The reorganization addiction in local government: unitary councils for England

Abstract

Structural reorganization of local government is an addictive habit to which British government ministers and civil servants are peculiarly prone. In the latest instance, several unitary authorities were created where two-tier systems existed previously. Interviews and documentary research carried out before and after the reorganization demonstrate that many of the supposed benefits of structural change have not materialized, and some local authorities are still recovering from the resulting disruption.

Notes

* The four English county councils in the study are identified only as A, B, C and D. They are located in the West Midlands, North-West and North-East regions.

Additional information

Notes on contributors

Howard Elcock

Howard Elcock is Professor (Emeritus) of Government, Northumbria University, Newcastle and Academician of the Social Sciences.

John Fenwick

John Fenwick is Professor of Leadership and Public Management, Newcastle Business School, Northumbria University.

Janice McMillan

Janice McMillan is Lecturer in Human Resource Development and Public Management in the Business School, Edinburgh Napier University.