THE DONOUGHMORE REPORT IN RETROSPECT

The Report of the Committee on Ministers' Powers which appeared in 1932, was principally concerned with problems of subordinate legislation and formal administrative adjudication. Against a background of Dicey's views on parliamentary sovereignty and the Rule of Law, the Committee explored a variety of issues and made numerous proposals. In this article an attempt is made to consider why the Committee was appointed and what has happened since 1932. Particular reference is made to the Report of the Committee on Administrative Tribunals and Enquiries which appeared in 1957. The Reports of 1932 and 1957 are important in identifying significant developments in administrative law during this century.     

Knowing and doing: an integrated approach to education and training in South Africa

The Postgraduate Diploma in Management at the Graduate School of Public & Development Management (P&DM), University of Witwatersrand, Johannesburg, arises from our enthusiasm for a paradigm shift in the education of entry level public sector managers in South Africa; this is an approach that has developed out of moves towards a new public service that is development friendly and customer-oriented. The move away from traditional lecture-based classroom activities to interactive learning methods has given rise to much reflection on teaching, learning and appropriate assessment at P&DM. This has resulted in an appreciation for continuous learning as we pursue our quest to improve our facilitation in line with the needs of a student group that will graduate to face the immense challenges of making institutions work in a newly democratic polity. Our graduates are tasked with transformation in a rapidly moving environment. For them, a commitment to life-long learning is the most important attitude they can develop and for us it is the most important outlook we can nurture. This article focuses on three integrated areas: the Administrative Skills Course, which aims at establishing underlying skills on which students should build throughout the year; the Case Study Programme, which provides a simulation of real problems and issues faced by managers in the public sector; and the Internship Programme, which provides the opportunity for the integration of classroom learning and workplace practice. We focus primarily on the teaching methods and the integrative nature of these courses and programmes, highlighting aspects that have worked well and those that have not. The ongoing development of these programmes has been informed by relatively informal evaluations. We feel that the time has come for more rigorous investigation into the effectiveness of our teaching and both have research in progress. The design and findings of research in progress will be published at a later date.     

TACKLING HEALTH INEQUALITIES IN POST‐DEVOLUTION BRITAIN: DO TARGETS MATTER?

Since devolution in 1998, many aspects of public policy in Great Britain have diverged between England, Scotland and Wales, including how targets and performance assessment are used in the National Health Service and local government. Health inequality is an example where all three countries have recognized a need to act but approaches to performance assessment differ. Based on interviews with senior managers, the complexity of health inequality as an object of local intervention is explored and compared. Despite contrasting approaches to targets, local discourses in all three countries had significant similarities. Health inequality had to compete against a preoccupation with improving access to acute services generally and balancing budgets over the short term. There was a bias in the interventions described towards targeting health behaviours, but with limited use of evidence about efficacy, and indications that measuring progress with reducing health inequalities was starting to lead to an emphasis on ‘quick wins' from pharmacological interventions.     

INTERROGATING INSTITUTIONAL CHANGE: ACTORS' ATTITUDES TO COMPETITION AND COOPERATION IN COMMISSIONING HEALTH SERVICES IN ENGLAND

Since the beginning of the 1990s the public healthcare system in England has been subject to reforms. This has resulted in a structurally hybrid system of public service with elements of the market. Utilizing a theory of new institutionalism, this article explores National Health Service (NHS) managers' views on competition and cooperation as mechanisms for commissioning health services. We interrogate the extent of institutional change in the NHS by examining managers' understanding of the formal rules, normative positions and frameworks for action under the regime of the Health and Social Care Act 2012. Interviews with managers showed an overall preference for cooperative approaches, but also evidence of marketization in the normative outlook and actions. This suggests that hybridity in the NHS has already spread from structure and rules to other institutional pillars. The study showed that managers were adept at navigating the complex policy environment despite its inherent contradictions.     

PUBLIC AND PRIVATE SECTOR MANAGERS OVER 20 YEARS: A TEST OF THE ‘CONVERGENCE THESIS’

This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institute (CMI), comparisons are made to investigate whether ‘convergence’ between public and private sector managers has actually occurred. The patterns are found to be complex and, although there are some signs of convergence, the two sectors continue to exhibit similarities, persistent differences and parallel movements evident in managerial attitudes, behaviour and experiences.