Searching for the best structure for American local government

Citizens, practitioners and academicians involved in local government have for decades debated the best structure for local public organizations; at the polar ends of this debate are those advocating rational administration and those advocating political responsiveness. The conventional wisdom equates rational administration with reformed structures like the council-manager plan and political responsiveness with structures which have an elected chief executive officer. The debate is unresolvable within this value-driven framework, and these ideological positions do not seem to be helping in the design of governmental structures which “work” in a practical and meaningful way. The paper argues for a “functional” model of local government structure based on how much citizens and administrators can know and oversee with competence. The analysis leads to a significant rethinking of the role of governing bodies, administrators, and the general management position in American local government.     

Community Council Cooperation: The Lake Macquarie City Council Co-Governance Delegation Model

In its Better, Stronger Local Government, the Independent Local Government Review Panel (2012a, 2012b) advanced several claims regarding the performance of New South Wales (NSW) local government, including the supposed need for additional “sub-council” governance structures. This article argues that there is no need to “reinvent the wheel” in NSW local government by introducing additional “sub-council” structures since existing regulation already enables local authorities to engage in local co-governance. Using the example of the Lake Macquarie City Council (“LakeMac”) “delegation model,” the article shows that LakeMac has been successful in its endeavors to engage widespread community participation in co-governance to manage council facilities.     

Political Entrepreneurs and Public Administration Reform: The Case of the Local Authorities' Unification Reform in Israel

This article examines a specific institutional change in Israel. In 2003 the Israeli Knesset implemented the local authority unification plan, an unprecedented reform in the structure of local authorities in Israel. This article is about a local government reorganization taking place in a unique political culture. This article tries to integrate the role of political entrepreneurs within an Institutionalist and “learning” perspectives to offer an explanation to a local government structure, thus politicians influence and are influenced by a wide range of institutional norms and practices in a complex process of design and determination of institutional change.     

Multiculturalism,memory, and ritualization: Ukrainian nationalist monuments in Edmonton,Alberta

Canadians of Ukrainian descent constitute a significant part of the population of the Albertan capital. Among other things, their presence is felt in the public space as Ukrainian monuments constitute a part of the landscape. The article studies three key monuments, physical manifestations of the ideology of local Ukrainian nationalist elites in Edmonton: a 1973 monument to nationalist leader Roman Shukhevych, a 1976 memorial constructed by the Ukrainian Waffen-SS in Edmonton, and a 1983 memorial to the 1932–1933 famine in the Ukrainian SSR. Representing a narrative of suffering, resistance, and redemption, all three monuments were organized by the same activists and are representative for the selective memory of an “ethnic” elite, which presents nationalist ideology as authentic Ukrainian cultural heritage. The narrative is based partly upon an uncritical cult of totalitarian, anti-Semitic, and terroristic political figures, whose war crimes, ethnic cleansing, and collaboration with Nazi Germany the nationalists deny and obfuscate. The article argues that government support and direct public funding has strengthened the radicals within the community and helped promulgate their mythology. In the case of the Ukrainian Canadian political elite, official multiculturalism underwrites a narrative at odds with the liberal democratic values it was intended to promote. The failure to deconstruct the “ethnic” building blocks of Canadian multiculturalism and the willingness to accept at face value the primordial claims and nationalist myths of “ethnic” groups has given Canadian multiculturalism the character of multi-nationalism.     

Why Some Cities Provide More Public Goods than Others: A Subnational Comparison of the Provision of Public Goods in German Cities in 1912

What determines a government’s level of public goods provision? Most scholarship tends to focus on the “demand side” of public goods provision, highlighting how varying patterns of social preferences shape the provision of public goods. In an analysis of municipal hospitals and infant health clinics in Germany’s 84 largest cities in 1912, this article uses an original dataset to test a variety of hypotheses to introduce an alternative logic centered around the institutional capability of local governments. The findings suggest a supply-side theory of public goods provision in which the fiscal resources of cities and the professionalism of local government officials are important determinants of the level of public goods. The implications of these findings are two-fold: first, in federal political systems, highly capable local governments—with resources, expertise and professionalism—might represent a “decentralized” or “bottom-up” path for achieving higher overall levels of state infrastructural power in a political system. Second, public health threats might serve as a crucial trigger for the development of local capacity and hence state infrastructural power more broadly.     

