Cutback Management in the United Kingdom: Challenges of Fiscal Consolidation for the Administrative System
0
조회
0
다운로드
0
인용
0
참고문헌
키워드
초록
This article reviews the administrative implications of the fiscal gap that has opened up in all OECD countries as a result of the financial crisis. It outlines the pressures for fiscal consolidation, which will lead to deep and prolonged real cuts in public spending. The article examines the political debate in the United Kingdom and stresses the exceptional difficulties facing all administrative systems over what might be a decade of spending restraint. Accordingly, it anticipates an emphasis on “cutback management” as last seen in the United Kingdom in the 1980s, and reflects on the successful Canadian experience. Three hypotheses are advanced: failure to control spending; success based on the New Public Management; and the need to adapt government capabilities to manage cutbacks. Implementing large real cuts in the face of political and administrative pressures for budget maximization will require extraordinary political determination. Intelligent and constructive definition and implementation of spending priorities will require a reconfiguration of administrative systems, which may amount to a new paradigm.
Abstract
This article reviews the administrative implications of the fiscal gap that has opened up in all OECD countries as a result of the financial crisis. It outlines the pressures for fiscal consolidation, which will lead to deep and prolonged real cuts in public spending. The article examines the political debate in the United Kingdom and stresses the exceptional difficulties facing all administrative systems over what might be a decade of spending restraint. Accordingly, it anticipates an emphasis on “cutback management” as last seen in the United Kingdom in the 1980s, and reflects on the successful Canadian experience. Three hypotheses are advanced: failure to control spending; success based on the New Public Management; and the need to adapt government capabilities to manage cutbacks. Implementing large real cuts in the face of political and administrative pressures for budget maximization will require extraordinary political determination. Intelligent and constructive definition and implementation of spending priorities will require a reconfiguration of administrative systems, which may amount to a new paradigm.
참고문헌 (39)
- Audit Commission, "Final score: The impact of comprehensive performance assessment of local government 2002-08" (2009), Audit Commission
- Bartlett, J., "Getting more for less: Efficiency in the public sector" (2009), Demos
- Blais, A., "Conclusion: Are bureaucrats budget maximisers?, in: The budget maximizing bureaucrat" (1991), University of Pittsburgh Press
- Boin, A., "Crisis exploitation: Political and policy impacts of framing contests", Journal of European Public Policy, 16(1), pp.81~106 (2009)
- Bourgon, J., "Program review: The government of Canada’s experience eliminating the deficit 1994-99: A Canadian case study" (2009), Institute for Government
- Cable, V., "Tackling the fiscal crisis: A recovery plan for the UK" (2009)
- Coyle, D. n.d., "The economics of enough: How to run the economy as if the future mattered", manuscript.
- Darling, A., "The Callaghan Lecture" (2009), Cardiff
- DTI, "Trade union membership 2005" (2005), Department of Trade and Industry
- Dunsire, A., "Cutback management in public bureaucracies" (1989), Cambridge University Press
- Fingland, L., "The EU’s stability and growth pact: Its credibility and sustainability", Public Money and Management, 28(4), pp.223~230 (2008)
- Gamble, A., "The political consequences of the crash", Political Studies Review, 8, pp.5~14 (2010)
- Hall, P., "Political science and the three new institutionalisms", Political Studies, 44, pp.952~973 (1996)
- Hood, C., "Big government in hard times" (1981), Martin Robertson
- IFS, "Reactions to budget 2009: Briefing presentation" (2009), Institute for Fiscal Studies
- IFS, "Britain’s fiscal squeeze: The choices ahead. IFS Briefing Note BN87" (2009), Institute for Fiscal Studies
- IFS, "The IFS green budget" (2010), Institute for Fiscal Studies
- Krugman, P., "Gordon does good: Has Gordon Brown . . . saved the world financial system?", New York Times, 12~ (2008)
- Layard, R., "Happiness:Lessons from a new science.London:Allen Lane" (2005), Allen Lane
- Lee, D.-O., "Central management of local performance: A comparison of England and Korea", 박사, pp.2009
- Lindquist, E., "How Ottawa reviews spending: Moving beyond adhocracy?, in: How Ottawa spends, 2006-07: In from the cold—the Tory rise and the Liberal demise" (2006), McGill-Queen’s University Press
- Mandelson, P., "Speech to Progress event at the London School of Economics", ~
- Monbiot, G., "One financial meltdown, it seems, is just not enough for Gordon Brown" (2009), The Guardian
- NEF, "Happy planet index, 2nd edition" (2009), New Economics Foundation
- NEF, "The cuts won’t work: The second report of the Green New Deal Group" (2009), New Economics Foundation
- Niskanen, W., "Bureaucracy and representative government" (1971), Aldine Atherton
- O’Connor, J., "The fiscal crisis of the state" (1973), St. Martin’s Press
- Peters, G., "The politics of bureaucracy, 6th edition" (2010), Routledge
- Savoie, D., "The politics of public spending in Canada" (1990), University of Toronto Press
- Skidelsky, R., "Keynes: The return of the master" (2009), Allen Lane
- Swimmer, G., "An introduction to life under the knife, in: How Ottawa spends 1996-97: Life under the knife", pp.1~37 (1996), Carleton University Press
- Thain, C., "The Treasury and public spending: The planning and control of public expenditure, 1976-1993" (1993), Clarendon
- Treasury, "Public expenditure: Statistical analyses" (2009), H. M. Treasury
- Pre-budget report, 2009, "Treasury", H. M. Treasury, ~ (2009)
- Six steps to salvage the Treasury, "Turnbull, A.", ~ (2010)
- Wilkes, G., "A balancing act: Fair solutions to a modern debt crisis", Centre Forum (2009)
- Wilks, S., "Boardization and corporate governance in the UK as a response to depoliticization and failing accountability", Public Policy and Administration, 22(4), pp.443~460 (2007)