New Century local government : Commonwealth perspectives / edited by Graham Sansom and Peter McKinlay.

Includes bibliographical references.

Part I. Decentralisation, Localism And Intergovernment Relations -- Part II. Local Government Finance And Economic Development -- Part III. New Approaches To Governance -- --

1. Introduction and Overview / Graham Sansom -- 1.1. The emerging context -- 1.2. Issues, experience and findings -- 1.2.1. Decentralisation, localism and intergovernment relations -- 1.2.2. Local government finance and economic development -- 1.2.3. New approaches to governance -- 1.3. Fresh ideas for a new century? -- -- Part I. Decentralisation, Localism And Intergovernment Relations -- -- 2. Democratic Decentralisation in the Commonwealth Caribbean- Is There a Case for New Roles and Relationships? / Bishnu Ragoonath -- 2.1. Analytic method -- 2.2. The varied dimensions of democratic decentralisation -- 2.3. Goals and strategies in the Caribbean -- 2.4. A focus on structures -- 2.5. Financial reforms -- 2.6. Institutional strengthening -- 2.7. Does size matter? -- 2.8. Assessing reform outcomes -- 2.9. New roles, new relationships -- 2.10. Conclusion -- -- 3. Pakistan's Devolution of Power Plan 2001- A Brief Dawn for Local Democracy? / Munawwar Alam -- 3.1. Local government in Pakistan until 2001 -- 3.1.1.1947. -1958 -- 3.1.2.1958.1969. The `Basic Democracy' system of General Ayub Khan -- 3.1.3.1969. -1979 -- 3.1.4.1979.1988. The local government system of General Zia-ul-Haq -- 3.2. The Devolution of Power Plan- What was new? -- 3.2.1. Application of subsidiarity -- 3.2.2. Abolition of the rural-urban divide -- 3.2.3. Reform of bureaucracy -- 3.2.4. Developmental planning -- 3.3. Organised local government - a new phenomenon in Pakistan -- 3.3.1. Social dimensions -- 3.4. Recent developments, prospects and conclusions -- -- 4. Decentralisation and Community Budgeting in England / Nigel Keohane -- 4.1. `Total Place' and `Community Budgeting'- the genesis of reform -- 4.1.1. New areas of focus -- 4.1.2. The Total Place pilots -- 4.1.3. Implications and suggested reforms -- 4.2. The coalition government and the `Big Society' -- 4.3. Models for adoParting area-based budgets -- 4.3.1. Model 1- Agreement -- 4.3.2. Model 2- Contestability and commissioning -- 4.3.3. Model 3- Informal networking -- 4.4. Conclusion -- -- 5. Ironic Localism and a Critical History of English `Reform' / Kevin Orr -- 5.1. The irony of `localism, localism, localism' -- 5.2. Jump-cutting through the long history of `reform' -- 5.2.1. The Tudors and central-local relations -- 5.2.2. The nineteenth-century reform movement -- 5.3. Localism- the eternal return of the same? -- 5.4. Local government and the internalisation of reform -- 5.5. Local government into the twenty-first century- stories of reform -- -- Part II. Local Government Finance And Economic Development -- -- 6. Toward a System of Municipal Finance for Twenty-first Century India / Om Prakash Mathur -- 6.1. Challenges for municipal finance -- 6.1.1. Improving municipal finance is central to the achievement of India's economic growth objectives -- 6.1.2. A robust municipal finance system is necessary for effective implementation and management of India's urban policy agenda -- 6.1.3. A sound municipal finance system is a pre-requisite for improved service delivery -- 6.2. India's municipal finance system- basic features -- 6.3. Municipal finances- ground-level realities -- 6.4. A system of municipal finance for the twenty-first century -- 6.4.1. Broadening the fiscal domain of municipalities -- 6.4.2. Institutional re-engineering for improved municipal finance -- 6.4.3. The role and participation of the central government in municipal affairs -- -- 7. Property Rates as an Instrument for Development- An Analysis of South African Policy, Law and Practice / Jaap de Visser -- 7.1. Local government in South Africa -- 7.1.1. Developmental local government -- 7.1.2. Local government institutions -- 7.1.3. The current context- local government `in distress' -- 7.2. Legal and policy framework for property rating -- 7.2.1. Reliance on property rates -- 7.2.2. Municipal property rates policies -- 7.2.3. Differential rating -- 7.2.4. ExemPartions -- 7.2.5. Reduction -- 7.2.6. Rebates -- 7.2.7. Accounting for discounts -- 7.2.8. Expectations- South African national and provincial policy frameworks -- 7.3. Arguments against using property rates for developmental purposes -- 7.4. A review of current South African practices -- 7.4.1. Encouraging developmental behaviour -- 7.4.2. Stimulating local economic development -- 7.5. Summary and assessment -- --

