Top-Down Approaches to Joined-Up Government: Examining the Unintended Consequences of Weak Implementation

Since forming part of Blair’s modernization agenda in the UK, joined-up government has become a central ambition of governments in many industrialized countries. While there continues to be an absence of core methods and principles for achieving joined-up government, consensus has emerged around the effectiveness of top down approaches. Research has found that joining must happen at multiple levels and be supported by a range of cultural and structural interventions. This article presents findings from a study into the Australian Social Inclusion Agenda and explores the long-term and unintended consequences of joined-up initiatives that take a top-down approach.     

Local Government Policy Diffusion in a Decentralised System: Childbirth Support Policy in South Korea

South Korean local governments have recently adopted pronatalist policies to cope with the pressing problem of low and declining fertility, despite this central coordination by the national government has been limited in this policy domain. This study attempts to explain the process by which childbirth support policies have spread among localities over time by addressing two questions: whether interjurisdictional and internal factors of policy diffusion have been at work; and how vertical and horizontal diffusion mechanisms have interactively affected local policy adoptions in the developing country. Empirical findings show that horizontal and vertical mechanisms of diffusion considerably outperform intrajurisdictional factors in spreading childbirth support policies among localities. Furthermore, the vertical influence from the central government has a positive conditional effect that stimulates horizontal interactions among local governments for policy formulation. These findings thus suggest that horizontal interactions among localities can provide an important route for the nationalisation of a domestic social policy in the nascent decentralised system.     

Being Strategic in Partnership – Interpreting Local Knowledge of Modern Local Government

Broad and international literature exists on networked governance which has both described and informed recent transformations in local government. Reforms in the UK have led to the development of strategic partnerships to join up services and solve wicked issues. In Scotland, these are referred to as Community Planning Partnerships. Evidence from numerous studies has highlighted the partial nature of this transformation, particularly around community engagement, with some of the pioneers of this work now questioning earlier assumptions. This article presents an interpretive policy analysis of strategic partnership in Scotland to add three themes to this literature. First, to demonstrate the historical contingency of ‘joined-up government’; second, to explore the practices and meanings used by policy actors to understand ‘strategic’ and ‘partnerships’. Finally, the article problematises strategic partnership working, suggesting that in and of itself it creates effective barriers to community empowerment and even engagement.     

The Unintended Consequences of Structural Change: When Formal and Informal Institutions Collide in Efforts to Address Wicked Problems

Significant restructuring of bureaucracies has occurred to facilitate joined-up working. This article draws on new institutionalism to explore the rationale behind the use of structural change for the promotion of joined-up working. It argues that a strong institutionalized myth has emerged which has created isomorphic pressures in the public sector to instigate structural changes in the name of vertical integration. These combine with informal institutions in ways that can be both productive and unproductive, highlighting the need to find a balance between formal institutional change and informal institutionalized practices, which often go unacknowledged as a powerful influence on policy.     

Strategizing Public Sector Human Resource Management: The Implications of Working in Networks

Networks have come to the fore as a means by which government can achieve its strategic objectives, particularly when addressing complex or “wicked” issues. Such joined-up arrangements differ in their operations from other forms of organizing as they require collaborative effort to deliver the collaborative advantage. Strategic Human Resource Management is concerned with the matching of human resource practices to the strategic direction of organizations. It is argued that the strategic direction of government has been towards network involvement and that, as a result, a reconfiguration of Human Resource Management practices is needed to support this new direction. Drawing on eight network case studies findings are presented in relation to the roles government is expected to play in networks and conclusions are drawn about what types of human resource management practices would best support those roles. Implications for Strategic Human Resource Management are posited.     

Absence of Vertical Linkages and the Quest for Decentralized Service Delivery in Pakistan: An Innovation under Constraints

Local Government Ordinance, 2001 aimed to create a service-orientated local government by devolving many public services from the provincial to local levels. However, in many cases, local governments either did not have the capacity to manage them or the services extended across different geographic jurisdictions. The new system also restructured the three sub-national levels but without any vertical hierarchical linkages between them, and asked them to coordinate public service provision between them. This article suggests different remedies, including developing vertical administrative linkages and the reconstitution of Zila Mushawarat Committee to undertake coordination functions at intra-district level.     

A Longitudinal Evaluation of E-Government at the Local Level in Greater Western Sydney (GWS) Australia

This research reviews and revisits the 14 local government websites to determine whether the GWS councils have improved their online services since 2009. The study has found that there have been significant developments and improvements in e-government services among the GWS councils, while these have been variable and in many cases there is scope for further improvement. This research is significant as a longitudinal evaluation can track the evolutionary paths of local e-government development and provides insights into the challenges and opportunities of e-government development at the local level in Australia.     

