Evaluating the extent of inter-organizational learning and change in local authorities through the english beacon council scheme

During the 1990s the contract has become a key feature in the restructuring of the UK public sector. Currently available literature demonstrates awareness that the implementation of contracting must entail new forms of management control and organizational structure which involve new patterns of intra-and extra-organizational relationships. However there is little consideration of the nature of the relationships that are developing between contractors and clients nor the factors that, influence those behavioural processes. This paper reports on research funded by ESRC into contractual relationships in ten local authorities in England. Analysis was undertaken to identify the nature of the contracts and the factors which both clients and contractors felt had led them to develop a particular type of relationship. Finally implications for practice under ‘best value’ are considered.     

Learning to Improve: Approaches to Improving Local Government Services

Both Conservative and Labour government reforms of the past 25 years have implied an understanding of organizational change and learning. The contexts, changes and sharing of good practice in local government during this period are discussed in general and through an analysis of the Beacon Council Scheme. The scheme has many achievements to celebrate. Its progress, however, depends on the generic need in public service change to develop an holistic framework which embraces all forms of learning, improvement, innovation and change so that sustainable long-term value can be gained for all stakeholders.