Despite the rhetoric of new public sector management, criminal
justice agencies in England and Wales are still driven by a political
agenda. Initiatives, such as the setting of targets and increased
efficiency objectives, can be over-ridden not only by reversals of
government policy but by clashing agency policies. The absence of a
clear management strategy for all criminal justice agencies
... [Show full abstract] renders them
liable to sudden change in a sensitive political climate. Analyses case
examples discussing cautioning of offenders and the granting of bail to
demonstrate the “knock-on” effects of policy change in one
area for a whole series of agencies further along the line. Concludes
that moral panics and political pressure are greater predictors of
managerial change than sound business sense.