Local Government Reforms in Great Britain,Sweden, Germany and France: Between Multi-Function and Single-Purpose Organisations

This four-country comparison has four sections. First, some remarks on appropriate definitions and concepts are made (inter alia by introducing and emphasising the distinction between 'traditional' and New Public Management-inspired administrative reforms). Then, country by country accounts of the pertinent reforms are submitted 'in a nutshell'. Third, with the 'convergence or divergence?' question in mind, the conclusion is put forward that significant differences persist (and even increase), particularly between Sweden and Germany, on the one hand, and England and France on the other. In the final section, an attempt is made to assess the 'performance' of the different local government systems in looking at their capacity to 'co-ordinate' policies and activities. It is argued that Sweden's and Germany's traditional type of democratically accountable, multi-functional and territorially viable local government does relatively well in achieving policy co-ordination, democratic participation and political accountability. Great Britain and France, however, could do better.     

'Unprecedented in Local Government Terms'– The Local Government Commission's Public Consultation Programme

The purpose of this article is to describe and evaluate the public consultation exercises mounted by the Local Government Commission for England under its successive Chairmen, Sir John Banham and Sir David Cooksey. The Commission was evidently proud of this aspect of its work, emphasizing repeatedly its unprecedented nature: in itself an unremarkable claim in the context of British local government structural reviews. This article suggests that, in terms of quality and value for money, as opposed to sheer scale, the consultation programme - and particularly the three principal tranches of MORI residential surveys - was less laudable. The article examines each of these surveys: the stage one community identity polls, which might have contributed to the government's intended 'community index', had the latter not previously been rejected by the Commission; the stage three option consultation surveys, the Banham Commission's instrument for the hybridization of English local government, which prompted accusations of policymaking by opinion poll; and the stage three 're-review' surveys for the Cooksey Commission, which had already indicated its disinclination to accord local public opinion any special weighting in its deliberations. The article attempts to summarize, in two key tables, both the results and the impact of the Commission's public consultations, and in doing so to trace the progress of the review from an initially proposed 99 new unitary authorities, down to 50, then 38, and back up to the final total of 46.     

Securing the Only Game in Town: The EU's Political Conditionality and Democratic Consolidation in Post-Soviet Latvia

The state of democracy in post-communist Europe has been subject to some debate in recent years; but it needs to take account of longer-term trends. The focus here is on how far the EU's political conditionality has contributed to democratic consolidation using an in-depth case study of post-Soviet Latvia. The record of the impacts of conditionality up to EU entry is examined and then attention turns to whether post-accession tendencies have demonstrated any significant changes after the end of Brussels' monitoring. Using a comparative framework, this article shows that the outcome after four years of EU membership is mixed with both positive and negative results. It is concluded that there is no automatic locking-in effect of European integration; and that conditionality assists democratic consolidation more in structural than in attitudinal or behavioural terms.     

Local Politics,Central Power: The Future of Representative Local Government in England

When Labour took power in 1997, local government was battered and bruised, but it had survived, and indeed retained much of its vitality. What would happen next? Where the Conservatives had used the language of competition, New Labour promoted its policies around an ideology of modernisation, and rapidly introduced a new legal framework, new powers and strong incentives to improve performance. But by 2004, in the run-up to another general election, Labour increasingly emphasised the rights of consumers to choose providers of services, and the value of involving the private sector in public sector provision. There were proposals to take the finance for education and social services out of local authority control. A complex geography of partnerships and networks had developed, which required small executives of salaried councillors, far fewer than the large numbers needed by the committee system. But turnout in local elections remained low, and membership of both Labour and Conservative parties declined. The paper uses a simple stakeholder analysis to show how councillors and local activists were marginalised. It suggests that the government has a choice: it could either accept that the era of multi-skilled councillors responsible for the multi-purpose local authorities is ending, or it could radically rationalise the present quangos, partnerships and other governance structures to re-create it.     

