Whitehall in Year Five of the UK Coalition: Lessons from Elsewhere
19th March 2014
Coalition government has become the norm in Ireland.
The Demise of the Audit Commission and Other Improvement Agencies
11th March 2014
This report provides three short studies of the fate of three very different improvement agencies – the Audit Commission, the National Policing Improvement Agency and the NHS Modernisation Agency.
InsideOut: A series of personal perspectives on government
13th February 2014
As the British state is reshaped in an era of public austerity this paper offers a basis for securing the public’s trust in the competence of public institutions and their confidence in the legitimacy of those who lead them.
Lessons from 30 years of attempting to devolve political power in the UK
30th January 2014
Drawing on a detailed analysis of seven past reforms, this report identifies 10 obstacles to decentralisation.
Commissioning public services for better outcomes
Dan Crowe, Tom Gash, Henry Kippin
23rd January 2014
This report is the output of a joint project between Collaborate and the Institute for Government, supported by the Calouste Gulbenkian Foundation.
Supporting Effective Leadership in Whitehall
9th December 2013
This report is the final output of the Institute for Government’s 15-month programme of work on accountability arrangements in central government.
First Report on Progress
28th November 2013
In 2012, our report Transforming Whitehall outlined nine key features of leading successful change in Whitehall departments. In this report we use these features as a framework to evaluate the progress of transformation at the Department for Education (DfE).
Insights from the Connecting Policy with Practice Programme in 2013
21st November 2013
This paper reflects on the first year of the Connecting Policy with Practice programme, a partnership between the Institute for Government and the Big Lottery Fund.
5th November 2013
Stronger leadership of functions could play a part in making Whitehall more effective in a number of ways. However the problems that stronger functional leadership could help to address vary greatly. Any new leadership model has to be based on a clear account of the weaknesses that the changes are designed to tackle. Looking at the Institute’s recent work, this note highlights four recurring rationales that could provide the basis for change. The analysis in this paper shows that each of these rationales point to different models for central leadership.
15th October 2013
In our new discussion paper, The Strange Case of Non-Ministerial Departments, we take a deeper look at this obscure category of government bodies, which cover organisations as steeped as history as