Local Government Partnerships in Urban Management: The Case of South Asia

The article examines emerging partnerships in local government in South Asia. It argues that public private partnerships at local authority level tend to emerge where existing service deficiencies are greatest and most often involve the private voluntary sector. These partnerships typically function as 'hybrid' concessions where the private operator performs a service and collects a fee but without responsibility for capital investment. Many of the most successful partnerships have operated at the most localised level involving a coalition of stakeholders under local authority co-ordination. However, few partnerships have developed adequate mechanisms for joint planning, management and monitoring of services.     

Ethics in Local Government: Evaluating Self-Regulation in England and Wales

Local government in England and Wales is subject to the implementation of the Labour government's 'new ethical framework' legislation. This involves a statutory code of conduct for councillors, local standards committees to promote good practice and external investigative and adjudicative bodies to deal with allegations of misconduct. Prior to this many local authorities had adopted a self-regulatory approach to improving their ethical practice. This article charts the development of non-statutory policy towards standards of conduct - largely due to the generally high ethical standards in councils. A study of councils who have introduced self-regulation through standards committees shows that it provides a positive strategy for strengthening the ethical climate, although there is a role for external verification and, potentially, intervention where councils face structural problems of misconduct and/or corruption. The current creation of a statutory system with powerful investigatory agencies is not justified in the context of levels of misconduct and the experience of self-regulation.     

Modernisation or Backward Step? Women Councillors and New Decision-Making Structures in Local Government

Following the 1997 general election New Labour took power with a commitment to ‘modernising’ government, including local government. This modernisation was based upon a variety of approaches including the introduction of new decision-making structures, improving local democracy, improving local financial accountability, creating a new ethical framework for councillors and council employees and improving local services. It is with the first two of these and their potential impact upon women councillors that this article is concerned. It analyses past evidence on women's participation in local government in the UK and examines the impact of the new political structures on progression to senior posts in local government.     

Political Parties in the UK

The modernisation of English local government has created new forms of executive leadership. These aim to deliver better management and greater public engagement. Drawing from a recent study of the views of elected councillors in a sample of contrasting councils, this paper considers how far the new political management has succeeded in enhancing public interest and involvement in local government. It is suggested that executive and non-executive councillors differ in their perceptions of the new arrangements and that public interest is still largely perceived as relating to issues of immediate and personal concern. Backbench councillors may feel relatively powerless in taking up issues. Stepping down from elected office could even provide greater opportunities to be involved in public and political affairs. Equally, there are many examples of positive initiatives to involve the public, including area-based organisation and the effective use of scrutiny. Elected mayors were more optimistic than councillors in their perception of public involvement, tending to see themselves as having a direct line to the public and serving to 'reconnect' council and public. Overall, however, public engagement remains the great unfinished business of local government modernisation.     

Local Councillors: Between Local 'Government' and Local 'Governance'

With a two-dimensional concept of 'New Public Management' as its point of departure, the article points to the development of a specific Danish model of NPM at the local level of government. In the municipalities the market-oriented NPM dimension has been almost absent and the managerial dimension has been interpreted and translated into a 'governance'-oriented model that combines decentralized self- and user-governance from below with centralized goal-steering from above. This combined model institutes new governing roles including a new leadership role for elected councillors as central goal-steering decision and policy makers. Rather than strengthening the local councillors, the new leadership role has turned out to be problematic for the elected councillors. The problems inherent in the new institutional role as goal-steering decision makers are discussed and arguments are put forward in favour of a more 'governance' and less NPM and government-oriented role for elected councillors. What seems to be needed is another new role that stresses local councillors as co-governors and guardians of an inclusive and democratic form of local governance.     

