Greer A, Hoggett P
Public Administration, (UK), 1999 Vol 77 No 2
Start page: 235. No of pages: 22
Describes the establishment and remit of Local Public Spending Bodies (LPSBs) in the UK, which are not-for profit organizations that are not fully elected or appointed by government ministers, but are wholly or largely public-funded and charged with providing public services, often at local level. Based on case study research in three types of LPSBs, namely further education colleges, housing associations and training and educational councils, focuses on the emphasis on strategy within LSPB documents and discussions and asks if this reflects a lack of policy-making capacity or if it is an indication that the LSPBs are merely a new variant on traditional roles and values. Examines the place that LSPBs inhabit at the boundary between the public and private sector and discusses how this has influenced these bodies Acknowledges that there is some potential for LSPBs to influence and develop policy but sees this as being limited. Believes that the capacity for policy-making should be extended to the LSPBs but that, if this happens, the organizations must be reconnected to their local communities and be open to local debate about values and the goals of public strategy.
Subject(s): GOVERNMENT AGENCIES, STRATEGIC MANAGEMENT, POLICY, UNITED KINGDOM, DEMOCRACY
Database: TMA: Top Management Abstracts. Style: Theoretical with application in practice
ISSN: 0033-3298. Reference: 28AY195
Reproduced by permission of Anbar Management Intelligence