Local Government in England: Structures
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Combined Authorities – the Next Big Thing?
combined authorities – the next big thing? With newly directly elected mayors due to take up their roles at the head of Combined Authorities following elections in May, Janice Morphet considers the powers at their disposal and the possible impacts of the latest round of revolution in English local government In May 2017, another revolution in the way that dissolution and the creation of a new authority from England is governed at sub-national level will begin. 2019. Other approaches include county bids to Local government in the UK is in constant flux, with create unitary authorities for their areas or counter- recent changes implemented in Northern Ireland1 bids by district councils. and reform being mooted in Wales.2 In England, there have been changes introduced by central What are Combined Authorities? government that have fallen into two types of reform. Such bottom-up initiatives are framed within an The first is structural and top-down, such as the assumption, both by central and local government, creation of unitary authorities in a series of rounds,3 that they will gradually be adopted everywhere. a new governance model for London, and the Competitions for access to funds, the filling-in of abolition of the quasi-formal but not directly legal powers and peer-to-peer recommendations democratic structures at regional levels in 2009.4 between local authorities will all support these The second set of reforms are framed within shifts. Where there are two or three authorities central government policy but allow for the creation working together as in mergers or City Deals, then of new local governance structures within supposedly agreements are easier to map out, and benefits can locally determined and bottom-up approaches. -
LOCAL GOVERNMENT Reform in KĀPITI – What Do You Think? 1
LOCAL GOVERNMENT REFORM IN KĀPITI – WHAT DO YOU THINK? 1 LOCAL GOVERNMENT REFORM IN KĀPITI – WhaT DO YOU THINK? kapiticoast.govt.nz/reform 2 LOCAL GOVERNMENT REFORM IN KĀPITI – WHAT DO YOU THINK? WE WANT TO HEAR FROM AS MANY RESIDENTS AS POSSIBLE LOCAL GOVERNMENT REFORM IN KĀPITI – WHAT DO YOU THINK? 3 Introduction This discussion document has been released by the Kāpiti Coast District Council to help find out how residents want their district to be governed in the future. This document seeks to stimulate discussion and identify whether you want changes to how local government operates in Kāpiti and what you broadly want that change to look like. There are many ways that local government is affected in one way or another by the could be structured in the wider area. However services provided by local government, we in order to have a reasonably focussed debate have described the four options at a fairly high we have identified four options that represent level, without too much detail. We have also different degrees of change. Option 1 contains 2 consciously decided not to express either a sub-options. There is the opportunity for you to preferred option or any views on the advantages discuss other options if you choose. and disadvantages of each option – we are asking the public to do that for us at this stage. Our four options range from keeping the current councils in place but making formal It is not our role to tell other parts of the region arrangements to share services across councils how they should be governed. -
Why Devolution Matters: the Case of Cornwall Yth on Ni A’N Le Ma – We Are of This Place
Institute for Public Policy Research WHY DEVOLUTION MATTERS: THE CASE OF CORNWALL YTH ON NI A’N LE MA – WE ARE OF THIS PLACE Sarah Longlands and Anna Round March 2021 Available at: www.ippr.org/publication/why-devolution-matters-the-case-of- cornwall INTRODUCTION From Covid-19 to Brexit to long term climate change, the complexity of the challenges the UK now faces means that the centralised system of government at Whitehall is no longer fit for purpose. Without a renewed commitment to devolution for all of the nations and regions which make up the UK, the government will fail to meet its promises to build back better and level up. More seriously still, we face the prospect of a disunited kingdom. The UK is one of the most economically divided countries in the developed world; it is also the most centralised (CEJ 2018, Raikes and Giovannini 2019, McCann 2019, UK2070 2020). This is not a coincidence. Research shows that where you live in the UK determines your ability to live a “good life” (Johns et al 2020). However, it has been the metro mayors, local government, civil society and business which have proved most agile and responsive to the challenges and impacts of the Covid-19 pandemic. Similarly, while central government may try to claim the credit, the recovery will be led by those same organisations. They know their communities best and are already deploying their limited resources, creativity and collaborative capital to rebuild local economies, support those who are out of work, and co-ordinate the recovery of people and place. -
Brief-To-Advise-Frome-Town-Council-In-The-Run-Up-To-And-Establishment-Of-Unitary-Authority.Pdf