Prospects for Local Collaboration into an Uncertain Future: Learning from Practice within Labour's Partnership Paradigm

Achieving effective local collaboration, a strong theme of the previous Labour government, may actually become more important given Coalition government policies emphasising decentralisation and encouraging alternative providers of public services. Therefore, it remains essential to learn from experiences of collaboration especially as, despite significant research, few studies explicitly identify guidance for improving this practice that is of specific relevance to local policy actors. In order to do so, a decentred and ethnographic approach was adopted to examine collaboration in a case study of a Sport and Physical Activity Alliance in Casetown, a medium-sized city in the south of England. Findings from this case study reinforced those found in other studies that pointed to the constraints of targets imposed by the Labour government, ingrained approaches to public administration and lack of open acknowledgement of power differentials impeding the development of effective collaboration. Drawing on the suggestions of those involved in the alliance, an alternative vision of collaboration is advocated, focused on shared learning and bottom-up implementation within more fluid and open structures in which there would be greater scope for the exercise of agency on behalf of those individuals and organisations involved. As during the period of the Labour government, aspects of current wider policy agendas may impede as well as support the development of this alternative vision of collaboration. Nevertheless, it is argued that reflexive local actors may collectively be able to address the contextual challenges that exist in order to develop more effective forms and practices of collaboration.     

Strategic Commissioning in the UK: Service Improvement Cycle or Just Going Round in Circles?

This article explores the drivers of the development of strategic commissioning over the last two decades, its limitations, and the implications of its rapid spread. It suggests that the differences between government departments have allowed scope for local variations, which have been exploited by local government, leaving room for more innovation than would have been possible under an entirely ‘joined-up’ government agenda. The forms taken by this new approach to strategic commissioning were consistent with continual pressure from central government to find ways of promoting externalisation of public services. Although this underlying drive was often resisted, particularly at local level, but always re-emerged. The article ends by exploring the implications of this analysis for public services in the era of fiscal austerity under the new UK Coalition government.     

A Lipskian analysis of child protection failures from Victoria Climbié to "Baby P": a street-level re-evaluation of joined-up governance

This paper explores the issue of joined-up governance by considering child protection failures, firstly, the case of Victoria Climbié who was killed by her guardians despite being known as an at risk child by various public agencies. The seeming inability of the child protection system to prevent Victoria Climbié's death resulted in a public inquiry under the chairmanship of Lord Laming. The Laming report of 2003 looked, in part, to the lack of joined-up working between agencies to explain this failure to intervene and made a number of recommendations to improve joined-up governance. Using evidence from detailed testimonies given by key personnel during the Laming Inquiry, the argument of this paper is that we cannot focus exclusively on formal structures or decision-making processes but must also consider the normal, daily and informal routines of professional workers. These very same routines may inadvertently culminate in the sort of systemic failures that lead to child protection tragedies. Analysis of the micro-world inhabited by professional workers would benefit most, it is argued here, from the policy-based concept of street-level bureaucracy developed by Michael Lipsky some 30 years ago. The latter half of the paper considers child protection failures that emerged after the Laming-inspired reforms. In particular, the case of ‘Baby P’ highlights, once again, how the working practices of street-level professionals, rather than a lack of joined-up systems, may possibly complement an analysis of, and help us to explain, failures in the child protection system. A Lipskian analysis generally offers, although there are some caveats, only pessimistic conclusions about the prospects of governing authorities being able to avoid future child protection disasters. These conclusions are not wholeheartedly accepted. There exists a glimmer of optimism because street-level bureaucrats still remain accountable, but not necessarily in terms of top-down relations of authority rather, in terms of interpersonal forms of accountability – accountability to professionals and citizen consumers of services.     

Local Political Leadership and the Modernisation of Local Government

Political leadership has been a key element of central government's attempts to ‘modernise’ local government over the past decade, within a discourse that emphasised ‘strong’ and ‘visible’ leadership and the role of leaders and leadership in driving change within local authorities. In the context of such an approach, and also taking account of academic discourse, this article draws upon interviews with nearly thirty individuals in leadership positions in local authorities in England, Scotland and Wales to assess their experiences of leadership and their views of some aspects of the role and work of councils. It suggests that whilst there is broad convergence between the aspirations of government and the narratives that emerge from these leaders on some aspects of local political leadership, there are also differences, perhaps most notably over the relationship between changes to decision-making structures and the loci of political power.     

