Managing Local Government Services, 3rd ed. is a comprehensive text on the subject of local government services relevant to local governments of all sizes. This edition is refocused and updated to include the demographic, economic, technology and cultural trends that affect the management of service delivery. New chapters discuss the shift from ¿government¿ to ¿governance,¿ alternative methods of service delivery, community development, and the five management practices that are fast becoming the standard for professional local government management.Each chapter lays out the manager¿s responsibilities in each service area, and provides effective policies, practices, and procedures. Short case examples give you a practical look at the goals, challenges, and solutions in the manager¿s world.

This text provides a systematic review of the reform of local government since the election of New Labour in 1997. Modern Local Government: " provides the relevant historical context for the predicted ′death of local government′ in the Thatcher era " explains the New Labour agenda for local government and the components which make up local governance in England today " offers substantive discussion of: decision-making; community strategies; performance measures; procurement, privatization, partnerships; the role of e-government; and standards and corruption " analyzes the implications of reform at different spatial scales - from the local to the regional - and offers a rich discussion of the ′new localism′ " presents an overview of the role of European Union legislation in areas like employment, environment and competition. " concludes with a consideration of the possible futures for local government including local area agreements, local public service boards and choice. Modern Local Government is a unique assessment of local government reform from the perspective of both local and central government, which is fully informed by an analysis of the role of the European Union. It will be the key resource for all students of local government in planning and related disciplines.

Sir Michael Lyons was commissioned to consider the case for changes to the present system of local government funding in England and make recommendations, including on the reform of council tax. The remit was extended to cover questions relating to the function of local government and its future role as well as how it is funded, and also to consider the implications of the Barker (ISBN 0118404857), Eddington (ISBN 0118404873) and Leitch (ISBN 0118404865) reports. His overall conclusions are as follows: (1) local government is an essential part of our system of government; (2) central and local government needs to work more closely together as part of a single system, and local people should have a greater say in setting local priorities to enable authorities to manage pressures on public expenditure and improve satisfaction; (3) a mosaic of reforms is needed in the short term to address the most urgent problems, paving the way for more radical reforms in the medium- and longer-term. Recommendations include: automated council tax benefit; an end to capping; revaluation of properties for council tax; new bands with higher bills for those in more expensive properties and lower bills for those in the cheapest; consider reserving a fixed proportion of income tax for local government; longer term options should include local income tax and relocalisation of the business rate. Sir Michael concludes that council tax is not 'broken', but that it is under too much pressure, is seen as unfair, and has some limitations in that it is not a naturally buoyant source of revenue.

This White Paper sets out the Government's detailed proposals for the reform of the planning system, in light of the recommendations made by the Barker Review of Land Use Planning (2006, ISBN 9780118404853) and the Eddington Transport Study (2006, ISBN 9780118404877). These proposals are designed to ensure the planning system can meet a number of challenges including: climate change, supporting sustainable economic development, increasing the supply of housing, protecting and enhancing the environment and natural resources, improving local and national infrastructure and maintaining security of energy supply. For the first time, the reforms cover all development consent regimes, including those for major energy, water, transport and waste development, as well as the town and country planning system. The proposals are based on five core principles: i) responsiveness and integration of economic, social and environmental objectives to deliver sustainable development; ii) a planning system which is streamlined efficient and predictable; iii) full and fair opportunities for public consultation and community engagement; iv) transparency and accountability; and v) planning decisions taken at the right level of government, whether national, regional or local.

This report discusses the findings from a mail survey of local government economic development activities that was sent to all 540 municipalities and 100 counties in North Carolina. An important part of the analysis examines whether cities and counties differ significantly in their economic development efforts and whether smaller jurisdictions employ different types of development strategies and tools than larger ones. The survey findings also highlight the barriers that local governments face in promoting economic development and identify important technical assistance needs and gaps in local capacity.

The Local Government Development Framework (LGDF) is a local governance performance measurement and monitoring tool based on government-citizen collaboration. Developed by RTI International, the LGDF provides for the establishment of demand-driven benchmarks and participatory assessments for the improvement of local governance, service delivery in particular. The paper presents the development-project origins of the LGDF beginning in the 1980s, comparatively examines LGDF’s strengths and weaknesses, and provides a step-by-step discussion of its utilization. Four developing countries in which the LGDF has been applied serve as examples. The LGDF involves, first, the establishment of performance benchmarks for the priority functions of the local government. Second, local officials and community stakeholders come together to collaboratively assess and score progress toward achieving the benchmarks. Third, local officials working with stakeholders develop action plans for achieving priority objectives. Finally, the process is regularly repeated to identify areas of improvement and future capacity-building needs. Successful implementation of the LGDF, we conclude, requires leadership, well-aligned political incentives, proper design and implementation, and dedication to the process. Yet it has withstood the test of time and proven to be an effective tool for bringing government together with the community to achieve local development objectives.