Joined up policy in practice? The coherence and impacts of the Local Government Modernisation Agenda

Local Government Studies

Volumn 32, Issue 4, 2006, Pages 465-488

  Downe, James ^a   Martin, Steve ^a  

^a CARDIFF UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

LOCAL GOVERNMENT; MODERNIZATION; PLANNING PRACTICE; POLICY REFORM; POLITICAL CHANGE; SOCIAL IMPACT;

EURASIA; EUROPE; UNITED KINGDOM; WESTERN EUROPE;

EID: 33746242103     PISSN: 03003930     EISSN: 17439388     Source Type: Journal    
DOI: 10.1080/03003930600793045     Document Type: Article

References (55)

1. 6, P. and Peck, E. (2004) New Labour's modernisation in the public sector: A neo-Durkheimian approach and the case of mental health services Public Administration, 82(1), pp. 83-108.
2. Audit Commission. (2001) Changing Gear: Best Value Annual Statement 2001. London: Audit Commission.
3. Audit Commission. (2003) Strategic Regulation: Minimising the Burden, Maximising the Impact. London: Audit Commission.
4. Audit Commission. (2005) CPA - The Harder Test. The New Framework for Comprehensive Performance Assessment of Single Tier and County Councils from 2005 to 2008. London: Audit Commission.
5. Ball, A. and Broadbent, J. and Moore, C. (2002) Best Value and the control of local government: Challenges and contradictions Public Money and Management, pp. 9-16.
6. Bevir, M. and Rhodes, R. (2000) Decentering tradition: Interpreting British government Administration and Society, 33, pp. 107-132.
7. Bovaird, A. and Martin, S. (2003) Evaluating public management reform: A 'joined up' approach to research the local government modernisation agenda Local Government Studies, 29(4), pp. 17-30.
8. Broadbent, J. (2003) Comprehensive performance assessment: The crock of gold at the end of the performance rainbow? Public Money and Management, 23(1), pp. 5-11.
9. Bundred, S. (2006) Solutions to silos: Joined up knowledge Public Money and Management, 26(1), pp. 125-130.
10. Chandler, D. (2000) Active citizens and the therapeutic state: The role of democratic participation in local government reform Policy and Politics, 29(1), pp. 3-14.
11. Clarke, J. and Newman, J. (1997) The Managerial State. London: Sage.
12. Clarke, M. and Stewart, J. (1997) Handling the Wicked Issues - A Challenge for Government. Birmingham: University of Birmingham.
13. Cochrane, A. (2004) Modernisation, managerialism and the culture wars: reshaping the local welfare state in England Local Government Studies, 30(4), pp. 481-496.
14. Cowell, R. and Martin, S. (2003) The joy of joining up: Modes of integrating the local government modernisation agenda Environment and Planning C: Government and Policy, 21, pp. 159-179.
15. Darlow, A. and Percy Smith, J. and Wells, P. (2005) Process Evaluation of Plan Rationalisation Formative Evaluation of Community Strategies: Report of the December 2004 Survey of Local Authorities. London: ODPM.
16. Davis, H. and Downe, J. and Martin, S. (2004) The Changing Role of Audit Commission Inspection of Local Government?. York: Joseph Rowntree Foundation.
17. Department of the Environment (DoE). (1997) The Principles of Best Value. London: DoE.
18. Department of the Environment, Transport and the Regions (DETR). (1998) Modern Local Government: In Touch with the People. London: The Stationery Office. (Cm 4014)
19. Department of the Environment, Transport and the Regions (DETR). (2001) Local Strategic Partnerships: Government Guidance. London: The Stationery Office.
20. Downe, J. and Martin, S. (2006) Regulation inside government: Processes and impacts of inspection of local public services Policy and Politics. Forthcoming
21. Department of Transport, Local Government and the Regions (DTLR). (2001) Strong Local Leadership, Quality Public Services. London: The Stationery Office.
22. Entwistle, T. and Laffin, M. (2005) A pre-history of Best Value Local Government Studies, 31(2), pp. 205-218.
23. Fairclough, N. (2000) New Labour, New Language?. London: Routledge.
24. Finlayson, A. (2003) Making Sense of New Labour. London: Lawrence & Wishart.
25. Gains, F. and John, P. and Stoker, G. (2005) Path dependency and the reform of English local government Public Administration, 83(1), pp. 25-45.
