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Gordon Brown And Public Management Reform - A Project In Search Of A 'big Idea'?

机译：戈登·布朗（Gordon Brown）和公共管理改革-寻找“大创意”的项目吗？

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This article evaluates the Brown-effect 'real' and 'potential' on public services production in the UK. It is observed, rather unsurprisingly, that Gordon Brown's approach to public services reform is a logical extension of the New Labour modernisation project and represents the extension of new public management (NPM) methods articulated in the populist rhetoric of 'choice', 'personalisation' and 'user' engagement. It is argued, however, that while the adoption of NPM was an important phase in the modernisation of Britain's public services, it is simply unequal to the challenge of public service provision in an era of networked governance. This is because it privileges the role of technocrats, takes the politics out of public policy deliberation and its market orientation is at odds with the concept of public service. In consequence, the success of public service reform rests on the development of representative as well as technocratic networks which can meet the demands of both representative democracy and the efficient delivery of public goods. A set of recommendations are advanced for these purposes rooted in a 'maximalist' ('deep democratisation') conception of public value.
机译：本文评估了英国公共服务生产的布朗效应“真实”和“潜力”。毫不奇怪，人们观察到，戈登·布朗的公共服务改革方法是对新工党现代化项目的逻辑扩展，并且代表了民粹主义“选择”，“个性化”措辞中阐述的新公共管理（NPM）方法的扩展。和“用户”参与度。然而，有人认为，尽管采用NPM是英国公共服务现代化的一个重要阶段，但它完全不等于网络化治理时代公共服务提供的挑战。这是因为它享有技术官僚的特权，使政治脱离了公共政策的审议范围，其市场定位与公共服务的概念背道而驰。因此，公共服务改革的成功取决于代议制和技术官僚网络的发展，这些网络可以满足代议制民主和有效交付公共物品的需求。为此，提出了一系列建议，这些建议都植根于对公共价值的“最大化”（“深度民主化”）概念。

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