Ian Kirkpatrick, Andrew Sturdy, and Gianluca Veronesi
Few topics have provoked as much debate and controversy in many western societies as the growth in public spending on management consultants. In the UK’s public healthcare sector: the National Health Service (NHS), this spending more than doubled from £313 million in 2010 to £640 million in 2014. Understandably, it is under constant scrutiny and there are considerable pressures to cut the use of management consultants, but spending remains high. Management consultants provide advice on strategy, organisation, financial planning and assist with the implementation of new information technology. Frequently, they promise significant improvements in efficiency. According to the main industry body in the UK, the Management Consultancies Association (MCA), for every £1 spent on consulting fees, clients can expect £6 in return. However, as shown in a study we conducted recently, published in Policy & Politics, the use of management consultancy in English NHS hospital trusts is more likely to result in inefficiency.
by Rhys Andrews, James Downe, and Valeria Guarneros-Meza, Cardiff University, UK
Targets for public service improvement are frequently derided as heavy-handed, top-down mechanisms that have dysfunctional and potentially disastrous effects on organizational behaviour. Yet, there is growing statistical evidence to suggest that targets can actually prompt public organizations to deliver improved service quality and responsiveness. While much of this research on targets has focused on relatively narrow public service outcomes, such as hospital waiting times or examination results, Continue reading Targets Can Enhance the Impact of Partnership-Working on Social Outcomes→