Transforming Local Governance From Thatcherism to New Labour,9780333802489

Transforming Local Governance From Thatcherism to New Labour

by
ISBN13: 9780333802489
ISBN10: 0333802489
Format: Hardcover
Pub. Date: 2004-03-04
Publisher(s): Red Globe Pr
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Summary

Drawing on the author's unrivalled experience and expertise in both research and policy-making, this important new book provides a systematic assessment of the changing nature of local governance in Britain and a conceptual framework for understanding the new governance of localities. The author analyzes in detail what New Labour has been trying to do to local governance and management and assesses how and why it has achieved only a mixed record of change. The book concludes by providing a vision of good local governance and an assessment of future challenges for research and reform.

Author Biography

Gerry Stoker is Professor of Politics, University of Manchester.

Table of Contents

List of Tables, Figures and Boxes
xi
Acknowledgements xiii
Introduction 1(1)
A context of change
1(2)
The argument of the book
3(6)
The Emerging System of Local Governance
9(19)
Beyond New Management: the emergence of networked local governance
10(5)
Networked community governance: the organizational and structural ingredients
15(7)
Beyond elected local government
15(1)
Beyond overhead representative democracy?
16(2)
The rise of multi-level governance
18(2)
The search for fiscal fudges and value for money
20(2)
Towards new governing processes
22(4)
Conclusions
26(2)
The Legacy of the Conservatives: Governance by Default
28(20)
A changed institutional framework: making new governance structures
29(4)
A reorganized local government
29(2)
A tight financial regime
31(1)
The rise of local quangos
32(1)
New Public Management
33(2)
The regulation of public services
35(3)
The impact of the Conservative reforms on services
38(3)
The problems of the world of governance created by the Conservatives
41(2)
The Conservatives' neglect of local politics
43(2)
Ending local government: the Conservatives stand accused
45(2)
Conclusions
47(1)
New Labour: Embracing Local Governance?
48(21)
The three projects of New Labour: beyond the rhetoric of modernization
49(5)
New Labour's critique of elected local government
54(4)
Labour's vision of local governance
58(4)
The reform agenda
62(6)
Conclusions
68(1)
Understanding New Labour's Reform Strategy
69(17)
The contribution of grid-group theory
70(4)
Control freaks, partners or bookies? Characterizing New Labour's approach to central--local relations
74(3)
The ingredients of New Labour's lottery reform strategy
77(4)
The making of the reform strategy
81(4)
Conclusions
85(1)
Improving Service Delivery under New Labour
86(22)
Best Value: a review of its style
87(2)
The response of local authorities to the Best Value regime
89(5)
The rise and rise of inspection
94(2)
Labour's second-term agenda for service delivery
96(3)
Following up Comprehensive Performance Assessment: lessons from enforceability analysis
99(7)
Conclusions
106(2)
Democratic Renewal: Getting People to Participate
108(18)
Electoral reforms
110(2)
What lies behind low turnout?
112(2)
More participation and innovative forms of consultation
114(7)
Can democracy be engineered? What difference does officially sponsored consultation make?
121(4)
Conclusions
125(1)
Promoting Local Political Leadership
126(27)
The established system of political management and the reform proposals
132(4)
The case for reform: leadership suited to the challenge of networked community governance
136(3)
The case against reform
139(6)
The interest and institutional bases of resistance to the mayoral model
145(3)
New Labour's compromised implementation strategy
148(3)
Conclusions
151(2)
Partnership and Joining Up in a Era of Multi-Level Governance
153(22)
Mapping New Labour's institutional framework for local and regional governance
154(6)
The devolution programme
154(4)
No bonfire of local quangos
158(1)
The burgeoning world of partnership
159(1)
New Labour's centralizing implementation strategy for joining up: first-term mistakes
160(4)
New Labour's competing visions of effective multi-level governance
164(5)
The networked community governance model
165(1)
The constrained discretion model
166(3)
Multi-level governance: which way for New Labour?
169(4)
Conclusions
173(2)
Local Finance: Coming to Terms with Governance?
175(17)
Governance and local finance
176(2)
Moving beyond the established debate: four criteria for a local finance system
178(6)
Choices over local finance facing New Labour
184(4)
Moving to new universalism
184(2)
A new localist solution?
186(2)
Strengths and weaknesses of the options
188(1)
Conclusions
189(3)
The Challenge of Governance
192(23)
Making history in challenging circumstances
192(9)
The interpenetration of multi-level governance
193(3)
Decline in public trust
196(4)
The presence of flawed institutional legacies
200(1)
Learning the new processes of governance
201(6)
Meeting the change challenge of organizational change
202(2)
How to manage the mix: combining governance strategies and coping with failure
204(3)
Confronting the structural contradictions of governance
207(7)
The dilemmas of governance through networking
208(5)
Managing through the state: tensions and difficulties
213(1)
Conclusions
214(1)
New Labour and Local Governance: Unfinished Business
215(14)
New Labour's reform of local governance: an assessment
216(3)
Searching for a new localism: the limits to steering centralism
219(3)
Why new localism matters
222(2)
Choosing New Localism
224(5)
References 229(12)
Index 241

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