Public Attitudes to Local Government in Turkey: Research on Knowledge,Satisfaction and Complaints

This study examines prevailing characteristics of public attitudes to local government in Turkey based on the findings of a questionnaire based research project. The level of public knowledge of local government, people's satisfaction with local service provision, public views and complaints about local services are analysed. The findings show that the level of public knowledge of local government is low and people do not complain about local government services although the level of satisfaction is low. The belief that complaints would have no effect is the main reason for not complaining. The impact of sex, age, education, income, length of residence in the locality, housing tenure, and political opinion on public attitudes to local government is also assessed. Of these variables, age, education and income levels are found to be significant.     

两岸关系制度化如何处理“台湾当局政治地位”问题

两岸关系和平发展制度化面临的核心障碍是：是否认同“两岸同属一个中国”,以及如何设计两岸都能接受的“一中”法律架构和中央政权架构,而台湾当局的政治地位及两岸关系定位则是争论的焦点所在。两岸在“国号”上的分歧并未改变“两岸同属于一个中国”、“中国的主权以及人民和领土完整并未分裂”的事实,只是中国内战未能彻底结束,导致了“一个中国内两个敌对政权阶段性并存”的格局。笔者认为,在两岸均以谋求国家和平统一为目标的前提下,似可默认在国家统一前双方政权互不隶属,两岸任何一方都不强求对方接受自己作为国内法意义上代表全中国的中央政府,并在国际社会共同维护“一个中国”。未来两岸“统一”的法律目标是：本着相互宽容和谅解的精神,通过平等协商,制定或认可两岸均能接受的、在全中国范围内具有最高法律效力的宪法或宪法性法律,组成能有效管治全中国的中央政府。     

Auckland,New Zealand – fair game for central party politics

This paper explores the influence of central party politics in Auckland local government, in New Zealand’s largest city, following the 2010 amalgamation. Political parties have been an accepted and dominant presence in European representative democratic local government, throughout the 20^th century. Not so, however, in New Zealand and Australia, where citizens have ‘flocked to the banner “Keep Politics out of Local Government”. Our analysis of the self-declared party accreditation status of candidates and elected members demonstrates that political affiliation, at least in the main centre Auckland, is on the rise, counter to assumptions that New Zealand local government is largely removed from central politics.     

International Collaboration in Local Government Leadership Development: Insights Gained from a U.S. and Ireland Partnership

There is great value in international partnerships when developing leadership potential in local government. This article focuses on the lessons-learned from three innovative annual joint collaboration efforts under the auspices of the Institute of Public Administration (IPA) in Ireland and DePaul University (Chicago). The purpose was to provide an “outside in” perspective of how local government works in different countries. This was illustrated by a recent series of collaborative programs to develop 59 senior individuals in local authorities throughout Ireland. Approaches used included shadowing local government officials, collaborations with community partners, and benchmarking meetings with officials to learn about innovative projects.     

WAS LOCAL GOVERNANCE SUCH A GOOD IDEA? A GLOBAL COMPARATIVE PERSPECTIVE

The idea of local governance has gained much prominence but can elected local government be sustained in a role as network coordinator alone? To investigate this question this article focuses attention on four societal roles that local government systems undertake. They can support political identity, underwrite economic development, facilitate social welfare provision or act as a lifestyle co‐ordinator through the practice of community governance. Tying our investigation to the embedded societal roles of local government in different systems opens up the opportunity for a global comparative perspective. It also supports an argument that a sustainable system of local government is likely to be one that is able to combine societal roles to a substantial degree and those systems left with community governance as their key societal function are particularly likely to find themselves pushed to the sidelines of governing arrangements.     

