Articlegreen2004

Intervention or Persuasion? Strategies for Turnaround of Poorly-Performing Councils

Dave Turner · Chris Skelcher · Philip Whiteman · Michael Pycraft Hughes · Pauline Jas

31 citations0/0 files storedPublic Money & Management

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Public Policy and Administration Research Local Government Finance and Decentralization Public Administration in Developing Nations

Abstract

This article provides early results from a long-term evaluation of the turnaround strategies by poorly-performing local authorities in England. The history and theory behind central government interventions into local government is reviewed, focusing on the Comprehensive Performance Assessment (CPA). The journeys taken by 10 local authorities, after being labelled as ‘poor’ or ‘weak’, are described and these responses are located within the literature on theories of turnaround and public sector service improvement. The authors conclude by setting out a research agenda for the future.

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References

1995Institutions and organizations 1981The Escalation of Commitment To a Course of Action 2001Cracking the code of change.2003Sources of Public Service Improvement: A Critical Review and Research Agenda 2010Democratic Governance 1966Institutions and Organizations 1990Permanently Failing Organizations.1997Organizational Change

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2016When public services fail: a research agenda on public service failure 2012Turnaround management strategies in public systems: the impact on group-level organizational citizenship behavior 2016Building the next model for intervention and turnaround in poorly performing local authorities in England 2012Organizational Turnaround and Educational Performance 2020Government-Created Nonprofit Organizations and Public Service Turnaround: Evidence from a Synthetic Control Approach 2009Hierarchical control and performance regimes in local government

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