Purpose – This chapter reviews the approaches to the decentralization of services and the devolution of decision-making to local structures outlined by the New Labour government in the United Kingdom. The chapter draws upon earlier attempts by Town Halls in urban areas to introduce new forms of governance and decision-making as a way of providing a context to New Labour's plans.
Methodology/Approach – The chapter provides a detailed review and analysis of the literature and discusses the different models of governance and concepts of power and uses this analysis to identify 10 key lessons for policymakers.
Findings – The 10 key lessons for policymakers and practitioners that are identified and discussed include the role of local political leaders; the convergence of political and managerial leadership; defining the level and pace of community participation; and stressing the importance of continual training, learning, and evaluation.
Research implications – The chapter sets out a possible framework for review, research, and evaluation including cultural change, civil renewal, policy connectivity, and commitment and pace of change. The chapter defines these terms and the terms offer a way of looking at different initiatives and approaches at the level of City Hall.
Originality/Value of the chapter – The chapter sets the framework for a conceptual and empirical study of different approaches to double devolution within the United Kingdom and also outside of it.
|Title of host publication||Emerging and potential trends in public management: an age of austerity|
|Editors||John Diamond, Joyce Liddle|
|Place of Publication||Bingley, UK|
|Number of pages||218|
|Publication status||Published - 2012|
|Name||Critical perspectives on international public sector management|