著者

広瀬 裕子

出版者

日本教育政策学会

雑誌

日本教育政策学会年報

巻号頁・発行日

no.21, pp.25-46, 2014-07-15

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This paper inquires into the education reform case carried out using the method of New Public Management (NPM) in the London Borough of Hackney in the UK. During both the Conservative and the Labour Governments in the 1990s, education reforms with the NPM method were adopted widely. The Hackney case was an extreme case of them. The Hackney Council became the first local authority to be judged as failing in running local education, as a consequence, its power to deliver education services was removed from the Council by the central government to be transferred to a private company. Eventually, in 2002, and independent non-profit organization, the Hackney Learning Trust, took over all the power from the Council to run education, under a ten-year contract. Although the Learning Trust undoubtedly had improved the whole range of education in Hackney, the Trust was closed without extending the contract when the contract ended in 2012. The education services in Hackney were returned to the Council. In this NPM education reform case, it should be noted that the private company was not considered to be the permanent agent to deliver education in the local area, but a temporary effective operator to work intensively to recover the malfunctioning local authority. The closure of the successful Trust suggests that the Hackney case was not a simple case of NPM privatisation in educational administration, but this should be interpreted as a case of an education governance reform by the private sector in an emergency, in which the local government had lost their ability to improve their malfunctioning public services.