By Bruce L. R. Smith and D. C. Hague
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Sample text
The British Council and the Arts Council have rarely been placed in ministries. At other times the use of the contract seems to have had a much more problematic outcome, either creating unforeseen problems, failing to achieve the stated purpose, or merely disguising the failure to deal directly with a refractory issue. Of particular interest is the concern that extensive contracting merely creates the illusion of a Jeffersonian form of limited government and in fact leaves untouched the major problems of big government.
The various dimensions of the problem include the need for accountability in the supervisory relationships between higher and lower levels of administrative authority within the executive; in the relationships between different branches of government (in the American scene between constitutionally separate executive and legislative branches); in the relationships between central and local levels of government (and also between the central office and field offices within an agency); in the rela30 tionships between the government and the private or semipublic institution or body to which authority has been contracted or otherwise delegated; and in the relationships between different levels within the outside institution (and the criss-crossing relations with different levels in the formal government).
Peter F. Drucker, declaring that government has grown too big, flabby and overextended, states as 'the main lesson of the last fifty years: government is not a "doer". The purpose of government is to make fundamental decisions ... to govern. This, as we have learned in other institutions, is incompatible with "doing". ' 47 His solution is a policy of 'reprivatisation' which is 'a systematic policy of using the other, the nongovernmental institutions of the society ... , for performance, operations, execution'.