Local Government

Howard Elcock

Chapter 7 in Managing the New Public Services, 1993, pp 150-171 from Palgrave Macmillan

Abstract: Abstract This chapter examines the long-standing concerns of managers in local authorities, above all with the tendency of local authorities to fragment into a series of largely autonomous departments which are not subject to corporate control in terms of policy and the management of resource allocation — or where control in terms of these activities is weak. After examining how local government and those involved in it responded to this besetting problem during the 1970s, we explore the impact of new demands in the 1980s and 1990s, especially for reduced expenditure, exposure to competition and greater responsiveness to citizens’ needs and requirements. We then consider the changes that resulted from the ending of the post-war social welfare consensus, including demands for local government services to be both reduced and exposed to market competition. These have resulted in a considerable change and a reduction in the scope of local authority powers and functions. We also examine the changes which were inspired by the ‘New Urban Left’ in the early 1980s (Gyford, 1984; Hampton, 1991). These changes were intended to increase citizens’ contact with and participation in local authority decision-making and service provision — especially those citizens who are members of minority groups who have traditionally not participated and have become alienated from public authorities.

Keywords: Local Authority; Chief Executive; Conservative Government; District Council; Private Contractor (search for similar items in EconPapers)
Date: 1993
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-22646-7_7

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DOI: 10.1007/978-1-349-22646-7_7

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