There are 7 item(s) tagged with the keyword "De Montfort".
The recent report by the Local Government and Social Care Ombudsman, ‘Lifting the lid on bin complaints’, has reignited the debate around outsourced services and whether local government gets value for money from such contracts.
To my mind what the report highlights is the disconnect that can sometimes take place between the council, the contractor and the service user, when a contract is outsourced. Just because a service is outsourced it doesn’t mean that the public don’t think that the council isn’t responsible for it or should have democratic oversight of the service and when they complain they expect their issues to be addressed by the council and blame them if there is a slow response, rather than the contractor.
Collaboration, often translated as partnership working, has become in recent years one of the cornerstones of ‘good governance’. Better coordinating the engagement and participation of various actors and agents who operate in and around local governance has promised better designed services, ‘joined up’ provision and resource savings, but was this model of collaborative governance more fit for times of plenty than times of austerity?
Taking a long hard look at what 'democracy', 'citizenship' and 'ethics' really mean in local government in the second decade of the 21st Century may seem like a luxury when councils are struggling to empty the bins, house the homeless, care for elderly residents and meet a million other demands with ever fewer resources. But reclaiming the vital connection between the mightiest of principles upon which local government was founded and day to day actions that matter to local people is the best way for local authorities to take control in these difficult times.
More and more councils are emphasising the development of commercial strategies and skills in order to hold services together and give them a fighting chance in the current age of austerity.
Some commentators may view local government, innovation and entrepreneurship as unlikely bedfellows. But I see evidence all over country that a commercial culture is expanding and flourishing amongst council staff.
APSE's latest research reveals that innovation and entrepreneurship is alive and well in local authorities the length and breadth of the UK.
APSE's new report, Municipal Entrepreneurship, challenges the myth that local government is monolithic, bureaucratic and incapable of change. It demonstrates that commercial skills and business acumen are flourishing in local government and that elected members and entrepreneurial managers are fostering a commercial culture among council staff.
A senior central government figure recently asked me what a transformed council should look like in four or five years’ time. Whilst this is a fairly obvious question to ask, then a fairly obvious answer to give is that it depends on what you want it to look like.