Local Government in Tasmania: Reform and Restructuring

Tasmania has a long history of failed attempts at restructuring local government boundaries yet managed a major reform process of 'modernisation' between 1990 and 1993 that incorporated major changes to council operations together with a restructuring of boundaries and a reduction from 46 to 29 councils. This process can be compared with a recent attempt to reduce further the number of local governments. In April 1997 the Liberal Premier announced reforms ('Directions for Tasmania') that led to a further reduction in the number of councils. This process collapsed following legal challenges and the proroguing of parliament prior to the 1998 state election. The defeat of the Liberal government saw the abandonment of the proposed amalgamations and establishment of 'partnerships' between the new ALP state government and councils. This paper compares the 1990–93 and 1997–98 reform processes and evaluates the outcomes of the amalgamations in 1990–93. It argues that the success of amalgamation and reform in local government has been strongly influenced by the degree of local government involvement and support in the reform process, lessons that have wider application.     

Integrity Systems and Local Government

Australia's third sphere of government is local government, consisting of about 675 councils nationally, responsible for an average of 6 percent of total public sector expenditure (around $18 billion) annually. This article reviews key integrity issues confronting local government, based on experience in NSW and Queensland. Current issues confirm integrity to be a significant concern manifesting in a large variety of forms, both in council administration and in local government politics. A new generation of responses are increasingly tailored to recognising local government as a permanent, elected sphere of government, accounting directly to the public, while, supported by state regulators, individual councils also pursue better practice in the management of their own administrations.     

Decentralization and the implementation of rural development in Senegal: The role of rural councils

Decentralization efforts in Francophone African countries are both rarer and far less ambitious than those in Anglophone states. The decentralization programme launched by Senegal over a decade ago is an important exception. Since 1972, when the administrative reform law took effect, Senegal has been engaged in an effort to decentralize its administrative structures in order to promote rural development, to escape from the burdens of the remnants of an overly centralized colonial system and to stem the rising tide of rural opposition (malaise paysan). This new initiative, which led to the creation of local elected councils in rural communities (communautés rurales). has thus far achieved only marginal success. The 319 rural councils suffer from serious under-financing, and often from domination by administrative authorities, especially the sous-préféts. Based on an examination of the attitudes. perceptions and behaviour of a sample of rural councillors (n = 144), particularly regarding budgetary matters, it appears that the rural communities in fact provide the possibility for some popular input into local and regional planning.     

English Councillors and Mayoral Governance: Developing a New Dynamic for Political Accountability

Much has been written about the arrival of directly elected mayors into the English political landscape. The responses of the councillors serving on those councils to the arrival of elected mayors, has by comparison, been neglected. Yet, the construction, by councillors of a new role as the guarantor of local political accountability within mayoral councils, requires councillors to develop new patterns of political behaviour which challenge long‐held assumptions about the role of the councillor as a political representative. The paper reports the findings of research conducted amongst councillors on England's mayoral authorities, which explored how councillors have responded to the arrival of an elected mayor and what mayoral government means for our understanding of the role of the councillor within English local government.     

Learning how to be efficient property owners and accountable governments: the case of Kyrgyzstan's cities

As a result of government decentralization and property devolution from central to local governments, many city governments in transition countries became the largest real property owners in urban areas. For transitional countries lacking sufficient democratic traditions, efficient asset management represents a dramatic and multifaceted challenge. Kyrgyzstan happened to be among the first transitional countries where cities obtained systematic technical assistance in adapting the most advanced methodology of municipal asset management, which was recently developed under the auspices of the World Bank. Based on experience of work within five pilot cities, the article summarizes factors and methods that help develop a sense of strong ownership and internalization of new asset management vision and approaches among local officials and elected members of city councils. The article presents the experience of how the government of Uzgen, a city of about 40,000 people in South Kyrgyzstan, has changed its attitudes and approach regarding management of municipal property. The article demonstrates how two key processes—improving professional aspects of municipal asset management and developing local democracy though public involvement—have been reinforced by each other. One of the main lessons from Uzgen's experience is that municipal property asset management—because it deals with tangible issues—is a perfect focal point for developing local democracy and communication between a local population and its government. Copyright © 2001 John Wiley & Sons, Ltd.     

Leadership in Local Government Reform: Strategic Direction v Administrative Compliance

This paper reports on a survey across 26 Victorian local councils which assessed the impact of local government reform – boundary restructuring – compulsory competitive tendering, across-the-board rate cuts and rate capping, on the management and organisation of local government organisations in that state. It highlights the fact that leadership, planning and performance management is essential in responding to these reforms. It also reveals thatsome councils have been able to assist employees to make the shift to an outcomes-oriented deliverer of local services while others have made much less progress and are still focused on the traditional, compliance-oriented culture of local government administration.     

