Leading from the front (September 2009)
Staff on the front line of Britain's public services still enjoy little or no autonomy from central control. Instead they are burdened with targets and cumbersome management structures which often achieve little more than the appearance of good services.
This lack of trust from middle management and central government has left staff demoralised and services suffering. The result is a vicious circle of low morale, falling status and rising difficulty in attracting the top graduates needed to make our public services first class.
Charting decades of promises to empower front line staff, Leading from the Front argues that government must finally learn to relinquish some of its power to local control if we are to improve our public services in an era of austerity, creating instead a public service in which empowered citizens can seek and receive the services they need from empowered staff.
Report
Staff on the front line of Britain's public services still enjoy little or no autonomy from central control. Instead they are burdened with targets and cumbersome management structures which often achieve little more than the appearance of good services.
This lack of trust from middle management and central government has left staff demoralised and services suffering. The result is a vicious circle of low morale, falling status and rising difficulty in attracting the top graduates needed to make our public services first class.
Charting decades of promises to empower front line staff, Leading from the Front argues that government must finally learn to relinquish some of its power to local control if we are to improve our public services in an era of austerity, creating instead a public service in which empowered citizens can seek and receive the services they need from empowered staff.
Report
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