Evaluating the 'New Public Management' Reforms in the UK: A Constitutional Possibility

Far-reaching managerial changes to the public sector in the UK have been occurring in the last few years. Broadly described as the 'new public management' (Hood 1991, 1995) these changes have reached new levels of intensity ever since the Conservative Government came to power in 1979. The article argues that the government should be accountable for these changes but not in a way which simply justifies its actions to the body politic but rather by going beyond this to a complete critical evaluation to assess their merit and worth. It is this exposure which will provide its real accountability. This article addresses the contextual factors surrounding the possibility of conducting such a wide-ranging evaluation. It traces a range of different examples which highlight the resistance of the previous government to an open-ended evaluation tracing the sizeable investment in implementation rather than careful policy experimentation and evaluation that has occurred. Finally, and most importantly the article explores the constitutional position of the Comptroller and Auditor General (C&AG) and the National Audit Office (NAO) who could conduct the wide-ranging evaluation which is deemed necessary. The conclusion of the article is that there is a need for an evaluation and any resistance of the government could be overcome if the C&AG and NAO exercised their constitutional right to conduct an evaluation of the reforms.     

Ex-Offenders, the Labour Market and the New Public Administration

Policy makers are increasingly recognizing the importance of helping ex-offenders into employment. This article outlines the disadvantages faced by those with a criminal record in the labour market and evaluates several approaches to meeting the needs of ex-offenders seeking work. It finds that, despite recent policy developments, the changing nature of British public administration is undermining the ability of practitioners to respond appropriately to the needs of ex-offenders. The article concludes that the real concern of policy makers is to show that they are doing something about the social context of criminal behaviour while at the same time drawing attention away from the increasingly centralized and authoritarian nature of our public agencies.     

Political Science, Public Administration and the Danish Civil Service Profession

The history of Danish political science is young, and public administration has from the beginning been part of the training of political scientists. This background reflects a double strategy: first, in order to ensure political scientists a position in the labour market, they were launched as a new kind of generalist, competing with lawyers and economists. Second, public administration has from the very beginning been seen as a subfield of political science. Even if the institutions engaging in PA research and training have varying profiles, the integration of the discipline in political science is still dominant. So far it has been a success, whether measured at the level of political science graduates in the civil service or the level of PA research. However, the paper argues that in a tougher labour market, generalists with a broad political science background face severe competition from lawyers and economists, and that this must have implications for the direction of research and training in public administration.     

Public Administration in Belgium,the UK and Eire: a Review Symposium

Teaching Public Administration in Belgium, Jan Beyers and Yves Plees The Teaching of Public Administration in the UK, Chris Bellamy Teaching Public Administration in Ireland, Bernadette Connaughton Regionalism: a Review Article, Martin Rhodes Shrinking the State. The Political Underpinnings of Privatization , Harvey Feigenbaum, Jeffrey Henig and Chris Hamnett Public Policy Instruments. Evaluating the Tools of Public Administration, B. Guy Peters and Frans K.M. van Nispen Carrots, Sticks and Sermons. Policy Instruments and their Evaluation, Marie-Louise Bemelmans-Videc, Ray C. Rist and Evert Vedung Community Organizing. Building Social Capital as a Development Strategy , Ross Gittell and Avis Vidall Deregulation in the European Union: Environmental Perspectives , Ute Collier New Instruments for Environmental Policy, Jonathan Golub Re-imagining Political Community, Daniele Archibugi, David Held and Martin Köhler     

Public Administration in Belgium, the UK and Eire: a Review Symposium

Teaching Public Administration in Belgium , Jan Beyers and Yves Plees
The Teaching of Public Administration in the UK , Chris Bellamy
Teaching Public Administration in Ireland , Bernadette Connaughton
Regionalism: a Review Article , Martin Rhodes
Shrinking the State. The Political Underpinnings of Privatization , Harvey Feigenbaum, Jeffrey Henig and Chris Hamnett
Public Policy Instruments. Evaluating the Tools of Public Administration , B. Guy Peters and Frans K.M. van Nispen
Carrots, Sticks and Sermons. Policy Instruments and their Evaluation , Marie-Louise Bemelmans-Videc, Ray C. Rist and Evert Vedung
Community Organizing. Building Social Capital as a Development Strategy , Ross Gittell and Avis Vidall
Deregulation in the European Union: Environmental Perspectives , Ute Collier
New Instruments for Environmental Policy , Jonathan Golub
Re-imagining Political Community , Daniele Archibugi, David Held and Martin Köhler     

Networks, Management and Institutions: Public Administration as 'Normal Science'

