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The aim of this paper is to explore Whitehall motivations underpinning the Sub‐national Review of Economic Development and Regeneration.

The paper is based on interviews conducted with senior Whitehall officials involved in regional working.

The Sub‐national Review seeks to streamline regional structures and provide regions with enhanced autonomy. However, findings indicate that there are distinct differences of opinion across Whitehall departments regarding the future trajectory of English regionalism and what powers and functions regional bodies should acquire. These contradictory positions raise questions about the implementation and effectiveness of the proposals.

An examination of these phenomena is intended to provide greater clarity regarding the opportunities and constraints presented by the latest phase of regional restructuring.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

The objective of this paper is to explore the progress of current reforms to government in the English regions through administrative decentralisation aimed at delivering economic growth and greater accountability.

In addition to government documents the paper is informed by the views of a range of public and non‐governmental bodies on key aspects of the reforms, including the preparation of integrated regional strategies, accountability arrangements and institutional capacity.

While holding out the prospect of a more effective approach to regional policy making and delivery, implementation of the reforms carries risks for the delivery of key government policies. There is little evidence that they will assist in reversing disparities in economic growth rates between the English regions or tackle England's ingrained tradition of centralisation. There are also concerns that the prominence given to economic considerations is incompatible with delivering sustainable development.

Greater attention needs to be given to the coordination of national policies with a regional dimension and to the sub‐national institutional capacity required to both prepare and deliver integrated regional strategies.

Drawing on empirical evidence this paper offers insights into the administrative and policy tensions associated with ongoing reforms to sub‐national government in England.

To present a paper which examine the UK's approach to devolution in respect of the English regions.

The paper seeks to understand the policy choices facing the UK Government in redesigning governance arrangements in the English regions. This is achieved by an analysis of the evolution of regional governance arrangements in the past decade drawing on secondary and semi‐structured interviews undertaken by the author.

Regional governance arrangements evolved in an ad hoc manner due to the government's focus on the establishment of elected regional assemblies. In this policy vacuum existing regional institutions succeeded in establishing effective working relationships. However, with an increasing focus on cities as the engines of regional growth and the pressures to devolve responsibilities to local government the existing institutional policy framework has increasingly been challenges.

The paper critically examines different policy choices for reforming regional governance.

Drawing on research and consultancy studies undertaken by the author for the English Regions Network, individual Regional Assemblies, the Department of the Environment, Transport and the Regions, the Cabinet Office and the Economic and Social Research Council, the paper explores issues of policy development and implementation at the regional level.

The paper presents a comprehensive overarching analysis in a complex field of territorial public policy.

Since 1997, the Labour Government sought to respond to the dilemmas and consequences of the earlier New Public Management reforms, according to the two principles of joined‐up government and public service delivery. A key aspect of its reform programme has been the public service agreement (PSA) framework, a target‐based performance regime that acts as a vehicle for the majority of spending and policy decisions across government and on the ground. Analysing its implementation and success, the article suggests that, in theory, the PSA regime provides an important example of steering at a distance as a form of political leadership, wherein the role of the centre is to provide the strategic framework for policy delivery. However, there are several structural constraints that have impeded the effectiveness of the framework, such as the pervading Whitehall departmental culture, and the tensions between top‐down performance management and devolved autonomy on the ground.

In December 1999, the UK Civil Service Management Board in Whitehall agreed upon a reform program focusing on six themes, all connected with improved managerial processes internal to the civil service and intended to complement the more externally oriented Modernising Government agenda set out in a white paper earlier that year. The purpose was to achieve major changes in the way in which the civil service was run – “step change” rather than continuous improvement. In May 2002, the Cabinet Office commissioned a research project to provide an evaluation of the Civil Service Reform program through four case studies. This chapter draws upon the findings of that study to discuss the extent to which cultural differences affected the outcomes of this ambitious reform program. In addition, it draws upon a set of interviews in 2005 which updated the findings of the research. The chapter suggests that four very different types of culture had important impacts on the way in which the case study organizations went about the process of addressing the Cabinet Office reform program, namely national cultures which differed greatly between the case studies, although they were all UK-based organizations; organizational cultures which differed greatly within each of the case study organizations; occupational cultures which crossed the four case studies, but usually with significant differences in each context; and sectoral cultures which in several cases provided particular barriers to change. The chapter shows how these different dimensions of culture were interwoven in the change programs of the four cases and explores the extent to which their progress on the reform agenda was affected by their particular cultural mix. It suggests that some “cultural stances” within these overall cultures were more difficult to change than others, so that reforms had to be re-activated on several occasions and through a variety of mechanisms. Finally, the chapter illustrates how, in the case study organizations which were most successful, a deliberate strategy was adopted by top management of highlighting the clashing internal cultures, in order to challenge the traditional positions of internal and external stakeholders, in spite of the risks involved.

INDUSTRY CAN ONLY benefit from the efforts of Airey Neave, chairman of the powerful all‐party Select Committee on science and technology. Neave was one of the first prisoners of war to escape from Colditz Castle. He strolled out dressed as a German officer. Now he is using his initiative to overcome a security problem of another kind—Whitehall's hidden secrets.