Local Government Modernization and the Views of Chief Financial Officers

Since its election in May 1997, the Labour Government in the United Kingdom has emphasized the need for modernization in the improvement of public services. For local government, this emphasis has led to the introduction of a variety of measures intended, primarily, to improve political management and service delivery. Two key policies have been the introduction of Best Value and the Comprehensive Performance Assessment (CPA). CPA is used by the Audit Commission for measuring local authority performance in England and has led to each authority being classified as excellent, good, fair, weak or poor. Each authority's classification has implications, financially and in terms of its freedom to determine priorities and policies. In addition, the structure of local government is being reviewed by central government, alongside discussions as to the merits of establishing regional assemblies. In considering the justification for, and the impact of, changes, it is important to consider the views of local government employees, not least professional groupings and chief officers. This paper reports the findings of a national survey of chief financial officers (CFOs) of the single tier and county council local authorities in England to establish their views on key features of the Government's modernization agenda.     

What’s wrong with murder?

In a rational system defences should interlock with the elements of the offence to ensure that conviction labels are differentiated according to the defendant’s degree of wrongdoing and culpability. The overall grading structure of criminal homicide, as represented in contemporary doctrine, goes some way to reflect this ethic. But the substance lacks precision and, in some key details, moral coherence. The recent Law Commission Consultation Paper, in a pragmatic and sensible attempt to rid the law and procedure of murder of the malign influence of the mandatory sentence, has unnecessarily compromised such structural coherence as it currently enjoys and which could properly form a satisfactory basis for reform already precise and morally coherent. This is evident both in relation to the abandonment of the attack based template for the fault element in murder, and also in the unwillingness to view the partial defences as affecting the wrong in homicide as opposed to the grade.     

Serious and Violent Juvenile Crime: A Comprehensive Strategy

Abstract OJJDP is actively involved in the Department of Justice's “Pulling America's Communities Together” (PACT) program. Developed at the direction of Attorney General Janet Reno, this initiative is designed to provide training, technical assistance and program development resources to participating jurisdictions address violence in their communities. Four jurisdictions have been selected to date: Denver, Omaha, Atlanta, and the District of Columbia. In addition to making its wide range of training and technical assistance resources available to these jurisdictions, OJJDP is helping the sites assess their juvenile justice systems and develop plans to implement the Comprehensive Strategy. To help jurisdictions begin assessing their systems and existing youth violence problems, OJJDP is preparing a juvenile violence fact book, called “The State of Juvenile Justice.” In addition to presenting statistical data on the nature and scope of the problem across America, the fact book will encapsule program and policy positions of major juvenile justice professional associations regarding youth violence. Such knowledge will assist local jurisdictions in developing their own positions, strategies and programs. In addition to NCJFCJ, other groups such as the American Probation and Parole Association, the National Juvenile Detention Association, the American Correctional Association, and the Coalition of Juvenile Justice State Advisory Groups have been invited to participate in development of The State of Juvenile Justice document.     

Rethinking local political leadership

The changing nature of local political leadership in Britain over the past 25 years has received scant attention from political scientists. This article argues that changes in the roles and functions of local authorities have had a marked impact on the nature of local political leadership. Three phases (operational, transitional and collaborative) are identified and leadership roles are related to changes in the political context of local government. The fundamental tasks of leadership have not changed but what has changed is the balance or relative emphasis between them and the way they have been interpreted. While elected local authorities cannot ignore the implications of the changed external agenda – notably the advent of new forms of executive leadership – the way they respond still bears the mark of the local political culture.