8. Municipal Partnerships for Prosperity- Empowering the Working Poor in Local Economic Development / Alison Brown -- 8.1. ConcePartualising governance contexts -- 8.2. Approaches to the informal economy and street vending -- 8.2.1. Petty trade in Dares Salaam -- 8.2.2. South Africa and Durban's informal economy policy -- 8.2.3. India's national street vendor policy -- 8.3. Developing capabilities -- 8.4. Conclusion -- -- Part III. New Approaches To Governance -- -- 9. New Pathways to Effective Regional Governance- Canadian Reflections / Michelle Dann -- 9.1. British Columbia's layered system for local governance -- 9.1.1. Creating British Columbia's regional districts -- 9.1.2. Attributes of British Columbia's regional districts -- 9.2. Inside three regional districts -- 9.2.1. Geography, demographics and corporate composition -- 9.2.2. Self-organised service profiles -- 9.3. Responding to place, need and scale -- 9.4. Coping with complex, divisive issues at a regional scale -- 9.4.1. How polycentricity and rivalry affects decision-making -- 9.4.2. How polycentricity and rivalry affects system architecture -- 9.4.3. Regions as `arenas of contention' -- 9.5. New pathways for regional governance -- 9.5.1. Enhancing regional leadership and co-ordination -- 9.5.2. Enhancing regional decision-making -- 9.5.3. Meta-governance role of central governments -- 9.6. Effective regional governance for the twenty-first century -- 9.6.1. Reflections on effective regional service delivery -- 9.6.2. Reflections on effective governance in arenas of contention -- -- 10. Long-term Strategic Planning in New Zealand- Will Compliance Crowd Out Performance? / Michael Reid -- 10.1. The New Zealand local government system -- 10.2. The rise of strategic planning -- 10.3. Long-term council community plans -- 10.4. Identifying community outcomes -- 10.5. The problem of complexity -- 10.6. International experience -- 10.6.1. New South Wales -- 10.6.2. England -- 10.6.3. South Africa -- 10.7. Balancing compliance and performance -- 10.8. Strategic planning- where is it heading? -- -- 11. The Role of Local Authority-owned Companies- Lessons from the New Zealand Experience / Peter McKinlay -- 11.1. Local authority-owned companies- global examples -- 11.1.1. Europe -- 11.1.2. British Columbia, Canada -- 11.1.3. England -- 11.1.4. Australia -- 11.2. Local authority-owned companies in New Zealand -- 11.2.1. Harbour boards and electricity distribution -- 11.2.2. General-purpose local authorities -- 11.2.3. Policy implications -- 11.3. Case studies -- 11.3.1. Dunedin City Council -- 11.3.2. Christchurch City Council -- 11.3.3. New Plymouth District Council -- 11.3.4. Horowhenua District Council -- 11.3.5. Bay of Plenty Local Authority Shared Services (BOPLASS Ltd) -- 11.4. Fast forward- the Auckland Council experience -- 11.4.1. Working with CCOs -- 11.5. Reflections on the New Zealand experience -- 11.5.1. Corporate governance -- 11.5.2. Monitoring and support -- 11.5.3. Accountability -- 11.5.4. Flexibility-co-production and capability development -- 11.6. Conclusion -- -- 12. The Evolving Role of Mayors- An Australian Perspective / Graham Sansom -- 12.1. Governance, planning and leadership -- 12.2. Australian context and practice -- 12.3. Developments in England and New Zealand -- 12.3.1. England -- 12.3.2. New Zealand -- 12.4. A future model -- 12.4.1. The merits of popular election -- 12.4.2. The need for stronger community leadership -- 12.4.3. Ensuring effective strategic and corporate planning -- 12.4.4. Enhancing political governance -- 12.4.5. The respective roles of mayors and chief executives -- 12.4.6. Intergovernment relations..