Fifteen Years After Decentralization by Devolution: Political‐administrative Relations in Tanzanian Local Government

One of the professed goals of the 1998 Tanzanian Local Government Reform Program, entailing substantial decentralization, was to provide for a democratic administrative set up in local government. Elected local councils were invested with responsibilities for a wide range of policy sectors and services; the local administrative staff, formerly recruited and instructed by central government, would be appointed by and accountable to the local councils. A well‐functioning local politico‐administrative system was considered paramount to improve service delivery and ensure control of decision making by the local community. This article reports on research into the relations between councilors and administrators in two Tanzanian municipalities. Overall, these relations were found to be tense and full of discordance, caused by clashing role perceptions and mutual distrust. The research suggests that the main factor underlying the behavior and attitudes of councilors and administrators is the very system of public administration, which — despite the ambitions expressed in the Local Government Reform Program — remains very centralistic in character. Copyright © 2016 John Wiley & Sons, Ltd.     

Local Elections and Local Government Performance

Over the past couple of decades, the level of turnout in Norwegian local elections has shown a steady d. This decline is paralleled by a greater range of variation in turnout across Norwegian municipalities. Arguing from the perspective of rational utility-maximizing voters, the article examines to what extent such variations in the level of turnout may be accounted for by the policy performance of local authorities – in addition to certain structural features of the municipalities and local communities. Using aggregate data on turnout and measures of policy performance. the analysis testifies to the suggestion that policy exerts an influence in determining the level of turnout, indicating a turn in the direction of more rational voting behaviour as far as local elections arc concerned. It is also evident from the analysis that the appearance of smaller single-issue parties does have a mobilizing effect in local elections while the Downsian suggestion about the effect of party competition on turnout levels is not supported by the mule of the analysis.     

治理的转型：全球化、分权与政府的作用

在过去的一代人时间里，美国政府经历了一场稳步的但却是静悄悄的转型。传统的程序与组织越来越成为讨论的边缘性问题，而新的、多为非政府的程序与组织则已经构成公共政策的核心。在实施公共事务方面，美国政府在相当大程度上已愈来愈多地与其它各级政府、私人公司和非赢利机构一起分担职责。     

Potential Effects of Federal Policy Devolution on Local Housing Expenditures

As 1994 came to a close, the future of the U.S. Department ofHousing and Urban Development (HUD) and the continued role ofthe federal government in low-income housing assistance washighly uncertain. The agency was targeted for elimination bycongressional leaders, its budget was the object of recissionattempts, and agency officials proposed a radical reinventionto alter housing programs and the delivery system for federalhousing assistance. Given the likelihood of either more budgetcuts (resulting in greater reliance on nonfederal sources offunds) or the devolution of policy responsibility through blockgrants, there is heightened concern for how local governmentsallocate housing funds. This article examines housing expenditurestrategies of large U.S. cities. The analysis describes factorsrelated to a greater use of nonfederal housing revenues by cities,and examines the impact of funding source on program and beneficiarytargeting. The data suggest that reduced federal spending ora shift to block grants is likely to result in more housingbenefits directed to moderate-income households and to homeownersand homebuyers.     

The Options for Devolution Finance: The Choices for the New Government

The debate about the financing of devolved government in Scotland, Wales and Northern Ireland has acquired a new vigour since 2007, with commissions and reviews taking place in Scotland, Wales and at Westminster. Although of considerable constitutional as well as political importance, the technical detail has obscured many of the wider issues involved. This paper surveys the options now open to the UK government, as it prepares its response to the Welsh Holtham Commission, a bill implementing the Calman Commission's recommendations for Scotland, and looks at ways of altering corporation tax in Northern Ireland. It examines six options that in principle are open to the UK government, and argues that the range of options open to the UK government are narrower than they often appear, and that pressure for it to act is such that it will no longer be possible to avoid far‐reaching action.     

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.     

Strategy in Local Government

One aspect of the study of local government organization is the role of consultants and the models they have introduced in order to help the local government reorganize. One of these models is "strategy", and this article sets out to consider the implication for these organizations if "the logic of strategy" were to be implemented. A common denominator of all the local governments studied is that "strategy" does not function, and the question is why this is so. Two distinctly different explanations can be considered. One states that "strategy" is difficult and that the politicians and administrators will need time to adjust to new ways of working. The other explanation, which is applied here, focuses on whether local government as an institution can be reconciled with the demands and premises inherent in "strategic thinking". My conclusions arc negative. "Strategy" is a model from the private sector and more specifically from the competitive sector of society and it is not appropriate for wider use. In this article the arguments are restricted to local government, and do not necessarily apply to other types of public organization.     

Local Government Structure and Public Expenditures

The ``Law of 1/n'' postulates a positive relationship betweenthe number of democratically electedrepresentative districts and governmentspending. Strong support for thisrelationship exists in legislatures in theUnited States (at both the state andnational level) and across countries. Fewstudies have examined this relationship atthe local level despite the fact that localgovernments operate under constraintssimilar to those faced by representativelegislatures. Using a sample of Georgiacounties we find the number of countycommissioners to be positively correlatedwith county government expenditures,indicating support for the Law of 1/nat the local level.     

Social Capital and Local Government Capacity

Local authorities vary considerably in their capacity for governance. The dimensions of this capacity can only be developed by drawing on local stocks of social capital. The seminal theories of social capital tend to conceive it as a community resource that is built up through a long tradition of civic engagement. We take issue with the laissez–faire implications of these theories, highlighting ways in which local governments can positively contribute to social capital formation by opening their 'political opportunity structure' and engaging voluntary organisations and community groups in trust–based partnership arrangements.     

地方政府创新的驱动模式——地方政府干部视角的考察

由地方政府推动的创新是一个国家政治体制改革的风向标,地方政府创新的发展特征可以展现出这个国家的政治文化和政治发展活力.以"中国地方政府创新奖2007-2008"年度20个地方政府创新获奖项目为研究单位,通过问卷调查收集和分析地方政府干部对本地政府创新项目的认知和态度,从创新动因、创新动力和阻力、创新价值取向、创新的参与性和可持续性五个方面出发,得出研究结论:由地方政府推动的改革创新具有突出的"低风险取向",创新过程中公共参与不足,地方领导的"精英作用"和基层政策空间是推动地方政府创新的主体力量,创新的可持续性也主要取决于能否获得体制内的认可和支持.本文的研究方法和研究结论为观察和判断中国政府改革和政治发展提供了新的视角和信息.