Decentralising France: How the socialists discovered pluralism

Reversing European trends toward the consolidation of local government and the imposition of stronger central controls, the French Socialist government undertook a major legislative programme to restructure French local government. This experience is examined in the light of early Socialist commitment to municipal Socialism and their return to power in the Fifth Republic using their local power base. Local reform posed three dilemmas for the Socialists: how to avoid turning local government over to the extreme left or autogestion forces in the party; how to meet the economic demands of locally elected officials without losing fiscal and financial control; and how to enhance decision‐making powers of elected officials at all three levels (municipal, département and region) while also achieving managerial reforms. Their pluralist response was a pragmatic blend of political, economic and budgetary concessions. Participation was enhanced by vigorous efforts to revive voluntary associations; contractual arrangements were devised to put economic programmes for unemployed youth, the elderly and industrial assistance more squarely in local hands; and new managerial methods were coupled to limits on prefectoral powers and budgetary initiatives. The reforms offer important new opportunities for the growth of local government while confirming Socialist dedication to republican ideals.     

Decentralization and local public finance in Tunisia

The Tunisian government has long admitted that its excessively centralized administrative and political systems have generated heavy costs in terms of inefficiency and citizen alienation. A major decentralizing reform effort was launched in the mid-1970s, the most important parts of which dealt with changes in local taxation powers, and in the sources and size of grants and loans which Tunisian communes receive from national sources. The result to date has been a modest increase in communal revenues from the new or increased taxes, and a more significant increase in central government grants to local governments. Smaller and more rural communes are heavily dependent on grants to undertake development actions, their tax base being negligible. The revised systefn generates more revenue, and distributes resources more equitably, than the previous arrangements. In theory, it gives a greatly increased latitude to elected communal councils. Nonetheless, the local governments-and the communes in particular-remain severely constrained by central government authorities. The conclusion is that the decentralization reform has been partial and halting, and will in all probability continue in the same manner.     

Schoolhouses,courthouses, and statehouses after Serrano

The constitutionality of public school finance systems has been challenged in 43 states in the 25 years since the landmark Serrano decision. Using data on revenues from more than 16,000 school districts over the 1972-1992 period, this article assesses the impact of court-mandated reform on the role of the states in school finance. We find that resources from the state increased while revenues from local districts were roughly unchanged after successful litigation. States also followed a more aggressive redistribution policy in the aftermath of court-mandated reform; after successful litigation, state aid to the poorest districts increased and aid to the wealthiest districts remained unchanged. Finally, we find that reforms that were initiated by the states without judicial prodding were typically ineffective.     

A Proposal for Simultaneous Reform of the House of Commons and House of Lords

The disproportional electoral system of the House of Commons is increasingly contested, while the undemocratic composition of the House of Lords has been criticised for a century. I first argue that simultaneous reform of both chambers creates the opportunity for far more optimal outcomes than possible under attempts to reform just one chamber. I then argue that bicameralism should continue so that the UK can be represented in two, currently convoluted, ways: as a singular polity in partisan terms and as both an aggregate of constituencies and union of nations, in geographic terms. The former would best take place in a reformed House of Commons, responsible for government formation, and composed of around 300 MPs elected by ‘pure’ proportional representation. The latter would best take place in a reformed House of Lords of around 300 peers, elected by plurality voting from single-member constituencies. Together, these reforms would improve governance, representation, legitimacy, accountability and the robustness of the union, while retaining celebrated facets of the status quo such as simplicity and the direct constituency link.     

State and Local Governance Fifteen Years Later: Enduring and New Challenges

This article draws on the contributions to this issue and related evidence to assay the extent to which the states and larger local governments have moved in directions endorsed by the Winter Commission in 1993 . The commission’s recommendations targeted (1) the political context of state and local governance, with a particular focus on executive leadership, campaign finance reform, and citizen engagement; (2) the specifics of public administration, with primary emphasis on empowering managers through internal deregulation and bolstering human resource capacity; and (3) the nature of the relationship between the national government and the states in a key policy arena. Significant changes in the fabric of state and local governance have occurred in each of these three areas over the last 15 years. Many of these modifications are consonant with the thrust of the Winter Commission report, but the evidence also points to the limits of state and local reform. Further reform initiatives should be built on systematic efforts to advance knowledge concerning the origins, nature, and outcomes of the array of institutions and processes present at the state and local levels.     

WOMEN IN NEW SOUTH WALES LOCAL GOVERMENT

following the 1977 triennial elections, a total of 158 women were elected to 196 local government councils in New South Wales. The distribution of women representatives through the State is extremely uneven, as the accompanying tables show.     

