New development: Local government ethics in England: how is local ownership working?

With the abolition of the Audit Commission and the Standards Board for England, and the emphasis in the Localism Act 2011 on local ownership in England for standards, research was undertaken into a group of councils to assess their legislative compliance arrangements and the development of organizational ethical cultures. The research argues that the delivery of the former is a work-in-progress and that there is little evidence of the latter.     

New development: What is the meaning of philosophy for local government officers?

This article reflects on how the philosophical foundations of public administration and the practice of local government can be linked together. Informed by Ongaro, E. (2017. Philosophy and public administration: An introduction. Edward Elgar), the relationship between philosophy and public administration is considered, followed by a discussion of what this means for local government. Virtue ethics and utilitarianism are applied to two current examples of local government practice. The article ends by detailing key points for the future relationship between philosophy and local government.     

New development: Breaking out or hanging on? Internal audit in government

Public audit is in transition. On the one hand, professional organizations claim it is time ‘to break out’ and develop new roles for auditors that ‘add more value’. On the other hand, critics are concerned about public sector accountability deficits necessitating more control and urging auditors to hold on to their traditional role. This article discusses tensions and relevance between these positions and their implications for auditing in government. The article will help policy-makers in their strategic decision-making on the role and focus of internal audit in government.     

New development: The role of benchmarking in supporting improvement in local government— Scottish and Welsh practitioners' perspectives

A primary leadership challenge facing central budget agencies is sustaining the respect of finance ministers. Lessons are drawn in this article from the corrosive effect that missed opportunities to take the lead on economic strategy and public service modernization had on the long-term respect commanded by the Irish Department of Finance, and from the strategic re-orientation the New Zealand Treasury undertook to correct its tendency to ‘over-reach’ itself in these areas following a process of capacity-building and cultural transformation in the 1980s.     

New development: Information for localism? Policy sense-making for local governance

Recent policy changes in the UK emphasising localism, as opposed to centrally-driven performance management, have potentially significant implications for the use of information in local policy-shaping. This article explores the challenges that this implies for framing the problem and in terms of the current and future uses of information for local governance.     

New development: Fundraising in UK charities—stepping back from the abyss

Fundraising techniques used by charities can enhance or diminish public trust. The dangers of questionable and over-aggressive fundraising practices are very real. In particular, in the UK, the ‘Olive Cooke affair’ in 2015 triggered a highlevel examination of fairly widespread dubious practices. In this article, the reflections of a key actor on the events surrounding the affair, and subsequent fallout, are examined. It is argued that this whole saga has the potential to encourage the development of a charity sector that is more trusted by the public; a sector that has stepped back from the abyss.     

New development: Between politics and strategic planning—the management of government priorities in Lithuania

ABSTRACT

How do political agendas impact on strategic planning practices? This article shows that recent changes to the framework for managing government priorities have made Lithuania’s strategic planning system more politically responsive by mobilizing political attention, leadership and state funding to major government commitments. However, these changes have not yet translated into any longer term outcomes because policy implementation practices did not change very much.     

New development: Corporatization of local authorities in England in the wake of austerity 2010–2016

A key institutional driver of current reforms within English local government is ‘alternative service delivery’. Our review of councils’ annual accounts between 2010/11 and 2016/17 suggests ‘corporatization’—the creation of local authority companies—is a growing phenomenon across the whole of English local government. This represents such a significant and far-reaching development in the governance, performance and efficiency of local public services that it constitutes a major field-level change at the interstices of the institutions of state, market, corporation and community. In this article, the authors briefly sketch ways corporatization could be regarded as a field-level change, before presenting findings and reflecting on their implications.     

New directions in local accountability: Can the people be trusted?

Everyone is talking about accountability but it is a hard concept to pin down. The Audit Commission commends some of the Governments’ reforms, but believes that ultimately it will be people who will determine whether a better system of accountability emerges.     

Complementary currencies: what role should they be playing in local and regional government?

