AMSD Blueprint
1. Introduction
1.
INTRODUCTION AND PLANNING FRAMEWORK
1.1
The Blueprint’s Structure
This Chapter sets out the objectives of and background to the Blueprint, which is a plan for helping regional governments improve service delivery using a set of strategies known as “alternative mechanisms of service delivery” (AMSD). The Plan, after setting out its analytical framework in Chapter 1, takes the following approach to identifying the critical activities: •
Chapter 2 considers the current state of the organizations responsible for managing performance improvement initiatives as well as the institutional environment and systemic matters surrounding service delivery under decentralization
•
Chapter 3 looks into the future to identify a desirable and credible future state for a “systems approach” to improving service delivery
•
Chapter 4 considers the main activities and strategic issues in a work program required to bring about the new situation
•
Chapter 5 sets out the resources (financial and human) associated with the options in the work program; and
•
Chapter 6 ends the Blueprint by outlining key implementation, monitoring and evaluation practices to continually improve the responsiveness of a system promoting AMSD, and so guarding its sustainability.
The appendices contain various background details, including descriptions of the basic strategies of AMSD, possible future development and resourcing.
1.2
An Overview of Alternative Mechanisms of Service Delivery
Alternative (Mechanisms) of Service Delivery (i.e. AMSD, or MAPP in the Indonesian language) is a particularly Canadian term used to describe an array of methods government can use in delivery services. As noted in the project document “Initial Assessment – Theory and Practice”, it is often called “New Public Management”, and sometimes (often disparagingly) “contractualization” and “new managerialism”. AMSD refers to the many and varied organizational forms and delivery mechanisms governments use to achieve their objectives. It is discussed in the Initial Assessment. The basic characteristic noted included: strategic issues management: the activities of government are focused on identifying a set of strategic objectives developed in consultation with a wide range of stakeholders; separation of roles (typically policy-making, production and regulating) to enable better design of incentives; performance orientation: performance-based budgeting of programs and activities required to achieve the strategic objectives, more precise and strategic monitoring and evaluation, less focus on inputs and more on management for results and heightened accountability;
Amcl0211/01 - amsd blueprint 5jun09 (final).doc/19Nov
1
6/6/09(8:13 PM)