Performance Management,Evaluation and Learning in ‘Modern’ Local Government

Public sector reforms throughout OECD member states are producing a new model of ‘public governance’ embodying a more modest role for the state and a strong emphasis on performance management. In the UK, the development of performance management in the context of the ‘new public management’ has been primarily ‘top‐down’ with a dominant concern for enhancing control and ‘upwards account‐ability’ rather than promoting learning and improvement. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an ‘instrumental–managerial’ focus on performance measurement. The new Labour government's programme of ‘modernizing local government’ places considerable emphasis on performance review and evaluation as a driver of continuous improvement in promoting Best Value. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of ‘culture’ in order to achieve the purpose of Best Value.     

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.     

The Royal Commission on Australian Government and Administration: 1974–76

The following summary of the major themes and recommendations of the Report does not follow the exact order of the chapters of the Report itself (reference to the appropriate chapters is made in brackets by each heading), but groups topics around the following major areas of concern.     

Implementing 'Best Value': Local Public Services in Transition

This paper examines the impacts of the 'Best Value' regime on the management of local public services in the UK. It argues that the regime marks an important shift in the framework of national regulation of local authorities and the services they provide but that the initiatives developed by the councils which have been piloting the new framework reflect a variety of approaches to local implementation. This suggests not the arrival of a new, hegemonic 'outcomes-focused paradigm' but a more gradual transition characterized by the co-existence and interaction of hierarchical, market based and collaborative frameworks for co-ordinating service delivery. The search for 'citizen-centred' services is likely to lead to a shift in the 'mix of governing structures' with an increasing number of services structured around 'cross-cutting issues', specific client groups or local communities. However, these more integrated approaches to local service delivery frequently require internal re-structuring as well as more effective collabor-ation with other local service providers and with local people. They may not therefore lead to immediate improvements in public services and will require local and central government to embrace new approaches to learning.     

Performance Management, Evaluation and Learning in 'Modern' Local Government

Public sector reforms throughout OECD member states are producing a new model of 'public governance' embodying a more modest role for the state and a strong emphasis on performance management. In the UK, the development of performance management in the context of the 'new public management' has been primarily 'top-down' with a dominant concern for enhancing control and 'upwards account-ability' rather than promoting learning and improvement. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an 'instrumental–managerial' focus on performance measurement. The new Labour government's programme of 'modernizing local government' places considerable emphasis on performance review and evaluation as a driver of continuous improvement in promoting Best Value. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of 'culture' in order to achieve the purpose of Best Value.     

From Witchcraft to Proposed Twenty-First Century Reforms: The Ongoing Saga of Training and Development in Canadian Government

[In the federal government of Canada] … up to ten or fifteen years ago, the use of the title personnel officer or training officer would have been sufficient to have one tried for witchcraft.1 Cloutier, S. 1972. “The personnel revolution: an interim report, 1965”. In The Biography of an Institution: The Civil Service Commission of Canada, 1908–1967 Edited by: Hodgetts, J.E., McCloskey, W., Whittaker, Reginald and Wilson, V. Seymour. 457 ppLondon and Montreal: McGill-Queens University Press.  [Google Scholar] a ^aNote: (a) In Canada the terms, “Civil Service” and “Public Service,” are used synonymously. (b) Values are defined in this article as enduring beliefs that influence the choices we make from available means and ends.

—Commissioner Sylvain Cloutier of the federal Civil Service Commission, June 19, 1965. (Comment attributed to CH Bland, Chairman of the Public Service Commission of Canada)     

Public Services, Quangos And Women: A Concern For Local Government

The past eighteen years have witnessed a shift in the locus of much public sector service provision from elected and heavily regulated local government to the more opaque, appointed sector of quasi-autonomous non-governmental organizations (QUANGOs). This shift has been the basis of much debate about the nature of democratic accountability and whether the users of public services are empowered by such decentralization. What has yet to be considered is how the displacement of local authority representation and service delivery may affect different groups of service users. This article is concerned with such issues in relation to women as consumers of public services who, from genuine political as well as expedient motivations, have been relatively well represented by local authorities. The concern here is that as decision making moves away from public view, the need to be seen to accommodate difference is lost, and representative diversity will suffer.