The research reported in our article UK Employment Services: understanding provider strategies in a dynamic strategic action field was carried out in 2012 as part of the ESRC-funded Third Sector Research Centre’s programme on the third sector’s role in public services. From the outset, we were aware that the third sector had long played a significant role in the mixed economy of employment services, and this was at a point when the UK Coalition government’s new Work Programme was being implemented. Our key interest was to explore the ways in which the third sector was involved in this new programme, and to examine to what extent its contribution could be seen as distinctively different to that of other sectors.
National officials working in international bureaucracies regularly invoke the fear that member-states strategically use such officials for influencing decision-making to their advantage. Using ones national officials as ‘Trojan horses’ naturally implies a lack of autonomy of such officials working in international organizations, which critically threatens the independence of the organization as such. While national officials’ potential lack of autonomy has been extensively discussed in both academic and public circles, the underlying mechanisms are less well understood. Our analysis takes one step in this direction.
by Akil N Awan, Lecturer in Political Violence & Terrorism at Royal Holloway
This post was originally published on The Conversation blog on 29th January 2015
The Counter-Terrorism and Security Bill 2014-15, having been rushed through the House of Commons with alarming speed and ease, has passed its second reading in the House of Lords. It is now in the final committee stages and on course to become law within a matter of weeks.
Caught between falling tax revenues and increasing expenditures, governments across the world are looking for new ways of extracting economy and efficiency from the public sector. As in the past, the claim that business can deliver public services more efficiently than the state, provides a key inspiration for reform.
Governments can engage the private sector in public service delivery in a number of different ways. They can open clearly specified functions – like cleaning, refuse collection or grounds maintenance – to a competitive tendering process and then contract with the organisation which promises best value. Alternatively, they may externalise – or, in more loaded terms, ‘privatise’ – the delivery of a whole service, Continue reading Public–private partnerships, management capacity and public service efficiency→
Greater Manchester will become the next urban area in the UK to directly elect a mayor, following Bristol who first elected a mayor in 2012. One of the frustrations in the debate around directly elected mayors, however, is the lack of empirical evidence around which to evaluate their impact. Here, David Sweeting presents some early analysis of data from both before and after the introduction of the mayoral system in Bristol.
Recently George Osborne announced the creation of a ‘metro-mayor’ for Greater Manchester. In doing so he has joined a long line of heavyweight politicians who have endorsed the idea of directly elected mayors as at least part of the solution to issues in urban governance in English cities. From as far back as Michael Heseltine in the early 1990s, via Tony Blair, and through David Cameron the idea of a single figure to govern our Continue reading What impact do mayors have on the cities that elect them?→
Public participation in policy decisions has undoubtedly improved in recent years, yet the system is still far from perfect. Formal or “top-down” mechanisms continue to serve as a starting point, but how they interact with or are complemented by informal or “bottom-up” alternatives is to this day something of a lottery. My latest research, examining the proposed High-Speed 2 (HS2) rail link between London Continue reading Will policymakers ever really listen to the public?→
Over the last few decades, successive UK governments have encouraged the transfer of local authority staff into new employee-owned mutual organisations (also known as ‘spin-outs’). These spin-outs often take the organisational form of social enterprises that continue to deliver public services, but as self-reliant and independent organisations. Policy-makers are hoping that by encouraging public sector workers to be more entrepreneurial, public services can become more innovative, efficient and responsive to the needs of those who use them. The ultimate aim of this policy is to improve services at the same time as making savings to the public purse. Continue reading Public Service Mutuals: An Effective Partnership or Political Challenge?→