A new NAO Report – Helping Government Learn – sets out to encourage better policies and practice for ‘organisational learning’ in government.
Are we about to enter a new era of public management? There are good reasons to think that this may be the case.
Whoever is in power at Westminster, public services are facing hard times over the next few years.
One thing that the current financial crisis ought to do is raise a serious debate amongst public policy makers about pay for performance – in the private and public sectors.
New NAO study reveals extent of carers contribution and DWPs failure to seek out those not claiming
One the NAO’s latest reports points to a small but significant area of inefficiency in Whitehall – recruitment:
This book looks at what makes ideas “stick” – why some ideas spread easily whilst others don’t. Being able to communicate effectively has become increasingly important for public managers in democratic states. “A medium-sized ‘butter’ popcorn at a typical neighborhood movie theatre contains more artery-clogging fat than a bacon-and-eggs breakfast, a Big Mac and fries […]
In December I appeared as a witness before two Select Committees in the Westminster parliament: the Treasury Committee (TSC) which was responding to the government’s Pre-Budget Report; and the Public Administration Committee (PASC) which was investigating what standards of ‘good government’ might look like.
The influential new book “Nudge” (Thaler and Sunstein 2008) comes from the emerging field of behavioral economics, which investigates the non-rational ways in which people make decisions.
The major first report by the UK’s latest ‘think tank’, the Institute for Government led by well-known and outspoken former Permanent Secretary Sir Michael Bichard, bodes well for the future of the new body. It is a serious, measured and balanced account of many of the achievements and problems experienced in the UK.