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This is the first book length assessment of the executive agency revolution in UK central government, part of the New Public Management, with 65 per cent of civil servants now working in agencies. The 'Next Steps' reformers' public interest view suggested value for money improvements. However, original analysis of budgets, performance data, documents and interviews reveals some support for an alternative 'bureau-shaping' perspective from rational choice, with officials using the reform to protect their welfare and substantial performance problems, especially in 'joining-up' government.
List of contents
List of Tables List of Figures Acknowledgements List of Abbreviations Introducing Executive Agencies PART I: PERSPECTIVES ON EXECUTIVE AGENCIES The Public Interest and Bureau-Shaping Perspectives PART II: EXECUTIVE AGENCIES IN PRACTICE The Process of Executive Agency Creation The Practice of Executive Agency Working The Performance of Individual Executive Agencies Executive Agencies and Central Government Systemic Performance PART III: CONCLUSIONS The Perspectives, Findings About Practice and the Future Use of Executive Agencies Appendices References Index
About the author
OLIVER JAMES is Lecturer in Politics at the University of Exeter, UK. He researches issues of public sector organization, public sector reform and regulation of the public and private sectors. He has acted as consultant to a range of bodies including the World Bank, UK National Audit Office and Audit Commission. His previous publications include Regulation Inside Government (co-authored).
Summary
This is the first book length assessment of the executive agency revolution in UK central government, part of the New Public Management, with 65 per cent of civil servants now working in agencies.
Additional text
'Where mainstream public administration uncritically accepts the story of agencification as 'reform', James sees civil servants shaping their organizations into forms that yield maximum benefits for officials in hard political times. His approach successfully predicts where and why agencification so signally failed to deliver lasting public service improvements. The book is a major contribution towards renewing the flagging intellectual impetus of public administration and public management studies.' - Professor Patrick Dunleavy, Department of Government, London School of Economics
'This is an innovative, well written, and major contribution to understanding and explaining a revolution in British government. Deserves to be on the bookshelf of all those interested in British politics and policymaking. Oliver James has produced a book which will become essential reading for students and practitioners alike.' - Professor Wayne Parsons, Department of Politics, Queen Mary, University of London
'This book is an important double contribution to the public management literature...[it] stands out as a detailed and coherent piece of analysis and argument.' - Political Studies Review
'This is a timely and highly innovative piece of intellectual and empirical work.' - Rose Melville, Journal of Social Policy
Report
'Where mainstream public administration uncritically accepts the story of agencification as 'reform', James sees civil servants shaping their organizations into forms that yield maximum benefits for officials in hard political times. His approach successfully predicts where and why agencification so signally failed to deliver lasting public service improvements. The book is a major contribution towards renewing the flagging intellectual impetus of public administration and public management studies.' - Professor Patrick Dunleavy, Department of Government, London School of Economics
'This is an innovative, well written, and major contribution to understanding and explaining a revolution in British government. Deserves to be on the bookshelf of all those interested in British politics and policymaking. Oliver James has produced a book which will become essential reading for students and practitioners alike.' - Professor Wayne Parsons, Department of Politics, Queen Mary, University of London
'This book is an important double contribution to the public management literature...[it] stands out as a detailed and coherent piece of analysis and argument.' - Political Studies Review
'This is a timely and highly innovative piece of intellectual and empirical work.' - Rose Melville, Journal of Social Policy