The current climate of fiscal austerity has seen a resurgence in ‘complementary currencies’ as local and regional governments look for ways to use under-utilized assets, maintain employment and avoid local economic decline. The authors explore how local and regional governments can facilitate complementary currencies to reduce the impact of external economic shocks and enable their economies to continue to function in the face of austerity. They recommend that localities consider participating in existing complementary currency ‘circles’.     

Competing,collaborating or controlling? Comparing benchmarking in European local government

The way that local authorities in OECD countries compare and benchmark their performance varies widely. This paper explains some of the reasons behind the variations. The current local government benchmarking schemes in Europe— their governance, coverage and impact—largely depend on the institutional characteristics of the respective administrative and local government systems (in other words, the starting conditions). There are signs that, as a result of the fiscal crisis in Europe and need to cut public sector costs, many countries (but not England and Wales) are leaning towards compulsory large-scale benchmarking projects.     

New development: Implementing and evaluating government strategic plans—the Europe 2020 Strategy

ABSTRACT

This article examines the implementation of the Europe 2020 Strategy. The authors analysed the strategic and management plans of the European Commission’s directorates-general (DGs) to identify the main and dominant discourses in the documents. The supplementing or supplanting of the simple strategy framework of the early years by a political framework after 2014 can be seen as caused by an interaction between rational management evaluation on one hand and political values and will on the other.     

New development: Parliamentary ‘watchdogs’ taking a higher profile on government programme performance and accountability?

The ‘Holy Grail’ of decades of public sector reform has been the public availability of readily-understandable, reliable and meaningful performance information about government activities and programmes. Maps have been drawn; processes have been developed; some actual progress has been made in a number of countries; but the end is not in sight. Put simply, particularly in Westminster government-type systems, it remains the case, at least in broad terms, that the government is responsible for policy; the public service for administration and service delivery; and the parliament for oversight and review. In reality, the situation has become more complicated with the growth of the ‘information economy’, internationalization, the greater involvement of the private sector in government activities generally and changing public views and expectations of government, not least in respect of trust and confidence in politicians and public institutions. At the very least, it is still a situation of ‘work-in-progress’ trying to catch up with the changing national and international environment.     

New development: Making partnerships work—a local politician's guide to leadership

Local strategic partnerships are non-hierarchical structures requiring facilitative leadership. The authors describe research that shows that facilitation demands acceptability, the development of a shared vision and the ability to deliver it. This implies a plethora of skills and relevant qualities, supported by favourable partners and an enabling political environment, with enough time to get it right.     

New development: In pursuit of WGA—Research findings from the UK

In 1998, the UK Treasury and National Audit Office recommended the publication of whole of government accounts (WGA) and set out timelines for a full set of audited accounts to be made available for 2005–06. So far nothing has been published. This article considers the promises, practical pursuit and evaluation of WGA.     

New development: Financial reforms played in two octaves— yet again?

Major public service reforms are underway at the national level in Australia. The reforms are being implemented progressively over a three-year period. This is the third in a series of articles looking at the implementation of these reforms and focuses on the second stage, which was supposed to be completed in 2015. The author examines the recent report of the Joint Committee of Public Accounts and Audit which reviewed the development of the ‘Performance Framework’ through a series of public hearings. He explains why, for good governance, particularly in a difficult economic and budgetary climate (domestically and internationally), public interest considerations must prevail, not just in issues about ‘how’ but also about ‘what’ is being actually achieved. There is considerable scope for shared learning and experience across governments and sectors of the economy in any reforms of the public sector.     

New Development: Scotland's Concordat—An assessment of the new financial framework in central–local relations

The Scottish Concordat was presented as a new model of central–local relations, based on mutual respect and joint accountability. In practice, it delivered an uncosted package with inadequate measures of outcomes. The result is service reductions, job losses, and blurred accountability.     

Should councils collaborate? Evaluating shared administration and tax services in English local government

Decentralized public organizations have many advantages, but can be inefficient due to suboptimal organizational size and duplication of activities. Selective inter-organizational collaboration may produce economies of scale without undoing the benefits of decentralization, assuming that co-ordination and re-organization costs are low. The authors tested this popular reform logic using data from all English councils, focusing on shared administration and tax collection. There were no significant benefits from either kind of collaboration.