Participatory Democracy or Pseudo-Participation? Local Government Reform in Ireland

Since 1996 local government in the Republic of Ireland has undergone extensive reform. One of the central aims of this reform is the enhancement of local and participatory democracy through generating new forms of participation by communities in local authority decision-making processes, and through strengthening the decision-making role of city and county councillors. Drawing on comparisons with current British local government reforms and on key community governance frameworks, this paper questions the validity of this aim, given the ‘top-down’ nature of the reforms, the ongoing weakness of Irish local government vis-à-vis central government, and the increasingly contractual and consumerist approach of the state towards the voluntary and community sector. It argues that the reforms consolidate Irish local government as a system of local administration rather than local democracy, and that they may threaten the development of participatory democracy, rather than facilitate it.     

Municipal Amalgamations and the Democratic Functioning of Local Councils: The Case of The Danish 2007 Structural Reform

This article discusses the effects of the structural reform in Denmark in 2007 – where a large number of municipalities were amalgamated – on local councillors' influence on decisions taken in the local political realm. The analysis uses data from two large surveys, a pre-reform survey (2003) and a post-reform survey (2009). The analysis shows that the amalgamations have led to an increase in the perceived influence of leading councillors vis-à-vis other councillors and a decrease in the perceived influence of the council vis-à-vis its top administrative officers. Furthermore, it is found that there is an increase in the number of councillors who find that local political decisions are determined by laws and rules from central government, but at the same time it is shown that this increase cannot be ascribed to the amalgamations.     

Local government projectification in practice – a multiple institutional logic perspective

ABSTRACT

During the last couple of decades, we have witnessed a proliferation of the project as an organizational solution in sectors as diverse as IT, housing, social services, education and culture. Despite a growing interest in the phenomenon, we know surprisingly little of how processes of public sector projectification unfold in practice, especially at local government level. This article uses an institutional logic perspective to illustrate and argue that public sector projectification can be understood and conceptualized as the enactment of multiple, co-existing institutional logics, but where one particular logic is of growing importance – the project logic. It is argued that even though the project form is often perceived as more flexible than that of the bureaucracy, the practical outcome seldom represents a radical break with traditional, bureaucratic management models. Rather, it appears to aid a rediscovery and reuse of central bureaucratic practices and procedures such as reporting, documentation and standardization.     

Is cooperation cost reducing? An analysis of public–public partnerships and inter-municipal cooperation in Brazilian local government

ABSTRACT

In local government systems worldwide, financial pressures have obliged local authorities to focus on cost-efficient methods for providing local services, including inter-municipal agreements and public–public partnerships. However, in comparison with municipal mergers, privatisation and other approaches to the problem, the cost impact of the cooperative provision has not yet been thoroughly examined empirically. Moreover, available empirical research has largely concentrated on waste disposal in developed countries. The present paper seeks to contribute to the empirical literature on inter-municipal agreements and public–public partnerships by comparing their impact on costs with ‘stand-alone’ provision in a range of non-waste local services. In contrast to the bulk of existing studies, our analysis takes place in a developing country context by examining Brazilian local government over the period 2013/15. We found that – on the whole – cooperative provision is less expensive than the ‘stand-alone’ provision for the services studied. Our results can be explained by the size and composition of the population, together with the politics for cooperation.     

Local Governments and Local Elites

Local government reform 2001 is an important part of the Government of Pakistan's programme for democratic renewal. The main feature of introducing the Local Government System was to empower the people at the grassroots level and to transfer power from the elite to the masses. This paper uses councillors‘ data from north-western Pakistan to examine the economic and social status of village representatives. Land ownership, high income, education and political connections increase the chances of election to public office at the district and sub-district level, but do not have much impact at the village level. There is evidence of genuine change at union (village) level as the majority of councillors (65 per cent) at this level belong to low-income group and small landowners. So the system has changed the identity of the locally politically dominant group. But, at the same time, results suggest that while local governments units are helpful in creating spaces for a broader range of non-elite community leaders to emerge, elite control of decision making is pervasive. However, it is expected that the presence of non-elite members in the councils may change the allocation of resources in favour of the disadvantaged group with the passage of time, provided elections to councils are held regularly.     