Conflict and Compliance in Swedish Health Care Governance: Soft Law in the ‘Shadow of Hierarchy’

Soft law, or non‐legislative modes of policy making, is becoming increasingly common today. The Nordic countries have a long tradition soft law, not least in central–local relations, where non‐binding agreements are frequently used to coordinate policies. A key question springing from soft law theory is that of compliance. Why do independent actors comply if they are not formally obliged to do so, and what happens if they do not comply? This article addresses the question of how compliance can be achieved during policy conflict between actors at different governing levels by investigating a case of health care reform in Sweden. An important finding in the study is that compliance was reached ‘in the shadow of hierarchy’. The central government resorted to the threat of regular legislation to force the county councils to comply. This finding points to the fact that sanctions and the presence of a hierarchical order may play an important role even in soft law governance. The study also shows that an additional important reason that the voluntary agreement between the county councils and central government was honoured in the end by both parties can be attributed to the efforts of a mediating actor: the organization representing the county councils in their negotiations with the government. Finally, the study also illustrates how various forms of informal social pressures such as shaming, peer pressure and moral responsibility can help enforce local compliance in a case of open policy conflict. Arguably, all these compliance mechanisms also have relevance outside the Nordic setting.     

The Role,Scope and Scale of Local Government in New Zealand: Its Prospective Future

This article contributes to the current debate as to the role, scope and scale of local government in New Zealand. In 2008, the Nationals Local Government Minister announced his intention to undertake a fundamental review of local government in NZ. This review finally took shape in mid 2011 with the publication of the consultation document ‘Smarter Government, Stronger Communities: towards better local governance and public services’ ( Hide 2011 ). This article adds to the debate by identifying four key themes within the NZ local government system, namely: the legislative framework; managerial capabilities; calibre of elected members and finally democratic deficit and community disengagement. Whilst the first two themes are undoubted strengths, the latter two are equally weaknesses in the local governance system of NZ. Hence the article makes a number of recommendations, seeking to exploit the strengths and to correct the weaknesses in order to create a robust and credible local governance system for NZ.     

State and Local Government Procurement and the Winter Commission

The Winter Commission proposed a state and local government procurement reform agenda that placed public managers at the core of a depoliticized, deregulated, and more pragmatic public sector contracting process. Drawing on the literature and data from several state and local government surveys, this article shows that between 1992 and 2003, state and local governments’ contracting practices moved in directions consistent with the commission’s reform agenda. By 2003, state and local governments had decentralized and deregulated their contracting processes, were contracting more effectively and in circumstances in which it is more likely to be successful, and had adopted several innovative technologies and management practices.     

The Institute for Fiscal Studies Report: English Council Funding: What’s Happened and What’s Next?

The article reviews the recent Institute for Fiscal Studies (IfFS) report, English Council Funding: What’s Happened and What’s Next. The article provides an overview of the main themes and findings of the report which examines the consequences of a sustained period of austerity for English local government and the impact of austerity on certain key council services. The article explores what the report has to say about the way councils have responded to reductions in government funding and the strategies they have developed to protect certain frontline services. The article reviews the suggestions made in the IfFS report for changing English local government funding and finds that they reflect a form of centralist thinking which lacks a radical edge when it comes to reform.     

Leading Change in Local Government: The Tension between Evolutionary and Frame–breaking Reform in NSW

As a result of changing legislation the role of general managers in Australian local government is being transformed from administrative compliance to proactive managerial direction. They are expected to possess leadership, visionary and other change management skills not previously exercised in local government. This paper analyses how the general managers of four councils in Sydney have attempted to lead their respective organisations through their reform agendas. The four councils represented two comparison groups at each extreme of a change continuum ranging from evolutionary to frame–breaking change. Data collected from the four councils since 1994 used personal interviews, participant observation and analysis of documentation. The paper tracks the evolutionary and framebreaking reform, paying particular attention to the role, personality and leadership styles of the general managers. Emergent themes are identified and analysed as they relate to the impact of the general manager on the type of reform processes adopted.     

Intergovernmental councils in the United States

ABSTRACT

This article focuses on intergovernmental councils (IGCs) in the United States in which prominent state-level executive politicians, that is, governors, play a leadership role. In the US case, these IGCs developed out of a desire to facilitate interstate information exchanges and a need for state governments to join forces to protect their autonomy vis-à-vis the federal government. In this latter role, the councils function as lobbyists for state government interests. The research question driving the analysis has to do with impact: what difference do executive-led IGCs make, either vertically or horizontally, in the US federal system? The question of impact is particularly relevant because growing partisan polarization in contemporary federal and state political institutions complicates collective action by states.     

Federal Government Reform: Lessons from Clinton’s “Reinventing Government” and Bush’s “Management Agenda” Initiatives

Newly elected presidents oftentimes set out to reform the executive branch. This has been the norm for more than 100 years, and indications are that the next president will follow this pattern. The authors have had firsthand experience over the past 15 years with White House–led government reform efforts. They provide their insights on President Bill Clinton’s reinventing government initiative and President George W. Bush’s management agenda efforts. Based on their experience, they offer lessons to the next president’s team on what they might do to get a reform effort started successfully and how to get reform initiatives implemented and sustained.