000			01422pab a2200193 454500
008			180718b2007 xxu||||| |||| 00| 0 eng d
100			_aBovaird, Tony
245			_aCivil service reform in the UK, 1999-2005: revolutionary failure or evolutionary success?
260			_c2007
300			_ap.301-28.
520			_aIn December 1999, the UK Civil Service Management Board agreed an internal reform programme, complementing the more externally-oriented `modernizing government' programme, to bring about major changes in the functioning of the civil service - `step change' rather than continuous improvement. This paper suggests that the aims of the reform programme were only partially achieved. While some step changes did indeed occur, even such central elements of reform as `joined-up' working with other public organizations were still only at an initial stage some three years later and others - for example, business planning and performance management systems - have taken 20 years to achieve acceptance within the civil service - the reality of the changes are better characterized as `evolution' and `continuous improvement' than `revolution' and `step change'. - Reproduced.
650			_aCivil service - Great Britain
650			_aAdministrative reform - Great Britain
650			_aAdministrative reform
700			_aRussell, Ken
773			_aPublic Administration
908			_aN
909			_a74705
999			_c74705 _d74705