Public Sector Management

Norman Flynn was the Director of the Centre for Financial and Management Studies, SOAS, University of London.  He was previously been Chair Professor of Public Sector Management at City University of Hong Kong and  held academic posts at London School of Economics, London Business School and the University of Birmingham.  He has written about public sector management in the United Kingdom, Europe and Asia, public sector reform in developing countries and about the relationship between business government and society in Asia. Recent books include Public Sector Reform: An Introduction (European Commission); Public Sector Management (Sage, London); The Market and Social Policy in China (edited with Linda Wong) (Palgrave Macmillan); Miracle to Meltdown in Asia: Business, Government and Society (Oxford University Press) (last two both translated in Chinese), and (with Franz Strehl) Public Sector Management in Europe (Pearson). Further publications are listed on his website: www.normanflynn.me.uk He has training experience in Slovenia, China, Kenya, South Africa, the United Kingdom, Ukraine, Georgia, Sweden, Norway, Finland and Scotland.  

PART ONE: THE PUBLIC SECTOR IN THE UNITED KINGDOM
Private and Public Sectors
Devolution and Difference
Permanent Structural Change
Central Government
The National Health Service
Local Government
Local Authority Funding
Direct Controls
Hollow State?
PART TWO: POLITICS AND THE PUBLIC SECTOR
Political Differences
The Role of the State
The Third Way
The Big Society
A Centralised or Decentralised State?
Politics and Management: Values
PART THREE: PUBLIC SPENDING
The Macro-Economic Policy Context
Fiscal Policy and the Economic Cycles
What Is the Money Spent On?
Where Does the Money Come from?
Public Spending in the Devolved Administrations
Why Is the Level of Public Spending Important?
The Fiscal Crisis of 2008 and Its Aftermath
PART FOUR: SOCIAL POLICIES AND MANAGEMENT
Choice of Policy Instrument
Trends in Policy and Management
Income Maintenance
Community Care
Education
Criminal Justice
Health Policy: The National Health Service
Housing
PART FIVE: MANAGING PUBLIC FINANCE
A Brief History of Financial Management in Government
Budgeting at National Level
The National Health Service
The Art of Cutting Budgets
PART SIX: MANAGING PERFORMANCE
Why Measure and Manage Performance?
The Three E′S
The National Health Service
Education
Individuals and Organisational Performance
Performance Management and Policy Evaluation
Managerial Discretion
League Tables
The Coalition
PART SEVEN: E-GOVERNMENT
The Ambition
The Achievement
The Challenges
The Coalition’s Response
CUSTOMER-CITIZEN ORIENTATION
Customers, Voters and Citizens
Approaches to Customer Orientation
Contradictions in Customer/Citizen Orientation
PART EIGHT: AUDIT AND INSPECTION
From Conformance to Performance
Audit
Children and Education
Prisons
Care Quality Commission
Learning to Deal with Inspection
PART NINE: COLLABORATION AND ′JOINED-UP GOVERNMENT′
Fragmentation and Co-ordination
Sure Start
The Coalition Government and Collaboration
THE USE OF THE MARKET IN PUBLIC SERVICES
Markets and ′Quasi-Markets′
Why Rule by Markets?
A Competitive Spectrum
Managing in the Competitive Environment
PART TEN: OUTSOURCED AND PRIVATIZED SERVICES
PART ELEVEN: MANAGING THROUGH CONTRACTS
The Contracting Environment
Contracting and Commissioning
The NHS and Community Care
The European Union Directives
Obligational and Adversarial Contracting
Success and Failure in Contracting
PART TWELVE: PUBLIC-PRIVATE PARTNERSHIPS
Why PPPs?
Types of Agreement
Prisons
Metronet 2003-2007
Building Schools for the Future 2004-2010
Hospitals
Urban Regeneration/Property Development
Highways
Is There a Future for PPP?
PART THIRTEEN: REGULATION
Regulation
Power
Water and Sewerage
The Railway
CONCLUSIONS
Efficiency
Overheads and Transaction Costs
Contractual Relationships
The Citizen-Consumer
The Universal Database
The Future of Public Finance and Financial Management
Inspection, Audit and Regulation