How does network analysis fit into the development of public administration as an academic discipline? This article tries to bridge theoretical developments in public administration between the middle of the 1970s and the first half of the 1990s. The benchmarks being used are (1) the now classical account by Vincent Ostrom of The Intellectual Crisis in (American) Public Administration - published 25 years ago this year - and (2) Christopher Hood’s reconstruction of core values in (British) new public management. Rather than representing analytical developments as an endless succession of different or even mutually exclusive approaches, this contribution tries to reconcile different foci for analysing public administration. Administrative theory provides us with a rather stable meta-theoretical framework for studying the meaning of quality in government, governance and public administration at various levels of analysis. By relating the emergence of network analysis in PA to parallel developments such as the resurgence of (neo-)managerial and (neo-)institutional analysis, it also becomes clear that network analysis is useful as an analytical device, but that it needs to be linked to theoretical perspectives that provide us with operational assumptions about ‘networks’. Network analysis in itself only provides split ground for reinventing government and refounding public administration.     

In Pursuit of the Re-Engineering Agenda in Public Administration

The article examines the findings from longitudinal case study work conducted in the 1992-96 period in two organizations in the United Kingdom health care and post office sectors. The study highlights the many cultural, political and technical issues that emerge in the strategy and implementation of IT-enabled re-engineering projects. The radical re-engineering perspective and model for change presented by Hammer and Champy (1993) are compared against empirical findings. These suggest that the Hammer and Champy advice contains many limitations. The cases show the specific circumstances in which radical re-engineering can be effective, in managerial terms, but also point to conditions under which a unitary perspective on the organization often cannot address adequately many critical political and cultural issues. Moreover, the case histories point to the dangers of an over reliance on a methodological holism that can rarely be delivered in complex large-scale organizations, given the scale of change envisaged; and the difficulties engendered by over-emphasizing the need for transformation, and 'starting again', and downplaying the role of history and continuity in both the study and management of organizational change.     

The Future of Public Administration in Denmark: Projections, Prospects and High Hopes

Public Administration research in Denmark has a relatively short history. It was first initiated in the 1970s and was developed from public law. However, from an initial homogeneity it has become increasingly pluralistic in its approach due to three factors: a strong orientation towards the study of institutional reform in the public sector, inspiration from the international literature and the specific institutional set up of the academic community that divides it into separate schools. It is possible to distinguish three trends in today's Danish Public Administration research. These trends are inspired by historical institutionalism, rational choice institutionalism and sociological institutionalism, respectively. What is needed in the future is an increased dialogue between these trends. The purpose of the dialogue should not be to reach for a new homogeneity but to increase the critical debate among different schools in order to increase the general quality of public administration research in Denmark.     

Come,Let Us Pray! or,Modern Public Administration Has Failed

Abstract

By turning inwards and not using our collective expertise to become advocate “Cassandras” and “Jeremiahs,” who voice strongly and collectively that our society is in trouble in both the short and long run, our field of public administration has failed in its overall mission and has lost faith with the early public administrationists who were action-oriented rather than ivory-tower-oriented and who still managed to do a fair amount of publishing.     

Responsive Evaluation: the Meaning and Special Contribution to Public Administration

Responsive evaluation offers an emerging vision and rationale for evaluation. In the version of responsive evaluation presented here, evaluation is reframed from the assessment of policy interventions on the basis of policy-makers' questions to a dialogue among diverse stakeholder interests that moves towards reciprocal understanding and acceptance. This approach to evaluation is especially appropriate for the field of public administration, given the existing problems of complexity and the potential synergy with interactive and participatory policy approaches. Responsive evaluation and interactive approaches to public policy issues share the same democratic goals of participation and influence, and the alignment between these concepts make both sets of ideas and activities more effective and meaningful. The value and meaning of responsive evaluation and the synergy of this evaluation approach with the concept of public dialogue about important public issues is illustrated by a case study. This concerns a responsive evaluation of an organized policy dialogue about the future of the Dutch aviation infrastructure, known publicly as the Schiphol discussion.     

The Autopoiesis of Administrative Systems: Niklas Luhmann on Public Administration and Public Policy

This article offers an introduction to Niklas Luhmann's theory of social systems as it pertains to public administration and policy, as a first step towards both a critique and its empirical application to empirical reality. It reconstructs Luhmann's early writings on bureaucracy and policy-making and shows how this early, more empirical work grounded his abstract theory of social systems in general and the political system in particular. The article also introduces some central concepts of Luhmann's more recent work on the autopoietic nature of social systems and considers the latter's consequences for bureaucratic adaptiveness and governmental steering in the welfare state. One of the main benefits of applying Luhmann's theory to public administration, the article concludes, is that it conceptualizes the central concerns of public administration within a complex picture of society as a whole, in which both the agency that issues decisions and the realm affected by these decisions are included.