Local Government Public Servants Performance and Citizens Participation in Governance in Nigeria

Abstract

This paper examines the performance of public administrators at the local government level in Nigeria. It traces the development of local governments in Nigeria from 1945 to present times. It argues that the shift in the critical decision‐making powers and functions of local government requires its public administrators to be better‐trained professionals. However, without citizens' participation in governance, public servants' accountability will be low. The study addresses the following questions: How do public sector performance and development of actions by citizens affect accountability in the local governments? How much training do public administrators in Nigeria's local governments have in public management? What is the relationship between performance and citizenship participation in local governments' development process? The question of interests in this study is how public administration at the local government level can better serve Nigeria's communities and in so doing develop authentic relationship with citizen groups, and equitably enhance public trust, legitimacy, and performance of the public sector in the nation.     

REFORMING PUBLIC SERVICES IN THE UK: BRINGING IN THE THIRD SECTOR

In the UK, the government continues its project to reform public services. Earlier projects have focused on the modernization of public sector organizations; in the latest round of reform, New Labour has focused on widening choice and the personalization of services. To this end, the government has been working with Third Sector (TS) organizations to expand their role in shaping, commissioning and delivering public services. The government’s vision is predicated on a normative assertion, that, unlike traditional public sector organizations, TS bodies create public value by being more innovative, are inspired by altruistic aims and values, and have greater commitment to their clients. This paper reviews recent policy and questions whether the government’s policy is flawed, contradictory and risks damaging the attributes of the TS admired by New Labour.     

Local governance under the Conservatives: super-austerity,devolution and the ‘smarter state’

Through their ambitious devolution programme, the Conservatives show a new assertiveness in relation to restructuring the local state, in contrast to the laissez-faire approach of the previous Coalition government. Although the Coalition piloted devolution, its signature policies of ‘localism’ and the ‘Big Society’ focused on non-state actors, providing rights and opportunities for communities to challenge local government and establish their own services. The Conservatives are promoting devolution as a strategy to stimulate economic growth based on greater sub-regional autonomy and increased competitiveness across and between English localities. ‘Combined authorities’ have the opportunity to champion local identities and acquire new economic development powers from Whitehall. But devolution could be a strategy to decentralise austerity, shifting responsibility to the local level for deeper cuts (56% by 2020) and inevitable service reductions. Local government confronts ‘super-austerity’, where new cuts come on top of previous ones, compounding original impacts and creating dangerous (and unevenly spread) multiplier effects. The Conservatives’ ‘smarter state’ policies, aimed at delivering ‘more for less’, amount to little more than a recycling of new public management diktats. The emerging patchwork of ‘devolution deals’ challenges the redistributive assumptions of the grant regime and could leave disadvantaged areas at particular risk of failure. ‘Metro mayors’ are intended to provide visible and accountable leadership; but roles for locally elected councillors, and prospects for community and citizen engagement, remain unclear. The public has yet to be adequately engaged in what is in danger of becoming a technocratic transfer of power.     

Modernisation,Managerialism and the Culture Wars: Reshaping the Local Welfare State in England

The story of local government over the last few decades is often summarised in the assertion that there has been a move away from institutional authority embodied in the structures of councils towards more complex networks of local governance, incorporating a range of stakeholders and other agencies, alongside a shift of power from local to central government. But local government has been at the centre of wider processes of restructuring - of attempts to modernise the welfare state, and specifically the local welfare state. Underpinning the changes that have faced local government (and created new forms of governance) has been a series of assumptions about welfare and how it is best delivered. These combine notions of community, neighbourhood, personal responsibility, workfare and partnership with a distrust of 'bureaucracy' and professional power. It is in this context that the 'modernisation' agenda - promising cultural change - has been driven forward, paradoxically combining a rhetoric of decentralisation and empowerment with an increasingly direct involvement by the institutions of central government and a range of other state agencies in the practice of 'local' governance. The emergent arrangements are increasingly characterised by forms of self-regulation as well as more differentiated management from above.     

