Educating local government managers: a national survey of MPA programs

This article reports the findings of a national survey of masters degree programs in public administration. The goal of this study was to assess the effectiveness of efforts to educate local government managers. The findings suggest that programs with an overall focus on local government management or a specialized concentration are distinctly different from generalist programs. Furthermore, they indicate that internship programs may suffer from some serious shortcomings and that they may not offer an effective content supplement for generalist programs.     

Socialism,political ideas and the labour party

Nicholas Ellison, Egalitarian Thought and Labour Politics. Retreating Visions, (Routledge, London 1994). 272pp. ISBN 0–415–06972–6 (hb).

Eric Shaw, The Labour Party Since 1979. Crisis and Transformation, (Routledge, London 1994). 276pp. ISBN 0–415–05614–4 (hb), 0–415–05615–2 (pb).

Robin Archer, Economic Democracy. The Politics of Feasible Socialism, (Clarendon Press, Oxford 1995). 280pp. ISBN 0–19–827891–8 (hb).     

Europe and local government

The Care in the Community initiative has resulted in a renewed interest in collaboration between local and health authorities. The focus of such collaboration is commonly on the transfer of long‐stay patients from psychiatric and mental handicap hospitals that are due to close, though the extent of local authority involvement in closure programmes varies considerably.

Joint planning typically involves a number of local authority departments: social services, housing, chief executives’ offices and legal services. It sometimes also involves education, recreation and leisure departments. Joint planning can be very time‐consuming and can call for considerable effort. It frequently gives rise to a good deal of conflict between the participating agencies. The pay‐offs, on the other hand, often appear to be small. Such plans as are finally implemented tend to be small‐scale: attempts at broader strategic planning almost invariably come to grief. The question then has to be asked, whether joint planning is worth all the effort. In the end, the primary justification for such planning has to lie in its ability to produce more appropriate services for service‐users.

This paper examines one local authority's experience of joint planning in relation to the closure of a large psychiatric hospital. Despite several setbacks, joint plans were eventually agreed and a number of former long‐stay patients were able to move into the community. The paper considers both the achievements and the shortcomings of the authority's collaboration with the health service.     

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.     

The wheel turns for policing and local government

The article examines the impact of two main forces, localism and centralism, together with their interaction within a common law legal system, which have influenced professional policing since its inception after 1829. In particular, it assesses the ways these forces have conflicted and in doing so created a police service which although closely related to local government subsequently drifted apart. Now, through the ‘partnership approach’, developed within the Crime and Disorder Act 1998, local government and policing appear to be re‐establishing a closer relationship. In this context, the article examines the significance of the concept of community safety and the partnership approach on the relationships between local government, police authorities and the force itself.     

The literature on local government contracting out

Privatisation of Local Government Services, Jill Walker and Roger Moore, Workers’ Educational Association, 1983, pp. 24, 90p.

Public Jobs for Private Profit: Fighting Contractors in Wandsworth, Dave Benlow, Peter Ramage, Mike French, Dave Simmonds and Dexter Whitfield, Wandsworth Trade Union Publications, pp. 64, £1.40.

Contracting Out in the Public Sector, Keith Hartley, Cyril Tomkins, Cecil Rix, Brian Whitworth, Clifford Smith, Leslie Paine, RIPA, 1984, pp. 59, £3.50.

Fighting Privatisation: The Victory in Gloucester, Tony Williams, Institute for Workers’ Control, 1983, pp. 44, 90.

A Review of Private Approaches for Delivery of Public Services, Harry Hatry, The Urban Institute Press, 1983, pp. 105.

Hands off Bury's Bins! Manchester Employment Research Group, Bury Joint Trade Union Committee, 1983, pp. 32.

Contractors’ Failures: The Privatisation Experience, TUC, 1984, pp. 38, £2.00.     

Creativity in local government: Definition and determinants

In current thinking about public service improvement, civil servant creativity plays an important role. Using the results of 43 semi‐structured interviews, we assessed the degree to which our theoretical knowledge about creativity—based primarily on business research—matches the insights of managers in local government. Respondents considered employee creativity to be important, but—in contrast to the literature—understood creativity as the act of trying out new things to better deal with specific problems at hand instead of developing new ideas potentially applicable to a wider context. As such, respondents did not see creativity as the main precondition for innovation. In line with the literature, there is little consistency across respondents about individual‐ and context‐level determinants of creativity. Lastly, respondents put forward several factors that have received little attention in the literature but are particularly relevant in understanding differences in work‐related creativity in the context of local government.     

Renewal of local government in Scandinavia: Effects for local politicians

During the last decade, numerous local government reforms influenced by New Public Management (NPM) ideology have taken place throughout Scandinavia. Based on case studies in three Scandinavian municipalities, the article discusses the effects of introducing strategic political management on the role of councillors. We observe a conflict between NPM‐inspired management ideas and a deeply institutionalised, traditional view of councillors as representatives of the citizens, advocating peoples’ interest, defining needs, setting priorities and controlling implementation. Across national and local contexts, councillors find that the reforms challenge their traditional role and have strengthened administrative influence. Historical institutionalism seems to be a fruitful concept to understand resistance towards taking on new role models.     

The changing roles of local government in education

This article explores the ongoing debate about the changing roles of local government in education in Britain. It focuses on research evidence from Scotland, especially issues associated with devolving management to schools and reorganising local government. These findings are compared with the debate and evidence about the changing role of local government in education in England and Wales during the past decade. It is suggested that while there has been substantial reform of education and local government throughout Britain, the policies have differed in nature and outcomes north and south of the border.     

Administrators and professionals in local government

This article evaluates the shift to an executive and scrutiny model in local government by assessing the changes at Devon County Council. Interviews were used to evaluate support for the changes and identify the key issues and problems. Most members had little enthusiasm for the reforms, support for the changes was dependent on the loyalty of Liberal Democrat backbenchers towards the leadership and central government's legislative agenda. The analysis revealed substantial problems with the operation of the reformed structure and suggested that the changes might fail to deliver the benefits expected by central government.