Table 1 NPM, austerity and “post”-NPM... | Emerald Publishing

Table 1

NPM, austerity and “post”-NPM following HSCA 2012

Evidence of “classic” NPM (Hood, 1991, 1995) in HSCA 2012	“Early stage” or “Thatcherite” NPM and austerity (see Ferlie et al., 1996; Hyndman and Lapsley, 2016)	“post”-NPM (Julnes and Steccolini, 2015; Steccolini, 2019) strategies to address contradiction between classic NPM and austerity
“Disaggregation”: Budgets disaggregated from wider PCTs “Free to manage”: autonomy over new ring-fenced Public health grant “Corporitised” or quasi-autonomous governmental body created in public health England “Standardised performance measurement”: via the PHE national outcomes framework	Fragmentation and the “localism” agenda “Big society”: De-emphasis on state provision in favour of third sector provision and competitive tender Annualised cuts to budgets and focus on inputs rather than outputs or outcomes Range of outcomes narrowed and aligned with local authority's corporate strategy Contradiction with classic NPM as services demonstrating measureable value for money are cut away	Emergence of new “public policy networks”: Regional collaborations via STPs and the Better Care fund to address financial deficits in the NHS. New regional Combined authority “Hybridity” and “co-production”: public health professionals learn to speak a “different language” to embed “health in all policies” across hybrid spaces. Increasing use of job shares, joint-commissioning and multi-agency work PHE outcomes embedded outside of core public health function in new hybrid settings

Evidence of “classic” NPM (Hood, 1991, 1995) in HSCA 2012	“Early stage” or “Thatcherite” NPM and austerity (see Ferlie et al., 1996; Hyndman and Lapsley, 2016)	“post”-NPM (Julnes and Steccolini, 2015; Steccolini, 2019) strategies to address contradiction between classic NPM and austerity
“Disaggregation”: Budgets disaggregated from wider PCTs“Free to manage”: autonomy over new ring-fenced Public health grant“Corporitised” or quasi-autonomous governmental body created in public health England“Standardised performance measurement”: via the PHE national outcomes framework	Fragmentation and the “localism” agenda“Big society”: De-emphasis on state provision in favour of third sector provision and competitive tenderAnnualised cuts to budgets and focus on inputs rather than outputs or outcomesRange of outcomes narrowed and aligned with local authority's corporate strategyContradiction with classic NPM as services demonstrating measureable value for money are cut away	Emergence of new “public policy networks”: Regional collaborations via STPs and the Better Care fund to address financial deficits in the NHS. New regional Combined authority“Hybridity” and “co-production”: public health professionals learn to speak a “different language” to embed “health in all policies” across hybrid spaces. Increasing use of job shares, joint-commissioning and multi-agency workPHE outcomes embedded outside of core public health function in new hybrid settings