Using Appreciative Inquiry to Engage the Citizenry: Four Potential Challenges for Public Administrators

In the United States, calls for new citizen engagement strategies have continued to grow at the local government level. One answer is Appreciative Inquiry. As part of a larger study conducted in 2007, the question was posed to public administrators, “What challenges do you see regarding using an Appreciative Inquiry approach to increase citizen participation in local government?” Findings based on a content analysis of the data identified four challenges in particular. Discussion suggests public managers need to be aware of these challenges but depending on local conditions they can be mitigated or overcome.     

Citizen Participation in German and Spanish Local Governments: A Comparative Study

In recent decades, citizens have become more and more disenchanted with the traditional institutions of representative government, detached from political parties, and disillusioned with old forms of civic engagement and participation. This has favored a renewed interest in citizen engagement and citizen participation and a growing re-emergence in academic and political discourse of ideas and values of community, localism, and citizen participation. This article analyzes the main objectives and the actual implementation of citizen participation initiatives in the local governments of two European Continental countries, Germany and Spain. The aim is to find out the factors that affect the possible decoupling between the objectives and the “real” uses of citizen participation. Our results show that most local governments in these two countries are using citizen participation only to increase the level of perceived legitimacy or to comply minimally with legal requirements, without really taking advantage of citizen participation to enhance decision-making processes. These findings confirm that institutional theory becomes the rationale to explain the implementation of citizen participation in these two European Continental countries.     

Enduring Financial Sustainability Through “Bottom-Up” Local Authority Ingenuity and Rational “Top-Down” State Regulation: The Case of Lake Macquarie City Council

For decades Australian policy-makers have relied on the blunt instrument of forced amalgamation to reform local government. However, a host of recent public inquiries has demonstrated that despite compulsory mergers in all states, except WA, financial unsustainability has become more acute. Using the case study of the successful achievement of ongoing financial sustainability by Lake Macquarie City Council in NSW through its resourceful “bottom-up” use of the “top-down” financial parameters set for NSW local government, this paper argues that state governments should concentrate on “process change” by establishing sound “top-down” regulatory frameworks thereby enabling “bottom-up” ingenuity by local authorities rather than “structural change” through compulsory mergers.     

Party penetration of society in Hong Kong: The role of mutual aid committees and political parties

Party penetration of society can be illuminated by the study of how political parties in Hong Kong have been infiltrating Mutual Aid Committees (MACs), which are housing organisations in private and public buildings. While “administrative absorption of politics” was viewed as a hallmark of Hong Kong under British rule during the 1970s, political penetration of local administration has emerged as the feature of the body politic since the 1990s. The colonial government's neglect of the MACs in the 1990s has been inherited by the post‐colonial administration since the transfer of Hong Kong's sovereignty in 1997. On the other hand, some MACs have penetrated political parties because they find that the government has swept them under the carpet and that parties can deliver various constituent services. This interpenetration of parties and MACs is an enduring feature of grassroots politics in Hong Kong today.     

THE PROBLEM OF LEGITIMACY FOR THE POST-HANDOVER HONG KONG GOVERNMENT

The much-publicized reversion of Hong Kong's sovereignty to China on July 1, 1997, has been hailed as a success by many. Politically, it has been pointed out that Hong Kong has scarcely changed since the handover. Nevertheless, the alleged successful transition has also witnessed a number of economic, social, and political crises. Drawing on systematically collected longitudinal data of public opinion, this paper tries to answer two important questions: first, has the quasibureaucratic-authoritarian political structure of the post transition government experienced a “legitimation problem,” i.e., a rejection of the political structure as a whole. And second, does social discontent directed at incumbent government officials represent strong bottom-up pressure for faster democratization? The longitudinal data suggest that even when public confidence in the HKSAR government dropped to its lowest level in June 1998, there was no evidence to suggest the quasi-bureaucratic authoritarian system had a legitimation problem, nor was there strong public pressure demanding rapid democratization. The demand for changing the political system has seldom been treated as an important personal concern during the transitional period. While social and economic issues have been of great personal concern for most Hong Kong people, very few of them have demanded democratic changes as a way of restoring confidence. Pressure for bottom-up democratization remains low.     

