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New Century local government : Commonwealth perspectives

Author: Graham Sansom; Peter McKinlay; Commonwealth Secretariat,
Publisher: London, United Kingdom : Commonwealth Secretariat, [2013] ©2013
Edition/Format:   Print book : EnglishView all editions and formats
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This collection of papers shows how the role of local government is evolving throughout the Commonwealth and provides practical examples of new local government at work. It showcases emerging  Read more...

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Document Type: Book
All Authors / Contributors: Graham Sansom; Peter McKinlay; Commonwealth Secretariat,
ISBN: 9781849290937 1849290938
OCLC Number: 834413772
Description: x, 239 pages : illustrations ; 25 cm
Contents: Part I. Decentralisation, Localism And Intergovernment Relations --
Part II. Local Government Finance And Economic Development --
Part III. New Approaches To Governance --
1. Introduction and Overview / Graham Sansom --
1.1. The emerging context --
1.2. Issues, experience and findings --
1.2.1. Decentralisation, localism and intergovernment relations --
1.2.2. Local government finance and economic development --
1.2.3. New approaches to governance --
1.3. Fresh ideas for a new century? --
Part I. Decentralisation, Localism And Intergovernment Relations --
2. Democratic Decentralisation in the Commonwealth Caribbean- Is There a Case for New Roles and Relationships? / Bishnu Ragoonath --
2.1. Analytic method --
2.2. The varied dimensions of democratic decentralisation --
2.3. Goals and strategies in the Caribbean --
2.4. A focus on structures --
2.5. Financial reforms --
2.6. Institutional strengthening --
2.7. Does size matter? --
2.8. Assessing reform outcomes --
2.9. New roles, new relationships --
2.10. Conclusion --
3. Pakistan's Devolution of Power Plan 2001- A Brief Dawn for Local Democracy? / Munawwar Alam --
3.1. Local government in Pakistan until 2001 --
3.1.1.1947. -1958 --
3.1.2.1958.1969. The `Basic Democracy' system of General Ayub Khan --
3.1.3.1969. -1979 --
3.1.4.1979.1988. The local government system of General Zia-ul-Haq --
3.2. The Devolution of Power Plan- What was new? --
3.2.1. Application of subsidiarity --
3.2.2. Abolition of the rural-urban divide --
3.2.3. Reform of bureaucracy --
3.2.4. Developmental planning --
3.3. Organised local government --
a new phenomenon in Pakistan --
3.3.1. Social dimensions --
3.4. Recent developments, prospects and conclusions --
4. Decentralisation and Community Budgeting in England / Nigel Keohane --
4.1. `Total Place' and `Community Budgeting'- the genesis of reform --
4.1.1. New areas of focus --
4.1.2. The Total Place pilots --
4.1.3. Implications and suggested reforms --
4.2. The coalition government and the `Big Society' --
4.3. Models for adoParting area-based budgets --
4.3.1. Model 1- Agreement --
4.3.2. Model 2- Contestability and commissioning --
4.3.3. Model 3- Informal networking --
4.4. Conclusion --
5. Ironic Localism and a Critical History of English `Reform' / Kevin Orr --
5.1. The irony of `localism, localism, localism' --
5.2. Jump-cutting through the long history of `reform' --
5.2.1. The Tudors and central-local relations --
5.2.2. The nineteenth-century reform movement --
5.3. Localism- the eternal return of the same? --
5.4. Local government and the internalisation of reform --
5.5. Local government into the twenty-first century- stories of reform --
Part II. Local Government Finance And Economic Development --
6. Toward a System of Municipal Finance for Twenty-first Century India / Om Prakash Mathur --
6.1. Challenges for municipal finance --
6.1.1. Improving municipal finance is central to the achievement of India's economic growth objectives --
6.1.2. A robust municipal finance system is necessary for effective implementation and management of India's urban policy agenda --
6.1.3. A sound municipal finance system is a pre-requisite for improved service delivery --
6.2. India's municipal finance system- basic features --
6.3. Municipal finances- ground-level realities --
6.4. A system of municipal finance for the twenty-first century --
6.4.1. Broadening the fiscal domain of municipalities --
6.4.2. Institutional re-engineering for improved municipal finance --
6.4.3. The role and participation of the central government in municipal affairs --
7. Property Rates as an Instrument for Development- An Analysis of South African Policy, Law and Practice / Jaap de Visser --
