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 Risk Financing and Risk Control Pools: Understanding Their Forms, Functions, and Purposes

One of the most significant public risk management developments of the past 15 years has been the creation of local government risk control and risk financing pools. Today it is estimated that over 200 pools provide services for up to 20,000 local governments. This article is an introductory discussion of pooling and includes information drawn from the first nationwide survey of pools, and gives suggestions for future research.     

Comment on BØrre Nylehn's "Strategy in Local Government".

Børre Nylehn's article "Strategy in Local Government" is an exciting and thought provoking discussion of strategic management in local government. However, his observations can be discussed, both theoretically and empirically. It has been documented that politicians resist attempts to introduce strategic management systems in the form of Management by Objective, especially in small municipalities, but Nylehn's conclusion that strategic management is not used in local government organizations, that it is inappropriate, inadequate and even harmful is too hasty. I will argue that there may be good reasons to use strategic thinking in local government, but more research is needed to document the costs and benefits.     

Do Local Politicians Respond to Citizens' Demands? A Microanalysis of Norwegian Local Government

The correspondence between citizens' preferences and the preferences of the elected politicians is a critical concern of democratic institutions. Models founded on the central tendency of politicians' behaviour in elections, such as the median-voter model and the model of the "uncovered set", predict that politicians respond to local demands. Other models, notably those that assume imperfectly informed citizens and representatives, predict lack of response. The present article relies on a demand model. We estimate the model by combining survey data for 80 Norwegian municipalities with information on economic, social and demographic factors. The study uses independent surveys to measure the spending preferences of citizens and representatives. The politicians' and the citizens' demand functions are structurally similar, and the article demonstrates that the spending preferences of the representatives are positively related to preferences of the electorate. Alternative interpretations of these findings are discussed.     

Strategy and Partnership in Local Economic Development: A Case Study in Local Economic Strategy Making

The development of a strategic response to local economic change has been of crucial importance to local authorities in the U.K. throughout the 1980s. This paper investigates the processes of strategy formulation and implementation in the city of Norwich. It raises a range of issues with regard to the potential effects of cooperation between the public and private sectors at the strategic level. The adoption of economic development as a strategic policy area has brought into question a number of relationships both within and between local public authorities, and is of fundamental importance to the character of public/private relations.     

A Critical Evaluation of Virtual Local Government in Australia

The vigorous debate surrounding local government amalgamation in Australia remains unresolved. In an attempt to break the current stalemate Percy Allan (2001) has proposed a model of 'virtual local government' that seeks to combine the service appropriateness and effectiveness purportedly associated with demographically small councils with the service efficiency of large municipalities. This paper attempts to place his model in the context of the literature on the theory of public sector policy reform. It then goes on to examine virtual local government in the light of new institutional economics, public choice theory and the characteristics of Australian local government.     

An Attitudinal Response to Role Conflict in Local Government

Local government consists of elected community representatives, who serve on a part-time basis, hold office for a limited term and do not possess particular managerial skills. The chief executive officer (CEO) is appointed to manage the local government entity. Role conflict becomes an issue due to the competing values of the council and the CEO regarding resource allocation and the overall direction of the organisation. This paper looks at the underlying issues of the friction between the volunteer council and the paid staff and what strategies could be implemented to ensure the two functions are complementary and not conflicting.     

Love Thy Neighbour: A Social Capital Approach to Local Government Partnerships

While controversy surrounds compulsory consolidation as a means of improving the operational efficiency of local government, the literature suggests that gains can accrue to groups of local councils which form voluntary alliances as platforms for shared service delivery. However, real‐world experience has demonstrated that voluntary alliances in local government are difficult to establish and do not always endure in the longer term. After reviewing the limited extant scholarly literature on shared services and local council voluntary alliances, as well as applications of the social capital approach to inter‐organisational endeavour, such as the Weber and Weber (2010) venture capital model, this article argues that the social capital approach can offer insights into local council cooperative alliance and shared service models.     

地方服务型政府建设的基本思路

在构建社会主义和谐社会、全面建设小康社会的新时期,加快行政管理体制改革,建设服务型政府意义重大。当前各地应继续深入贯彻党的十七大精神,并从五个方面着力推进行政管理体制改革,深化服务型政府建设。即：推进政府职能转变,明晰地方政府职能总体构成;合理划分各级地方政府职能,完善地方政府分层管理体制;深化政府机构改革,优化地方政府组织;创新_政府管理方式,提高地方政府公共服务水平;健全公共财政制度,为服务型政府建设提供财政保障。     

Federations of Municipalities: A Practical Alternative to Local Government Consolidations in Japan?

This article examines the merits of Wide Area Federations of Municipalities (MFs) as a public service delivery alternative to local government consolidation in Japan. It argues that MFs provide localities with a reasonable option to mergers where amalgamations are politically or geographically impractical, such as in sparsely populated, mountainous, and agricultural areas. Conversely, it maintains that MFs are less practical, efficient, and common in urbanized regions. These findings, the article concludes, suggest a new era of local government in Japan has begun. In this period, to be known as The Race for Local Power , national policies have provoked a new wave of municipal mergers.     

New-Style Councils, New-Style Councillors: From Local Government to Local Governance

The aim of this article is to contrast an empirical study on the changes in the attitudes and behaviors of local politicians with recent literature on local governance. To undertake this task, the article brings together the results of about two hundred in-depth interviews with local councillors from nine Catalan local councils over two different periods of time: 1986–1987 and 1998–1999. Through comparison with the results of the interviews carried out in the '80s and '90s, the work confirms a tendency toward change, which with a few slight adjustments, can be made to fit with those academic contributions that claim the appearance of certain strategic, pluralist, and relational styles of government.     

美国地方政府改革及其对中国的借鉴意义

美国地方政府是一个数量庞大、种类繁多、互不隶属、功能各异的“百衲被”式的多样化体系。20世纪 80年代以来,美国地方政府的改革趋势主要体现在组织形式上的多样化导向、政府间关系的合作化导向、公共产品和服务对象上的顾客导向、纵向权力关系上的分权导向、内部管理上的企业化导向。尽管两国在政治制度和文化传统等方面存在较大差异,但美国地方政府的改革经验仍然对中国行政体制改革特别是地方政府改革具有一定借鉴意义。     

Accountability for Performance in Local Government

The nature of accountability for performance in the public sector is explored in this paper by attempting to answer three questions: (1) How important is accountability for performance? (2) Which of the stakeholders consider themselves accountable for organisational performance, including contracts? (3) Does information asymmetry between stakeholders in regard to performance information affect accountability? This paper reports on research undertaken in Victorian local government based on the responses to a questionnaire by councillors and tier one and two managers. The results of the survey indicate that there is an understanding of accountability for performance, that both managers and councillors are considered to be accountable for performance but that information asymmetry and accountability relationships are problematic.