Unitary Adviser Brief Frame Town Council Brief to advise Frame Town Council in the run up to and establishment of unitary authority(ies) in Somerset 1. Scope Frame Town Council is recognised locally, nationally and internationally as a forward thinking and innovative Council. We are renowned for exploring how to expand the remit of town councils. Somerset is about to embark on local government reorganisation. The county council and the district councils will be replaced with one or two unitary councils in April 2023. FTC sees this as an opportunity to change the way local government in Somerset works towards a more community led approach where decisions are made at the appropriate level and with the appropriate engagement. Influencing how the new unitary is established and developed is a key project for the Council. We want to appoint an experienced advisor or small consultancy to work with FTC Cllrs and staff and other relevant organisations in and beyond Fro me. This work is likely to last at least until September or October 2021 and we anticipate 2 to 3 working days per week. We will be interested in someone who understands local government, has worked at a senior level in relevant organisations, who understands large scale change programmes and ideally also has recent experience of local government reorganisation. The ability to build excellent working relationships at all levels of local government and business will be essential. With other Somerset based parish sector organisations, FTC commissioned a report (here) last year which explores the possibilities of reorganisation. Its seven recommendations have been accepted by both proposals presented to the Government: One Somerset (here) promoted by the County Council, and Stronger Somerset (here) promoted by the four district Councils. -
TRANSPORT DELIVERY PLAN FEBRUARY 2021 Contents
Draft Joint Local Transport Plan 4 2019-2036 January 2019 Section 11: TRANSPORT DELIVERYMajor schemes and summary of interventions continued PLAN Figure 11.1: JLTP4 major schemes N February 2021 Charfield Thornbury public realm and sustainable transport improvements improved junctions new junctions Yate improved road North Fringe new road smart motorway Avonmouth Portishead cycle routes Bristol improved rail station Clevedon new rail station rail improvements Nailsea Keynsham metrobus other bus route improvements Bristol Airport Bath mass transit expanded Park & Ride site new Park & Ride site Weston-super-Mare Midsomer Norton Alignments and locations are for illustrative purposes and subject to feasibility studies and consultation. 114 115 TRANSPORT DELIVERY PLAN FEBRUARY 2021 Contents Transport Delivery Plan 3 Infrastructure Delivery Programme 8 The challenge 3 Investing in and improving key routes 9 Covid-19 3 Sustainable transport corridors 9 Climate Change 4 Projects in delivery 10 Our priorities 5 Future Transport Zone 13 Objectives 5 Future Transport Zone goals 13 What do we want to achieve? 5 Strategies and plans 6 Climate Emergency Action Plan 6 Regional Economic Recovery Plan 6 Joint Local Transport Plan 4 6 Local Cycling and Walking Infrastructure Plan 6 Bus strategy 7 10 Year Rail Delivery Plan 7 2 TRANSPORT DELIVERY PLAN FEBRUARY 2021 Transport Delivery Plan This Transport Delivery Plan sets Our population is growing at a faster rate than out the currently funded transport other city regions, and so the strain on our transport network, housing supply and digital projects (2021 – 2026) that are infrastructure is growing. There remains a real progressing to delivery over the contrast between rich and poor, and residents next 5 years in the West of England don’t benefit equally from the success of our region. -
Huw Jenkins, LCR Combined Authority
SUSTAINABLE URBAN DEVELOPMENT STRATEGY OVERVIEW Huw Jenkins, Liverpool City Region Combined Authority LCR European Structural and Investment Fund (ESIF) Strategy • LCR awarded £193m to deliver ESIF Strategy • Covers: ERDF, ESF and Rural Development • All calls focused on delivery of agreed local priorities • DCLG manages the ESIF Programme: appraises project applications and awards offer letters ERDF Projects Overview PA 1 R&D/Innovation PA 3 SME Competitiveness PA 4 Transition to Low Carbon • Sensor City • Business Growth Programme • Low Carbon EcoInnovatory • LCR 4.0 • New Markets 2 • LCR Future Energy • Health Enterprise Innovation • The Enterprise Hub • NPIF Exchange • Specialist Manufacturing Service • Innovate2Succeed • Place Marketing for Investment • LCR Activate • SME/International Trade • SUD INVESTMENTS (PA 4 & PA6) • NPIF • Thermal Road • Baltic Creative (Norfolk St) • NPIF What is a SUD Strategy? • Part of LCR ERDF allocation • Government asked Core City Regions to develop SUD Strategies in 2015 • SUD strategies set out integrated actions to tackle challenges affecting urban areas • The Combined Authority will have a greater say in project selection as an Intermediary Body • The local ESIF Partnership Committee will continue to provide advice on local strategic fit to the Combined Authority and DCLG • DCLG appraises and issues contracts to successful projects as before Underpinning Strategies The following strategies have shaped the development of the LCR SUD Strategy: • European Structural and Investment Fund Strategy • LCR -
Local Government Collaboration in Surrey