7.1. Local government in South Africa --
7.1.1. Developmental local government --
7.1.2. Local government institutions --
7.1.3. The current context- local government `in distress' --
7.2. Legal and policy framework for property rating --
7.2.1. Reliance on property rates --
7.2.2. Municipal property rates policies --
7.2.3. Differential rating --
7.2.4. ExemPartions --
7.2.5. Reduction --
7.2.6. Rebates --
7.2.7. Accounting for discounts --
7.2.8. Expectations- South African national and provincial policy frameworks --
7.3. Arguments against using property rates for developmental purposes --
7.4. A review of current South African practices --
7.4.1. Encouraging developmental behaviour --
7.4.2. Stimulating local economic development --
7.5. Summary and assessment --
8. Municipal Partnerships for Prosperity- Empowering the Working Poor in Local Economic Development / Alison Brown --
8.1. ConcePartualising governance contexts --
8.2. Approaches to the informal economy and street vending --
8.2.1. Petty trade in Dares Salaam --
8.2.2. South Africa and Durban's informal economy policy --
8.2.3. India's national street vendor policy --
8.3. Developing capabilities --
8.4. Conclusion --
Part III. New Approaches To Governance --
9. New Pathways to Effective Regional Governance- Canadian Reflections / Michelle Dann --
9.1. British Columbia's layered system for local governance --
9.1.1. Creating British Columbia's regional districts --
9.1.2. Attributes of British Columbia's regional districts --
9.2. Inside three regional districts --
9.2.1. Geography, demographics and corporate composition --
9.2.2. Self-organised service profiles --
9.3. Responding to place, need and scale --
9.4. Coping with complex, divisive issues at a regional scale --
9.4.1. How polycentricity and rivalry affects decision-making --
9.4.2. How polycentricity and rivalry affects system architecture --
9.4.3. Regions as `arenas of contention' --
9.5. New pathways for regional governance --
9.5.1. Enhancing regional leadership and co-ordination --
9.5.2. Enhancing regional decision-making --
9.5.3. Meta-governance role of central governments --
9.6. Effective regional governance for the twenty-first century --
9.6.1. Reflections on effective regional service delivery --
9.6.2. Reflections on effective governance in arenas of contention --
10. Long-term Strategic Planning in New Zealand- Will Compliance Crowd Out Performance? / Michael Reid --
10.1. The New Zealand local government system --
10.2. The rise of strategic planning --
10.3. Long-term council community plans --
10.4. Identifying community outcomes --
10.5. The problem of complexity --
10.6. International experience --
10.6.1. New South Wales --
10.6.2. England --
10.6.3. South Africa --
10.7. Balancing compliance and performance --
10.8. Strategic planning- where is it heading? --
11. The Role of Local Authority-owned Companies- Lessons from the New Zealand Experience / Peter McKinlay --
11.1. Local authority-owned companies- global examples --
11.1.1. Europe --
11.1.2. British Columbia, Canada --
11.1.3. England --
11.1.4. Australia --
11.2. Local authority-owned companies in New Zealand --
11.2.1. Harbour boards and electricity distribution --
11.2.2. General-purpose local authorities --
11.2.3. Policy implications --
11.3. Case studies --
11.3.1. Dunedin City Council --
11.3.2. Christchurch City Council --
11.3.3. New Plymouth District Council --
11.3.4. Horowhenua District Council --
11.3.5. Bay of Plenty Local Authority Shared Services (BOPLASS Ltd) --
11.4. Fast forward- the Auckland Council experience --
11.4.1. Working with CCOs --
11.5. Reflections on the New Zealand experience --
11.5.1. Corporate governance --
11.5.2. Monitoring and support --
11.5.3. Accountability --
11.5.4. Flexibility-co-production and capability development --
11.6. Conclusion --
12. The Evolving Role of Mayors- An Australian Perspective / Graham Sansom --
12.1. Governance, planning and leadership --
12.2. Australian context and practice --
12.3. Developments in England and New Zealand --
12.3.1. England --
12.3.2. New Zealand --
12.4. A future model --
12.4.1. The merits of popular election --
12.4.2. The need for stronger community leadership --
12.4.3. Ensuring effective strategic and corporate planning --
12.4.4. Enhancing political governance --
12.4.5. The respective roles of mayors and chief executives --
12.4.6. Intergovernment relations.
Responsibility: edited by Graham Sansom and Peter McKinlay.

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