The Liberal Justification for Local Government: Values and Administrative Expediency

There are several important justifications for autonomous units of local government, derived from the writings of J. S. Mill and later theories concerning the value of pluralism. These arguments fail to show that local government is a morally necessary, as opposed to expedient, adjunct to liberal-democratic government. The paper develops from J. S. Mill's ideas on liberty a more substantive justification for local government based on the principle that local government can be a means for ensuring that the determination of collective decisions are made solely by those people affected by the decision.     

Property Rights and Local Land-Use Regulation: The Implications of First English and Nollan

In three important U.S. Supreme Court rulings rendered in theCourt's term that concluded in June 1987, the justices decidedissues that may signal new landowner rights-oriented precedentsfor future consideration. In an ongoing struggle on variousfronts around the country, residential developers and propertyowners encounter growing resistance from municipal land-useregulators seeking to slow the growth of "suburban sprawl,"which threatens to inundate the highway, sewage, water, andother components of the local infrastructure. Generally, theAmerican civil justice system has tended to favor local governmentsin resolving these conflicts. Recently, however, the SupremeCourt has indicated that the days of municipal government'scarte blanche to control planning and zoning within its boundariesmay be numbered. The focal point of the controversy deals withjudicial interpretation of the just compensation clause of theFifth Amendment to the United States Constitution.     

Temporary Staff,Contractors, and Volunteers: The Hidden Workforce in Victorian Local Government

Theories of strategic Human Resource Management (HRM) emphasise the need to understand and effectively manage the workforce, and to align HRM practices with organisational strategy. Local government in Victoria was radically revised in 1993–94 with forced amalgamations, and later the introduction of Best Value Principles. Alongside this have been changes to council workforces. This article explores the composition of these workforces, and seeks to understand if strategic HRM practices underpin their management. It reports that in addition to the ‘known’ and ‘managed’ internal workforce, many councils have an external workforce which includes temporary staff, independent contractors, those working for external contractors, volunteers, work placement students and trainees. There is little evidence that theories of strategic HRM have been used to produce workforce planning strategies and policies relating to these staff, or that their management has been strategically aligned and reviewed to align with council strategies and business plans.     

The Roles of Local Government Managers in Theory and Practice: A Centennial Perspective

The standard narrative to explain the evolution of roles filled by city managers suggests that managers originally served as administrative technicians who carried out the policy directives of city councils, but, over time, they became more involved in policy advice and community leadership. This article documents enduring involvement in policy and the recent expansion of community leadership, analyzing definitions of the manager's roles offered by practitioners and scholars since the beginning of the city manager profession 100 years ago. In addition, measurements of the manager's role performance at various points in time are examined, along with trends in the preparation of managers and the context in which they work. Ignoring the evidence that the policy role is integral to professional management can lead to unfounded questions about the legitimacy of city and county managers and impairs our understanding of the council‐manager form of government and political–administrative relations.     

Public Sector Change,Organisational Culture and Financial Information: A Study of Local Government

Local government has undergone substantial change in Victoria, but the reforms have not necessarily resulted in improved financial management practices. This article examines the organisational culture of a sample of local governments, the critical events which have impacted on them, and their use of accounting, budgetary and financial (ABF) information. We find that despite the change process, organisational culture is not focused on competitive practices, although compulsory competitive tendering remains the most influential event. Consistent with the aims of reform, the quality and use of ABF information has improved over the last decade. This article will be of interest to those in government wishing to implement change programs aimed at increasing financial resource use efficiency.     

How Local Economic Conditions Affect School Finances,Teacher Quality,and Student Achievement: Evidence from the Texas Shale Boom

Whether improved local economic conditions lead to better student outcomes is theoretically ambiguous and will depend on how schools use additional revenues and how students and teachers respond to rising private sector wages. The Texas boom in shale oil and gas drilling, with its large and localized effects on wages and the tax base, provides a unique opportunity to address this question that spans the areas of education, labor markets, and public finance. An empirical approach using variation in shale geology across school districts shows that the boom reduced test scores and student attendance, despite tripling the local tax base and creating a revenue windfall. Schools spent additional revenue on capital projects and debt service, but not on teachers. As the gap between teacher wages and private sector wages grew, so did teacher turnover and the percentage of inexperienced teachers, which helps explain the decline in student achievement. Changes in student composition did not account for the achievement decline but instead helped to moderate it. The findings illustrate the potential value of using revenue growth to retain teachers in times of rising private sector wages.