WAVERLEY BOROUGH COUNCIL COUNCIL 23 FEBRUARY 2021 Title: Local Government Collaboration in Surrey Portfolio Holder: Cllr J Ward, Leader Senior Officer: T Horwood, Chief Executive Key decision: No Access: Public 1. Purpose and summary 1.1 The purpose of this report is to update the Council on progress on local government collaboration since the Council and Executive discussions of 22 July and 8 September 2020 respectively, and to allow Council to debate opportunities for future collaboration among local authorities in the light of the KPMG report, and this report. 2. Recommendation The Executive has: 1. Noted the KPMG report on future opportunities for local government in Surrey; 2. Endorsed the development of an initial options appraisal for collaboration with Guildford Borough Council; and 3. Allocated the remaining £15,000 budget previously approved for “a unitary council proposal” to “exploring collaboration opportunities with other councils”. The Executive recommend to the Council that it debate opportunities for future collaboration among local authorities in the light of the KPMG report and this report. 3. Reason for the recommendation 3.1 This report updates councillors and the public on the progress made in the discussions on local government reorganisation and collaboration in Surrey. 3.2 At Executive meetings in 2020, £30,000 was allocated “to support preparatory work for a unitary council proposal”. It is now recommended to allocate the remaining £15,000 to support the development of proposals for council collaboration, to be reported back to the Executive in due course. 4. Background context 4.1 A detailed update was provided to the Executive at its meeting on 8 September 2020,1 and is summarised as follows. -
Devolution Faqs
FAQs What is devolution? Why would places want to have more powers and The Government is offering places in England the responsibilities from Government? chance to have greater responsibility and control over Places may want to have additional powers and decisions and spending in their region. responsibilities: • To focus spending on local priorities, and have more of This process of transferring powers and decisions a say over local taxation. which would usually be taken by central Government • To work together across services and use local to a more local level or regional level is called knowledge to get better value for money devolution. • To be more self-sufficient and have more responsibility for the future of the local are How do things currently work? • For decisions to be taken by locally elected politicians Currently, most spending decisions affecting York (and who better understand local issues, and can be held to other local areas) are made by central Government. account more easily Further, many of the taxes raised within York (and other local areas) flow back to central Government for Why is this important now? it to redistribute as it sees fit. A recent report showed The Government is actively offering places in England the that £1.5 billion is raised in taxes each year in York but chance to have greater responsibility and control over less than £150 million of this is available to the council decisions and spending in their region. Places have until the to spend on local services. 4th of September to “submit formal, fiscally neutral proposals and an agreed geography to the Treasury”. -
IPPR | Empowering Counties: Unlocking County Devolution Deals ABOUT the AUTHORS
REPORT EMPOWERING COUNTIES UNLOCKING COUNTY DEVOLUTION DEALS Ed Cox and Jack Hunter November 2015 © IPPR 2015 Institute for Public Policy Research ABOUT IPPR IPPR, the Institute for Public Policy Research, is the UK’s leading progressive thinktank. We are an independent charitable organisation with more than 40 staff members, paid interns and visiting fellows. Our main office is in London, with IPPR North, IPPR’s dedicated thinktank for the North of England, operating out of offices in Newcastle and Manchester. The purpose of our work is to conduct and publish the results of research into and promote public education in the economic, social and political sciences, and in science and technology, including the effect of moral, social, political and scientific factors on public policy and on the living standards of all sections of the community. IPPR 4th Floor 14 Buckingham Street London WC2N 6DF T: +44 (0)20 7470 6100 E: [email protected] www.ippr.org Registered charity no. 800065 This paper was first published in November 2015. © 2015 The contents and opinions in this paper are the authors ’ only. POSITIVE IDEAS for CHANGE CONTENTS Summary ............................................................................................................3 1. Devolution unleashed .....................................................................................9 2. Why devolve to counties? ............................................................................11 2.1 Counties and their economic opportunities ................................................... -
Local Government and the Challenges of Service Delivery: the Nigeria Experience
