome lunch


Lunch / IPMN board meeting




Timo Meynhardt & Claudine Kearney

Antecedents, Components and Outcomes of Corporate entrepreneurship Strategy in the Public Sector








Welcome speech by Riccardo Mussari, President of IPMN


Geert Bouckaert - Guest speaker


Kurt Klaudi Klausen

Getting More From Less Through Recentralization, Reorganization And Innovation






Robert D. Behn

Cutbacks vs. PerformanceStat: What’s the Conflict? Financial Deficits and Attention Deficits

Coffee break



Alexander Kotchegura

The Challenge Of Meeting Oecd Membership Standards In Public Management At The Times Of Economic And Financial Instability






Fred Thompson et al.

A Positive Model Of Expenditure Growth

Richard M. Walker et al.

Rational Planning, Organizational Structure And Performance: Perceptual Agreement Between Politicians And Senior Managers






Clay Wescott et al.

The Role of European Governments in Addressing Youth Unemployment











Welcome dinner (“apericena”)







Social dinner



Prof. Dr.Riccardo Mussari,
Department of Business and Law
University of Siena (Italy)
e-mail: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

2012 Conference Honolulu, Hawaii PDF Print E-mail

Innovations in Public Management for Combating Corruption

in partnership with the East West Center
Conference Dates: June 27 - 29, 2012


Pallot Award for Best Article in IPMJ Vol. 14 2011 PDF Print E-mail

The International Public Management Network created the June Pallot Award for best article published annually in the International Public Management Journal with emphasis on public sector accounting, accountability and finance after her death in 2004. June served as Associate Editor of IPMJ beginning in 2000. Her career is an inspiration to all. She took part in and then conducted research and published on New Zealand's public sector financial management reforms for more than two decades. Her interest in public sector financial management issues preceded 1984, the year New Zealand commenced a rapid period of economic and public sector reform, and continued until her death on 5 November 2004 at the age of 51. Her research on public sector financial management, and New Zealand's public sector financial management reforms in particular, was both prodigious and insightful. June Pallot had a vibrant personality and a great sense of humor. She supported and cared for others, and she always exhibited graciousness and optimism. Her death was a great loss to the academic world. Beyond her professional accomplishments, for many of us June's passing meant the loss of a dear personal friend.

We are pleased to announce the recipient of the June Pallot Award for best article published in volume 14 (2011) of the International Public Management Journal with emphasis on public sector accountability: Chan Su Jung, City University of Hong Kong for the article "Organizational Goal Ambiguity and Performance: Conceptualization, Measurement, and Relationships" which appeared in issue number two.

Congratulations to Chan Su Jung as the winner of the June Pallot Award for volume 14 of IPMJ!

The Editors

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