This module introduces the governmental context in which spatial planning, housing and transport operates and shows how European, national, regional and local government interact in the planning sphere. The current modernisation of local government is addressed. The tensions between management approaches driven by competition and democracy, between public and private management and the use of private sector management techniques in public service organisations are considered. The module grounds students in key contemporary issues including: best value, performance measurement, quality and inter-organisational partnerships.

1. Understand the political context for and complexion of spatial planning, housing and transport
2. The changing nature of management
3. Understand the roles of the different actors and interests in the political process
4. Appreciate the current political environment and how this sets particular agendas for practice

To be taught by a combination of traditional lectures (e.g. involving whole group survey and question/answer sessions), workshops and guest lectures.

This module combines lectures, seminars and videos in order to give students a varied learning experience and also to expose them to other people’s, and indeed ‘real world’, views. Lectures are intended to describe, explain and illustrate key empirical processes and trends, and their relations to current changes in the management of local government. Guest speakers will provide expert insight into different areas of local government.

1. Develop and apply critical thought to ideas of managing local government services;
2. Preparing and presenting arguments and information in a variety of forms, e.g: written and oral.
3. Using IT in work preparation and presentation
4. Engage in small groups discussions

There are two pieces of coursework;

The first will involve designing a poster revealing local government services and their performance in an area chosen by the student

The second will involve a role play exercise in which students will play the role of a councillor at a scrutiny exercise. Students will need to design an evaluation framework and examine experts about a particular controversial issue facing their council. Students will describe their evaluation framework and assess the extent to which the scrutiny exercise provided them with sufficient information to make a decision.

• Introduction to local government
• Practical assessment of local government services and performance
• The local government modernisation agenda
• Local government in Wales
• Targets and performance indicators
• Inspecting local government
• Leadership and elected mayors in local government
• Scrutiny and the role of the backbench councillor
• Partnership and participation in local government

Burns, R., Hambleton, R. and Hoggett, K. (1994) The Politics of Decentralisation  London: Macmillan

Byrne T (2000) Local Government: Everyone’s Guide to How it Works, Penguin

Carter et al (1992) How Organisations Measure Success: the use of performance indicators in government London: Routledge

Jackson, P (1995) (ed) Measures for Success in the Public Sector. A reader London: CIPFA

Jones B (2004)  Politics UK, Phillip Allan

Keen, L. and Scase, R. (1998) Local Government Management. The rhetoric and reality of change Buckinghamshire: Open University Press

Lawton, A and Rose, A (1994) Organisation and Management in the Public Sector London: Pitman Publishing

Martin et al., (2001) Improving Local Public Services: Final Evaluation of the Best Value Pilot Programme London, DETR

Morphet, J. (2008) Modern Local Government. Sage: London.

Osborne, D. and Gaebler, T. (1992) Reinventing Government. Plume: London

Power, M. (1997) The Audit Society. Oxford University Press: Oxford.

Stoker, G. and Wilson, D. (2005) British Local Government into the 21^st Century. Palgrave Macmillan: Basingstoke.

Policy Documents

Blair, T. (1998) Leading the Way. A new vision for local government London: IPPR

Cm 4028 (1998) Local Voices. Modernising local government in Wales Cardiff: The Stationary Office

DETR (1998) Modern Local Government In Touch with the People London: The Stationary Office

RTPI (1995) Planners as managers: Shifting the Gaze, RTPI

WAG (2004) Making the Connections: Delivering Better Services for Wales. WAG, Cardiff. http://wales.gov.uk/dpsp/publications/policies/vision/mtcvisione.pdf?lang=en

Beecham, J. (2007) Beyond Boundaries: Citizen-Centred Local Services for Wales. WAG, Cardiff. http://wales.gov.uk/dpsp/publications/policies/boundaries/beyondboundariese.pdf?lang=en

Journal Articles

Bennington, J. (2000) ‘The modernisation and improvement of government and public services’ Public Money and Management 20, 2, pp. 3-8

Cowell, R. and Martin, S. (2003) ‘The joy of joining up: modes of integrating the local government modernisation agenda’. Environment and Planning C, 21, 159-79.

Boyne, G. (1997) 'Comparing the performance of local authorities: an evaluation of the Audit Commission indicators' Local Government Studies 23(4) pp 17-43

Boyne, G. (1998) 'Public services under new Labour: Back to bureaucracy?', Public Money and Management July/Sept 1998 pp 43-50

Boyne, G. A. (ed.) (1999) ‘Managing Local Services: from CCT to Best Value’, Local Government Studies 25, 2.

Hood, C. (1991) ‘A New Public Management for all seasons.’ Public Administration, vol. 69, 3-19.

MacKinnon, D. (2000) Managerialism, governmentality and the state: a neo-Foucauldian approach to local economic governance. Political Geography, vol. 19: 293-314.

Mather, G. (2003) ‘Beyond targets, towards choice’. Political Quarterly, vol. 74 (4), pp. 481-492.

Martin, S. (2002) ‘The modernisation of UK local government: markets, managers, monitors and mixed fortunes’. Public Management Review, vol. 4, 3, 291-307.

Martin, S. (2000) ‘Implementing ‘Best Value’: local public services in transition’ Public Administration 78, 1, 209-227