Journal of Sustainable Development in Africa (Volume 15, No.7, 2013) ISSN: 1520-5509 Clarion University of Pennsylvania, Clarion, Pennsylvania LOCAL GOVERNMENT AND THE CHALLENGES OF SERVICE DELIVERY: THE NIGERIA EXPERIENCE Oluwatobi ADEYEMI Department of Local Government Studies, Faculty of Administration, Obafemi Awolowo University, Ile- Ife, Nigeria ABSTRACT Nigeria is a Federation of thirty-six States and a Federal Capital Territory located in Abuja. It consists of 774 Local Government Councils. The Constitution recognizes Local Government as the third tier of government whose major responsibility is to ensure affective service delivery to the people, and also enhance sustainable development at the grassroot. The incapacity to generate its own revenue sources leads to its continued dependence on federal allocation, the result of which makes it a stooge rather than a partner in developmental process among the tiers of government in Nigeria leading to little evidence of performance at local level. This study examines the constitutional/functional roles of local government councils in Nigeria in relation to service delivery. It provides a prospect of identifying the factors that has hampered the effectiveness of this institution at grassroots governance in Nigeria. The paper, however provide recommendations in form of solutions to these challenges at the local level. Keywords: Local Government, Services Delivery, Centralization, Decentralization, Fiscal Federalism, Citizen Centered Local Governance, Sustainable Development: 84 INTRODUCTION Nigeria is the most populous country in Africa, with a population of 140 million (Amakom, 2009), 64 percent of whom live in rural areas. In the pursuit of development at the grassroot, local government was created to provide level of measurable services to rural dwellers. -
Local Government Association of the Northern Territory
LOCAL GOVERNMENT ASSOCIATION OF THE NORTHERN TERRITORY HOUSE OF REPRESENIATIVE8~STANDJ~cQMMII1TEEON~~ ABORIGINAL AND TORRES STRAIT ISLANDER AFFAIRS SUBMISSION TO THE PARLIAMENTARY INQUIRY INTO CAPACITY BUILDING IN INDIGENOUS AFFAIRS AUGUST 2002 TABLE OF CONTENTS Page No. 1. What is this submission about? I 2. What does the Local Government Association stand for and who are its members? 2-3 3. How can capacity be improved? 3-4 4. How can organizations better deliver services? 5-7 5. How can government agencies improve management structures and policy directions? 8-9 2 1. What is this submission about? This submission is about capacity building in Aboriginal Communities in the Northern Territory. It is in response to the House of Representatives Standing Committee on Aboriginal and Torres Strait Islander Affairs inquiry into capacity building in Indigenous communities. This submission emphasises the role that local government and local governing bodies play in relation to the issue of building capacity in Indigenous communities in the Northern Territory. The reason for this, is that in many instances Councils constitute the only, or most focal, administrative organisation in Indigenous communities and therefore, the view taken here is that questions about capacity building in such communities are very much linked to the role and function of Councils. The Association is very much committed to capacity building for Councils in the Northern Territory indeed, it constitutes an objective of the Association (see next section). The Association is very much a service organisation to local government in the Northern Territory and it would like to expand its range of services so that it can be in a position to offer them at a level similar to that afforded to Councils by their respective associations interstate. -
Liverpool City Region Combined Authority End of Year Review 2020-2021 Pdf 447 Kb
LIVERPOOL CITY REGION COMBINED AUTHORITY To: The Metro Mayor and Members of the Combined Authority Meeting: 4 June 2021 Authority/Authorities Affected: All EXEMPT/CONFIDENTIAL ITEM: No REPORT OF THE CHIEF EXECUTIVE LIVERPOOL CITY REGION COMBINED AUTHORITY END OF YEAR REVIEW 2020- 2021 1. PURPOSE OF REPORT 1.1 The purpose of this report is to highlight some of the achievements of the LCR Combined Authority during the 2020-21 municipal year. 2. RECOMMENDATIONS 2.1 It is recommended that the Liverpool City Region Combined Authority: (a) agree the End of Year Review 2020-21; and (b) any amendments/insertions be made in consultation with the Metro Mayor and Chief Executive. 3. BACKGROUND 3.1 The Liverpool City Region Combined Authority (LCRCA) is the Combined Authority for the Liverpool City Region, an area that covers the metropolitan county of Merseyside and the adjacent Borough of Halton. The Combined Authority was established on 1st April 2014 by statutory instrument under the provisions of the Local Democracy, Economic Development and Construction Act 2009. 3.2 The LCR Combined Authority is led by the directly elected Metro Mayor Steve Rotheram and brings together Liverpool City Region‟s six local authorities which are Halton Borough Council, Knowsley Metropolitan Borough Council, Liverpool City Council, Sefton Metropolitan Borough Council, St Helens Metropolitan Borough Council and Wirral Metropolitan Borough Council (“the six Constituent Authorities ”). In addition to the Metro Mayor, the membership of the Combined Authority also includes the Leaders of the five constituent Local Authorities, the elected Mayor of Liverpool City Council, the Chair of the Liverpool City Region Local Enterprise Partnership (LEP), Co-opted and Associate Members and designated Deputy Portfolio Holders.