The Executive Agency Revolution in Whitehall

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.

Autorentext

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).

Inhalt

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