26. Geddes, M. and Martin, S. (2000) The policy and politics of Best Value: currents, cross-currents and undercurrents in the new regime Policy and Politics, 29(3), pp. 377-394.
27. Grace, C. (2005) Change and improvement in audit and inspection: A strategic approach for the twenty first century Local Government Studies, 31(2), pp. 575-596.
28. House of Commons. (1999) The 1999 Local Government Act. London: Stationary Office.
29. House of Commons. (2000) The 2000 Local Government Act. London: Stationary Office.
30. Improvement and Development Agency (IDeA). (2006) Driving Improvement: A New Performance Framework for Localities. London: IDeA.
31. Local Government Association (LGA). (2005) Inspection - Time Well Spent? A Survey on the Impact of Inspection and Audit Regimes. London: LGA.
32. Ling, T. (2002) Delivering joined up government in the UK; dimensions, issues and problems Public Administration, 80(4), pp. 615-642.
33. Llewellyn, N. (2001) The role of storytelling and narrative in a modernisation initiative Local Government Studies, 27(4), pp. 35-58.
34. Martin, S. (2000) Implementing Best Value: Local public services in transition Public Administration, 78(1), pp. 209-227.
35. Martin, S. (2002) The modernisation of UK local government: Markets, managers, monitors and mixed fortunes Public Management Review, 4(3), pp. 291-307.
36. Martin, S. and Bovaird, T. (2005) Meta-evaluation of the Local Government Modernisation Agenda: Progress Report on Service Improvement in Local Government. London: ODPM.
37. Midwinter, A. (2001) New Labour and the modernisation of British local government: A critique Financial Accountability and Management, 17(4), pp. 311-320.
38. Newman, J. (2001) Modernising Governance: New Labour, Policy and Society. London: Sage.
39. Office of the Deputy Prime Minister (ODPM). (2005a) Vibrant Local Leadership. London: ODPM.
40. Office of the Deputy Prime Minister (ODPM). (2005b) Citizen Engagement and Public Services: Why Neighbourhoods Matter. London: ODPM.
41. Office of the Deputy Prime Minister (ODPM). (2005c) Securing Better Outcomes: Developing a New Performance Framework. London: ODPM.
42. Office of Public Management (OPM). (2005a) A Process Evaluation of the Negotiation of Pilot Local Area Agreements: Final Report. London: ODPM.
43. Office of Public Management (OPM). (2005b) National Evaluation of Local Public Service Agreements: First Interim Report. London: ODPM.
44. Office of Public Services Reform (OPSR). (2002) Reforming Our Public Services: Principles into Practice. London: OPSR.
45. Pratchett, L. and Leach, S. (2003) Local government: Selectivity and diversity Parliamentary Affairs, 56, pp. 255-269.
46. Rashman, L. and Downe, J. and Hartley, J. (2005) Knowledge creation and transfer in the Beacon Scheme: Improving services through sharing good practice Local Government Studies, 31(5), pp. 683-700.
47. Rashman, L and Hartley, J. and IFF Research Ltd. (2006) Long-term Evaluation of the Beacon Scheme: Survey of Local Authorities Final Report. ODPM: London.
48. Rhodes, R. (2000) New Labour's civil service: Summing-up joining-up The Political Quarterly, 71, pp. 151-166.
49. Stewart, J. (2003) Modernising British Local Government. Palgrave: Basingstoke.
50. Stoker, G. (2002) Life is a lottery: New Labour's strategy for the reform of devolved governance Public Administration, 80(3), pp. 417-434.
51. Stoker, G. (2004) Transforming Local Governance: From Thatcherism to New Labour. Houndmills: Palgrave.
52. Sullivan, H. and Gillanders, G. (2005) Stretched to the limit? The impact of local public service agreements on service improvement and central-local relations Local Government Studies, 31(2), pp. 555-574.
53. Sullivan, H. and Downe, J. and Entwistle, T. and Sweeting, D. (2006) The three challenges of community leadership Local Government Studies, 32(4), pp. 489-508.
54. Turner, D. and Whiteman, P. (2005) Learning from the experience of recovery: The turnaround of poorly performing local authorities Local Government Studies, 31(5), pp. 627-654.
55. Walker, M. and Enticott, G. (2004) Using multiple informants in public administration: Revisiting the managerial values and actions debate Journal of Public Administration Research and Theory, 14(3), pp. 417-434.