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The Modernization of UK Local Government: Markets, Managers, Monitors and Mixed Fortunes

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  • Steve Martin

Abstract

Since 1997 UK central government has launched a bewildering array of new initiatives known collectively as the 'local government modernizing agenda' which represent an ambitious attempt to transform the performance and the politics of local authorities in the UK. The aim is to improve local services, enhance community governance and increase public confidence in the institutions of local government. Some of the key elements of this agenda, notably attempts to persuade authorities to make greater use of markets, to encourage strategic management techniques and the reliance on external monitoring, draw heavily upon the New Public Management and build directly upon previous reforms. Others, in particular the emergence of a more diversified approach to regulation of local government, signal a new and distinctive approach to public service improvement. The result is a combination of multiple drivers of change and paradoxical 'operating codes' which reflect both the politics of the modernizing agenda and our current lack of understanding about which approaches will prove most effective in enabling performance improvement in the public sector.

Suggested Citation

  • Steve Martin, 2002. "The Modernization of UK Local Government: Markets, Managers, Monitors and Mixed Fortunes," Public Management Review, Taylor & Francis Journals, vol. 4(3), pages 291-307, January.
    • Handle: RePEc:taf:pubmgr:v:4:y:2002:i:3:p:291-307
    DOI: 10.1080/14616670210151595
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    Citations

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    Cited by:

    1. Stephen Osborne & Kate McLaughlin, 2004. "The Cross-Cutting Review of the Voluntary Sector: Where Next for Local Government- Voluntary Sector Relationships?," Regional Studies, Taylor & Francis Journals, vol. 38(5), pages 571-580.
    2. Demirel Demokaan, 2018. "Rethinking Performance Management Practices in Local Administrations? An Evaluation of BV, CPA, And WPI Practices in the United Kingdom," Foundations of Management, Sciendo, vol. 10(1), pages 87-98, July.
    3. Les Worrall & Kim Mather & Roger Seifert, 2010. "Solving the Labour Problem Among Professional Workers in the UK Public Sector: Organisation Change and Performance Management," Public Organization Review, Springer, vol. 10(2), pages 117-137, June.
    4. Abdalla Salih, 2014. "The Politics of BV: New Labour¡¯s Vision and the Policy Makers¡¯ Agenda," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 5(2), pages 82-93, March.
    5. James Downe & Steve Martin, 2007. "Inspecting for Improvement? Emerging Patterns of Public Service Regulation in the UK," Environment and Planning C, , vol. 25(3), pages 410-422, June.

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