International Journal of Public Sector Management

Jon Coaffee

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584937

Purpose – Aims to unpack the development and subsequent growth in the UK of so‐called new localism concepts and policies post‐1997. Design/methodology/approach – Highlights both the political rhetoric and the practical applications of such policies. In this context, introduces the articles in this special issue which focus on various dimensions of new localism‐style policy, predominantly in the UK, but provide a series of arguments and illustrate a number of contradictions that are equally applicable in many Western countries. Findings – Tension exists between centralising focus and constructing prescribed policy at national state level, and decentralising power and responsibility to a more inclusive group of stakeholders in order to develop increasingly nuanced and locally specific sets of regeneration priorities and outcomes. Originality/value – The articles in this special issue illuminate a number of lessons for regeneration practitioners and managers, and for academics engaged in research and evaluation of public sector policy.

Georgia Chondroleou; Howard Elcock; Joyce Liddle; Ioannis Oikonomopoulos

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584946

Purpose – Explores comparisons between the English and Greek local government systems, in the hope of offering some fresh insights into the regeneration and management of local areas. Design/methodology/approach – Discusses the issue of local political leadership at a time when changes in local political management arrangements are taking place in many European countries. Findings – The English and Greek experiments with developing local self‐government provide some reassurance and some causes for concern but, above all, they demonstrate that in, unitary states, Ministers and Civil Servants at the centre find withdrawing from interference in local affairs a very hard exercise in self‐denial. Originality/value – Illustrates the problems facing two centralised countries struggling with varying but limited success to cope with various public management issues raised by local devolution and decentralisation.

Su Maddock

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584955

Purpose – Proposes that arguing for greater access for women is essential but not sufficient to drive equality or the spirit of diversity. Design/methodology/approach – Explores the role that women and others can play in broadening agendas and in transforming managerial and regeneration practices. Findings – A few innovative chief executives are leading the way and showing what transforming leadership is about in practice. In spite of this the intransigent lack of diversity within decision‐making bodies produces a brake on positive social change. Originality/value – Provides an insight into the leadership role of women in social regeneration.

Carole Johnson

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584964

Purpose – Aims to present a critical discussion of two UK case studies through which a “third way” modernisation of regeneration policies has been identified as a world‐wide trend. Design/methodology/approach – Provides case studies that represent attempts at creating “strategic superboards”: the first, local strategic partnerships (LSPs) is a national programme and the second, the regeneration zones (RZs), is peculiar to a specific region in the UK. Network management theory is used to analyse how regeneration partnerships, as networked organisations, are managed. The focus is on the institutional design rules used to achieve decentralisation, balance and joining‐up. Findings – Although the findings show that the programmes' institutional design was potentially improved, the partnerships' achievements fell short of their objectives. It is concluded that a key factor in this failure is the continuing partial approach by central government in managing the networks. As a result these partnerships found it difficult to operate within the new institutional designs. Originality/value – Highlights that there has been an absence of attention to management in network situations by UK academics that is not shared by our UK and European counterparts.

Andrew Coulson

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584973

Purpose – Much of the writing on partnerships implicitly assumes that they are beneficial. Other literature points out that partnerships are seldom of equals, and can become instruments of oppression whereby a strong partner gains at the expense of weaker members. This has been taken up by community development specialists with particular reference to the position, at best ambiguous, of representatives or residents of local communities on the boards of regeneration partnerships. This paper aims to review this theory. Design/methodology/approach – Reviews partnerships and briefly considers three types of partnership in the UK: private finance initiatives (PFI) or public‐private partnerships (PPP); local strategic partnerships; and local area regeneration partnerships. Findings – Concludes that partnerships need time to grow for confidence to be gained inside as well as outside the partnership; partnerships are not usually of equals, and the position of “community representatives” on the boards of partnerships is intrinsically problematic. However, local area partnerships need them: to make “decisions”, to test the likely reception of new ideas, to help sell what is going on. It is likely to prove a serious problem for some PFI/PPP partnerships which are contractually bound for 25 or 30 years; but one may surmise that in many cases partners will fall out and it will be difficult then to deliver the promises that have been made. Originality/value – Partnerships vary, and hence generalisation is difficult. But some important points from the discussion can add to the ongoing dialogue about the nature of partnerships in regeneration.

Jon Coaffee; Lorraine Johnston

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584982

Purpose – Seeks to analyse the complexity of current practices surrounding the management and governance of urban regeneration activities in the UK. In particular, aims to focus on the potential of initiatives decentralised to the sub‐local level that have been designed both to effectively manage public service provision and to improve citizen participation in local government management decision making. Design/methodology/approach – Explores the early experiences of local authorities' attempts to introduce “area committees” in line with the complex “modernisation” agendas advanced by the “New Labour” government under an overarching project of “new localism”. Findings – Highlights that new attempts at devolving power and responsibility to these sub‐local structures should be more flexible to local conditions rather than directed by national policy. Originality/value – Argues for a “middle way” to be adopted in managing local government and governance changes in order to develop a more “pragmatic localism”.

John Diamond

2005 International Journal of Public Sector Management

doi: 10.1108/09513550510584991

Purpose – Seeks to draw together a number of separate but, arguably, inter‐related themes which are present for those involved in “sense making” within and across public and third sector agencies or organisations. Design/methodology/approach – Uses a case study approach of one community‐based network in South London to explore the ways in which action learning can facilitate self‐reflection and open up the processes of partnership to a wider audience. Findings – The particular challenge for any evaluator is to identify the ways in which definitions and meanings are shared or contested by participants. These can be “heard” through the different narratives which are constructed by those engaged in the evaluation process. Originality/value – Attempts to identify what the critical questions were for those involved and provides a commentary on the experience.