{'fraction_non_alphanumeric': 0.03756906077348066, 'fraction_numerical': 0.051933701657458566, 'mean_word_length': 4.9605263157894735, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The Civil Service: continuity and change

The White paper The Civil Service: Continuity and Change (Cm 2627) (Cabinet Office 1994) was published in July 1994. It was the latest in a series of major policy documents in recent years, the most recent instalment of what has been called Whitehall’s management revolution. As Sir Robin Butler has said (1993, p398), this management revolution did not ’spring on to the stage, fully formed, in 1976, 1979 or on any other date.’ Rather there has been a process of gradual and accelerating change in the shape of each new initiative. These initiatives have been well chronicled and widely analysed (Metcalf and Richards 1990; Massey 1993; Pollitt 1993; Greer 1994; O’Toole and Jordan (eds) 1995). They include the setting up of executive agencies and the separation of policy from operations; competition between different suppliers; the greater use of internal ,