Decentralisation and recentralisation in the historical development of the local government system in zimbabwe

Local government as an institution constitutes one of the many resources at the disposal of central government for achieving certain ends. The local government system is therefore a means directly related to some perceived ends although in certain cases it can also be pursued as an end in itself. In many countries including Zimbabwe the ends of local government are often unclear and multidimensional including the promotion of local democracy and participation in national politics and development; providing structural framework for the provision of local services, promoting local administrative efficiency and in rather few cases, providing a framework for local economic development.

In many countries local government system is used to either strengthen a top-down hierarchical approach or a bottom-up or horizontal approach to administration and national economic development. Such goals of local government inevitably result in different types of philosophy, administrative theories and strategies, decentralisation models, organisational structures, centre-local relations and the nature of powers ceded to local government by central government. The main theme of this paper is that within the context of Zimbabwe, there has been a major discrepancy between the largely territorial goals or ends to be achieved by post colonial local government transformation and its continuing functional organisation inherited from colonialism. This contradiction is described in the title as decentralisation and recentralisation.     

Russian Central Government Budgeting and Public Sector Reform Discourses: Paradigms,Hybrids, and a “Third Way”

ABSTRACT

This study explores how public sector reform discourses are reflected in Russian central government budgeting. Through the lenses of institutional logics, Russian central government budgeting is considered to be a social institution that is influenced by rivaling reform paradigms: Public Administration, New Public Management (NPM), the Neo-Weberian State, and New Public Governance. Although NPM has dominated the agenda during the last decade, all four have been presented in “talks” and “decisions” regarding government budgeting. The empirical evidence illustrates that the implementation of management accounting techniques in the Russian public sector has coincided with and contradicted the construction of the Russian version of bureaucratic governance, which is referred to as the vertical of power. Having been accompanied by participatory mechanisms and a re-evaluation of the Soviet legacy, the reforms have created prerequisites for various outcomes at the level of budgeting practices: conflicts, as in the UK, and hybridization, as in Finland.     

The challenge of design of intergovernmental relations in economies in transition

The governments of Eastern Europe and the former Soviet Union are at a crucial juncture in their movement from highly centralized command economies to more decentralized market economies. While there is a belief in these countries that decentralization brings greater economic efficiency, the reality is that such a transition is a difficult process. This paper examines what types of administrative reforms are needed for the decentralization process, how far along the countries are with respect to these reforms, and what reforms are missing. As we discuss, many of the necessary administration reforms are missing and we argue that more attention must be paid to these elements for successful decentralization of these governments.

This paper examines the recent experience and reform needs of the key administrative aspects of the design of intergovernmental relations in countries in transition in Eastern Europe and in the former Soviet Union. There is a widespread realization in all of these countries that decentralizing government will help increase efficiency in the public sector just as privatization will improve efficiency in their economies. Decentralization of government operations is also attractive as a way to cement a democratic form of government. Despite the appearances of the existence of an already decentralized system, such as in the case of the Soviet Union, this experiment started in practically all cases with a lack of institutions and experience on how decentralized government operations should be organized.

As different as these countries are, there are many similarities in the reform process they are following in order to decentralize government structure. While the basic components of a decentralized system of government are emerging in many of these countries the structure of government has not fully evolved in a manner that can support such a decentralized system. Often, governments remain structured along a vertical hierarchy: information, budgetary authority, and revenue pass from the central government down to subnational levels of government while little communication or interaction exists at a horizontal level. In general, the assignment of revenue and expenditure has not been clearly defined among the two or three levels of government, central government transfers continue to occur in a relatively ad hoc manner, and the entire budgeting system still rests in many cases on more or less formal system of negotiations and bargaining among the different levels of government. There has been some change in this structure in certain countries. Over the last three years, both Poland and Hungary have legally increased the automony of subnational governments. In 1994 in Russia a new and more transparent system of intergovernmental grants has been established between the federal government and the regions. In 1994 also, Latvia introduced a more transparent formula-driven, transfer formula for the regional and municipal governments.

The focus of this paper is to develop a “blue print” for necessary changes in organization and administration of intergovernmental relations in countries in transition. While many experts have recently been discussing the public finance policy components of this new, evolving relationship among levels of government, less attention has been paid to the structural and administrative challenges and the information design issues that must be met in order to develop and support a system of intergovernmental relations.

The paper is organized as follows: First we review the major responsibilities and their allocation among levels of government, the assignment of revenue sources, and the system of transfers. We then turn to a discussion of the current experience of Eastern European and NIS countries in the context of the structural components of an intergovernmental fiscal system. Next, we analyze the organizational reforms that are necessary for the efficient functioning of a decentralized system of government in the economies in transition. Finally we “rate” the transition economies in relation to their current design of the system of intergovernmental relations and support mechanisms.     

