Reforming the Westminster Model of Agency Governance: Britain and Ireland after the Crisis

Conventional understandings of what the Westminster model implies anticipate reliance on a top-down, hierarchical approach to budgetary accountability, reinforced by a post-New Public Management emphasis on re-centralizing administrative capacity. This paper, based on a comparative analysis of the experiences of Britain and Ireland, argues that the Westminster model of bureaucratic control and oversight itself has been evolving, hastened in large part due to the global financial crisis. Governments have gained stronger controls over the structures and practices of agencies, but agencies are also key players in securing better governance outcomes. The implication is that the crisis has not seen a return to the archetypal command-and-control model, nor a wholly new implementation of negotiated European-type practices, but rather a new accountability balance between elements of the Westminster system itself that have not previously been well understood

The Success Story of the Eurozone Crisis? Ireland's Austerity Measures

This paper examines the response of the Irish government to the Eurozone fiscal crisis. This paper discusses the external financial assistance programme sought and implemented, economic recovery to date, and the impacts of austerity in Ireland. As Ireland nears the end of the Programme of Support' from Europe the contention that Ireland is a success story is explored. The paper reveals the primacy of financial cutbacks in the Irish response and the limited efforts at public management reforms

Rolling back the prison estate: The pervasive impact of macroeconomic austerity on prisoner health in England

Prisons offer policymakers an opportunity to address the pre-existing high prevalence of physical and mental health issues among prisoners. This notion has been widely integrated into international and national prison health policies, including the Healthy Prisons Agenda, which calls for governments to address the health needs of prisoners and safeguard their health entitlement during imprisonment, and the Sustainable Development Goals 2030 concerning reducing inequality among disadvantaged populations.However, the implementation of the austerity policy in the United Kingdom since the re-emergence of the global financial crisis in 2008 has impeded this aspiration. This interdisciplinary paper critically evaluates the impact of austerity on prison health. The aforementioned policy has obstructed prisoners’ access to healthcare, exacerbated the degradation of their living conditions, impeded their purposeful activities and subjected them to an increasing level of violence.This paper calls for alternatives to imprisonment, initiating a more informed economic recovery policy, and relying on transnational and national organizations to scrutinize prisoners’ entitlement to health. These systemic solutions could act as a springboard for political and policy discussions at national and international forums with regard to improving prisoners’ health and simultaneously meeting the aspirations of the Healthy Prisons Agenda and the Sustainable Development Goals

Can management strategy minimize the impact of red tape on organizational performance?

This study investigates the effects of red tape and strategy on organizational performance. Data come from 135 English local government authorities. Data are collected on several dimensions of red tape, three types of strategy (prospecting, defending, and reacting), and internal and external perceptual measures of organizational performance. The findings show that red tape lowers performance. The harmful effects of red tape are, however, mitigated by a strategic stance of prospecting. Defending has no effect on the impact of red tape on organizational performance, whereas reacting tends to amplify the harmful effects—thus worsening organizational performance. The primary implication of these findings is that public organizations should move toward more proactive strategies

An organizational echelon analysis of the determinants of red tape in public organizations

This article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple-informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed. © 2008 The American Society for Public Administration.link_to_subscribed_fulltex

It's Where You Are that Matters: The Networking Behaviour of English Local Government Officers

Increased complexity in the world of public management has resulted in the growth of networks of actors who, operating interdependently, co-produce public services. Much of the prior networking literature conflates structure (the network) with behaviour (networking). Based on this concern we analyse the managerial networking practices of over 1,000 officers in English local government. We find extensive networking activity amongst three groups of officers and show that corporate officers, chief officers and service managers develop logical patterns of interaction among network nodes and initiation that reflect their level of management. We conclude that where you are in the organizational hierarchy matters for networking behaviour and discuss the implications of these findings for future research. © 2007 The Author. Journal compilation © 2007 Blackwell Publishing Ltd