Improving service delivery performance in the United Kingdom: Organization theory perspectives on central intervention strategies

Abstract

A noteworthy example of public sector performance management was launched by the UK's Labour government in 1997. Starting in 1998, departments established a central capacity to deal with “public service agreements” negotiated with Treasury and the performance of frontline units in its domain. In 2001 the Prime Minister's Delivery Unit (PMDU) was established to work on prime ministerial priorities involving 21 targets in four departments. This paper examines the role of central government in contributing to performance improvement where actual performance is delivered by dispersed subunits. It seeks to identify techniques the central government uses for performance management, and asks whether these techniques appear likely to have positive effects on performance. It develops a framework using concepts from organization theory and uses it to evaluate the activities and effectiveness of the PMDU in influencing frontline service delivery.