Variants of transparency: an analysis of the English Local Government Transparency Code 2015

Transparency policies and initiatives at the local level have expanded around the world but our academic understanding is still limited. Few studies have systematically analysed transparency practices at the local government level. This paper develops an analytical framework to examine local government transparency practices based on the literature. The framework is used to analyse the English Local Government Transparency Code 2015. The study shows that the Code delivers openness to a partial extent but has not yet met all criteria for transparent practices. The findings could contribute to the development and improvement of transparency practices at local governments.     

Local Government at the Nexus?

The modernisation of local government in the UK, pursued by Labour governments since 1997, has covered many, often conflicting elements. Councils have been encouraged to be both strategic ‘place shapers’ and also involved in the nurturing of democratic engagement. This latter theme of ‘democratic renewal’ has in itself contained paradoxical elements, but has been a consistent focus of attention. This debate around democratic renewal has also taken place in the context of a broader ‘rethinking’ of local governments’ role, in an era of partnerships, governance and new models of service delivery. Normatively and practically new justifications for local government have been sought. One such normative foundation has drawn on a range of theoretical perspectives to reimagine the place of local government in the democratic polity, seeing local authorities and local councilors as facilitators or nurturers of democratic health. In particular, broad theoretical developments in communicative and deliberative democracy, and also, more recently, on work based in ‘second generation’ governance theory, have been drawn upon to place local government at the nexus of state and civil society. This paper will examine the possibilities for such a role, from a normative standpoint, to argue that local government can have only limited success in this role, particularly in the context of New Labour's restructuring of the local state.     

Is Bigger Really Better? A Comparative Analysis of Municipal Mergers in Australian and Japanese Local Government

While structural reform by means of municipal mergers has been employed in many different countries, council consolidation has been especially marked in Australian and Japanese local government. This suggests that much can be learned by examining amalgamation through the analytical prism of comparative analysis. In this article, we investigate structural reform through municipal amalgamation in Australian and Japanese local government by examining the aims of amalgamation, the methods employed by public policy makers and the outcomes which were achieved. From this comparative analysis, we attempt to draw some broader lessons for local government policy making aimed at local government reform.     

LEARNING FROM SUCCESS: ARE SUCCESSFUL GOVERNMENTS ROLE MODELS?

Do local governments learn from their successful peers when designing public policies? In spite of extensive research on policy diffusion and learning, there is still a lack of studies on how success relates to learning patterns. We address this deficiency by examining which other governments local administrative units draw lessons from. More precisely, we investigate whether public managers learn from the experiences of local governments whose citizens are satisfied with government services. Using a large dyadic dataset on all Swedish municipalities from 2010, we find that senior public managers in local administrations learn from similar local governments and from neighbours. But we also find clear evidence that they learn from local governments whose citizens are pleased with local public services. This indicates that best practices are spread among local governments.     

Structural and Textural Dimensions of Territorial State Organisation

In the framework of devolution, British scholars have inquired how to assess the constitutional position of the local government in the UK and its effect for improving or hindering autonomy and democracy at the local level. The purpose of this paper is to discuss the same topic from a more general and comparative perspective, combining conceptual tools of continental public law and political science. To do this the paper proposes to differentiate three concepts of territorial state configuration. These concepts are territorial structure, territorial texture, and vertical diffusion of state authority. This paper asserts that the confusion of these three dimensions has not only impaired an adequate assessment of the constitutional position of local governments, but that the structural dimension has been under-theorised, thus distorting measurements of subnational authority. Moreover, scholars have underestimated structural constraints upon changes in the local government position within the polity. Finally, an operationalisation of the new findings is offered by plotting selected countries in a Cartesian system comparing them from the perspective of territorial structure and vertical authority diffusion.     

British National Party: Contemporary Perspectives

The coalition government has set out plans to dismantle the regional tier and return powers to localities and Whitehall departments. These changes will have significant implications for the way in which transport policy is formulated and delivered in England. When in power, New Labour introduced a range of measures to strengthen governance arrangements for promoting a more joined-up and decentralised approach to transport policy, including Regional Funding Allocations (RFAs). This paper examines the opportunities and limitations of the RFA process and considers the consequences of removing these regional structures for transport policy in England. We conclude that important progress made in recent years to develop effective arrangements for identifying transport priorities at the sub-national tier could be derailed by the Coalition's intention to remove regional governance structures in their entirety.