Accountability by Professionalism or Managerialism? Exploring Attitudes Among Swedish and Norwegian Local Government Leaders

Most developed countries continue to experience problems with malfeasance and corruption, making accountability a fundamental concern of the public government. Still, the mechanisms which ensure accountability are not given. This article explores two different and apparently conflicting principles of accountability in public organizations: “Professionalism” based on values and internalized incentive structures and “Managerialism” based on externalized incentives and hierarchy. The empirical analysis is based on a comparative survey among local government leaders in Sweden and Norway. The analysis shows that both professionalism and managerialism are regarded as important means for accountability and tend to be understood as complementary more than competing principles.     

The making of Maoist model in post-Mao era: The myth of Nanjie village

Bucking the general trend of privatization in China, the model village of Nanjie has cultivated the image of a “small zone of communism,” a modern-day commune that practices extreme measures of egalitarianism. Such an image is promoted by some Party leaders at the center as well as local cadres, and bolstered by the spectacular display of the village's wealth. With the aid of fieldwork data, our research examines the claims of “success,” “egalitarianism,” and the attribution of “success” to “egalitarianism.” We find that the village's early rise to prosperity took place before the celebrated Maoist practices were introduced, and that its later rapid development was an artifact of politically awarded state loans. We then examine the “actually existing Maoism” by uncovering the capitalist labor relations between the local villagers and the hired laborers, and the political inequality among the village's own legal residents. We conclude by examining the political processes that gave rise to this star village in the post-Mao era.     

The development and evolution of city-county management in Ireland: An illustration of central-local administrative relationships

Ireland was the first European nation to model its local governments after the American council-manager plan. Although the diffusion of the manager plan in the U.S. was slow, and at local initiative, the Irish experience was very different. The central government in Ireland imposed the manager plan on all urban districts, boroughs and counties within a short period of time. This “imposition” was designed with both political and administrative values in sight. Politically, the period immediately after independence from Great Britain was unstable and violent. A method was needed to bring order, stability and uniformity to the emerging nation. One approach was to exert central control over the activities of the one hundred elected councils in small towns, villages, boroughs and major cities. The institution of city-county manager was designed to facilitate the control by national political leaders over local authorities. Managers were appointed by the central Ministry of Local Government, were given significant administrative autonomy from local councils and were protected in their positions by national-level structures. The political values of stability, order, uniformity in the nation: building process created an environment for the emergence of new administrative values. Values of professionalism, efficiency, accountability, modernization replaced out-dated practices. An understanding of modern Ireland's experiences in local government administration may give additional insights into the active, essential role of administration in developing nations. Particularly, the role of administrators as stabilizers in conditions of political and social instability deserve our increased attention.     

Public Policy in the Party City: The Spectacle of Culture,Gender, and Locality

The article explores the bidding process for the European Capital of Culture (ECOC) award, an aspect of local regeneration policy reliant upon a specific conception of culture. The process is examined in terms of changes in urban layout, manifestations of cultural and community identity, media representations, and the spectacle of culture, gender, and locality. The process is viewed as an urban managerialist project, driven by private and public sector elites in pursuit of economic rather than cultural goals. A narrow and particular view of culture was employed in the bidding process to achieve essentially managerial goals, and cut adrift from significant issues of gender, identity, and class. “Culture,” as conceived within the ECOC process, is viewed as a policy product of local government, regeneration partnerships, government agencies, and business interests, in contrast to culture as a way of life or lived urban experience. As an elite process, the voices of local culture were largely excluded.     

The Audit Commission: guiding, steering and regulating local government

How does the non‐executant state ensure that its agents are fulfilling their obligations to deliver nationally determined policies? In the case of elected local government in England and Wales, this function is carried out by the Audit Commission (AC) for Local Authorities and the Health Service for England and Wales. Since being established in 1983, it is the means by which local authorities are held to account by central government, both for its own purposes and on behalf of other interested stakeholders. Although the primary function of the AC is to ensure that local authorities are fulfilling their obligations, it does so by using different methods. By acting as a regulator, an independent expert, an opinion former and a mediator, the AC steers local authorities to ensure that they are compliant with the regulatory regime and are implementing legislation properly.