Search results for ‘Publisher:"joseph rowntree foundation,|york publishing services"’ Sort:
Results 1 - 2 of 2
New roles for old: local authority members and partnership working
- Authors:
- WILKINSON Mark, CRAIG Gary
- Publisher:
- Joseph Rowntree Foundation,|York Publishing Services
- Publication year:
- 2002
- Pagination:
- 49p.,bibliog.
- Place of publication:
- York
This study identifies the impact of increased partnership working on councillors and what support they might need as a result. The increase in partnership working in local government has considerable implications for the role of elected members, at a time when their role is already under question as a result of several central government initiatives. The book explores the experiences of elected members engaged in partnership working and identifies ways of supporting them. The report explores how local authorities decide on the mix of member and officer representation in partnership working, what factors influence these choices, what new pressures partnership working brings for members, what support they need and how this might be provided. The study reveals tensions between the traditional role of councillors as community leaders and their involvement as equal partners in a range of new broadly-based forms of local government.
Esprit de corps: leadership for progressive change in local government
- Author:
- QUIRK Barry
- Publisher:
- Joseph Rowntree Foundation,|York Publishing Services
- Publication year:
- 2001
- Pagination:
- 96p.,bbibliog.
- Place of publication:
- York
Suggests how progressive change can be achieved from within local government. From his perspective in managing a council with a strong reputation for innovation and effective service delivery, the author suggests that politicians need to recognise the importance of new modes of civic engagement and leadership. In addition, local government managers need to reinvent their organisational design, their internal accountability and their core competencies. But above all, managers need to encourage an organisational culture that fosters entrepeneurship and a positive sense of organisational efficacy. Community-based planning, service targets and disciplined methods may not on their own offer the necessary conditions for success. The author suggests that progressive change will only occur when politicians and managers build and sustain a deep sense of collective responsibility for improving local community well-being. The author concludes that a feeling of commitment and team spirit, an esprit de corps, needs to be developed amongst politicians, managers and employees if they are to succeed in providing effective local leadership.