The Challenge of Institutional Re - Design : Changing the Political Management Structures of English Local Government
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چکیده
1. This paper draws on research we have carried out for the UK Office of the Deputy Prime Minister, Evaluation of New Council Constitutions and the New Ethical Framework. The arguments, inferences and conclusions in this paper are the authors' own and do not in any way reflect those of the Office. Abstract This article examines one of the most significant reforms of English local government, which was introduced by the UK Labour government that came to power in 1997. Using comprehensive survey data, it explores the establishment of a separate political executive in all major local authorities and maps out the style of decision-making that emerged. We show that the government's preference was for systems that delivered strong leadership through the executive and strong scrutiny of that leadership. In the immediate implementation of the act, less than one in five councils have achieved that ideal. However, we argue that the process of institutional change is underway. We conclude that there is evidence to suggest that the government's ideal model of decision-making is associated with those councils that appear to be stronger performers in terms of service delivery and corporate capacity.
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