The Great Survivor: The Persistence and Resilience of English Local Government

This article is about the persistence and resilience of the form of local government that emerged in England in the nineteenth century and took shape in the twentieth century. English local government has adapted to successive reorganisations and changes to its functions; it has survived centralisation, privatisation, the imposition of quangos, regional governance, elected mayors, performance management and latterly fiscal austerity by responding to opportunities and meeting the continual need for administrative tasks at the local level. The centralised structure to political management in English local government has generated a high level of organisational capacity and a pragmatic sensibility that ensures the institution remains in place even in unpropitious circumstances. Other local organisations, such as voluntary sector bodies and quangos, have less capacity to compete and work to shorter timescales. Such resilience has come to the fore in the period of fiscal austerity since 2009 when local authorities have had to manage severe declines in their budgets whilst taking on additional functions, such as council tax benefit. The organisational capacity and pragmatism of English local government create path dependence as its very efficiency at managing services may have shut off options for democratic renewal and participation.     

Shared services in Brazilian local government: Urban development in small counties

In this article we break new ground by investigating cooperative agreements in urban development services, which include urban development, housing and sanitation for small local governments in Brazil (i.e., those with fewer than 20,000 residents in 2013–15). We find that public expenditure on urban development can be explained by both horizontal (intermunicipal cooperation) and vertical (public–public partnerships) cooperation. Regarding the impact of public sector cooperation on public expenditure, our results show that housing and sanitation services are less costly under intermunicipal cooperation. By contrast, urban development services are less costly when local authorities do not cooperate with other public entities. For public–public partnerships (with the state or federal government) cooperation leads to an increase in public funding, which implies that cooperative agreements might not lead to lower public expenditure. The findings in this article provide useful empirical insights into the administrative reorganization of Brazilian local government.     

Turnaround Management Strategies in Local Authorities: Not Only for Poor Performers

In the past four decades, UK government policymakers have sought to improve the performance of local government by trying to achieve organisational turnaround and bring laggards up to the standards achieved by the leaders. Both the Conservative Party and New Labour led new public management reforms aimed at modernizing and improving local government authorities by adopting standards from the private sector. Given the pressure to improve, failing local authorities have been pushed to adopt a unique set of strategies known as turnaround management strategies (TMS). However, this paper, based on qualitative data and a survey of 126 senior local leaders, shows that TMS have been implemented to a high extent among both poor and excellent performers. The paper concludes that regardless of their objective performance ranking, English local authorities are characterised by a self-perception of underachievement. As a result, high performers continuously implement radical changes.     

Towards pluralism and partnership in management development in local government

'Joined-up government' has been a policy thrust characterising much of the first term of the Labour government. The last four years have seen a flourish of area-based and local partnership initiatives. Information and IT are seen as crucial to facilitate joined-up government and improved service delivery at both central and local level. Ambitious targets are thus set to make all dealings with government deliverable electronically by 2005. This article examines data sharing in a local partnership, using as an example the preparation of the Children's Service Plan 2000-2003 in the city of Sheffield, setting out the national policy background, with particular reference to children's services plans; introducing the project; discussing the results obtained in the data collection exercise, and concluding that the organisational and cultural change necessary to share information effectively require time, and above all a period of relative stability to mature and take hold.     

The Not So Good,the Bad and the Ugly: Over Twelve Years of PPP in Ireland

Public–private partnerships have been adopted extensively in Ireland for over 12 years. This article analyses the practice of PPP procurement at the level of local government. It adopts economic and governance perspectives on PPP which highlight challenges with procurement under PPP such as complexity, uncertainty, hold-up, transparency and accountability. These perspectives provide a basis for an analysis of three cases of PPP procurement. Two cases from the water services sector illuminate problems arising from the complexity of value for money assessment at the ex ante contracting stage. These cases were also characterised by governance problems stemming from central government's role as policy advocate and steward of public funds. The case of PPP to deliver social housing also demonstrated the challenges of procurement under conditions of economic uncertainty and difficulties with achieving appropriate levels of risk transfer. All three cases demonstrate the value of stakeholder consultation in terms of meeting the governance challenges faced when adopting PPP.