THE POLITICS AND MANAGEMENT OF HUNG AUTHORITIES

Hung local authorities have grown in numbers in recent years. This paper analyses the experience of those authorities. First it reviews the growing body of literature and argues that it has largely been concerned with particular authorities. The authors then proposed a research-based classification of hung authorities, before examining both the nature of political behaviour and changes in management. Finally, the paper identifies factors leading to stability and instability in hung authorities and the characteristics of both situations.     

THE INSTITUTIONAL AND ORGANIZATIONAL CAPABILITIES OF LOCAL GOVERNMENT

Local government is the subject of official review. This paper suggests that any review of the system of local government should consider at the outset the purposes or values which provide the rationale for local government, and should examine how the institutional framework and prevailing organizational practices promote or hinder achievement of those values. The values of local government as traditionally understood are summarized and aspects of the institutional framework and organizational practices are explored.     

The Role of Special Master in Institutional Reform Litigation: A Case Study

Wuori v Zitnay (1975), an institutional reform case, came to a successful resolution within a relatively few years. This case study describes the change process from the perspective of the special master and reports on devices used to sustain the changes after the court relinquished active supervision. The case study describes the functioning of masters in other cases to show the comparability of the processes. The special master undertakes change agent activities which are not in keeping with the model of a quasi-judicial role. The master preserves the court's legitimacy by providing a buffer which allows the court to maintain a neutral stance when implementation problems are brought to its attention.