By H. Dickinson
ISBN-10: 1137024046
ISBN-13: 9781137024046
ISBN-10: 1349438448
ISBN-13: 9781349438440
Appearing Governance units out a brand new framework to evaluate the functionality of partnerships and examines what those really bring. this can be utilized to 3 components of latest Labour's welfare coverage; baby safeguarding, city regeneration and the modernisation of health and wellbeing and social care. This e-book contributes to figuring out governance less than New Labour.
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Extra resources for Performing Governance: Partnerships, Culture and New Labour
Sample text
Over at least the last 25 years, a rich and important literature has emerged that critiques positivist accounts of policy analysis. g. Dryzek, 1982; Hawkesworth, 1988; Yanow, 1996; Stone, 1997) and often for very much the types of reasons that Bevir Governance and Why It Matters 23 and Rhodes criticised the first two waves of governance theory. This section now moves on to consider a few of the interpretive theories that have developed and which are relevant to governance analysis. Drawing on the work of Foucault, governmentality theorists are interested in the operations of power/knowledge and the ways in which these may be deployed in processes of governance.
According to the Department of the Environment, Transport and Regions (DETR), Local Strategic Partnerships (LSPs) are bodies that • bring together at a local level the different parts of the public sector as well as the private, community and voluntary sectors so that different initiatives, programmes and services support each other and work together; • is a non-statutory, non-executive organisation; • operates at a level which enables strategic decisions to be taken and is close to individuals neighbourhoods to allow actions to be determined at community level; and • should be aligned with local authority boundaries (DETR, 2001: p.
The public sector was encouraged to look towards the business world for models of good practice, ‘in a drive New Labour, Modernisation and Partnership 41 to inculcate entrepreneurial values and import dynamic styles of leadership’ (Newman, 2002: p. 79). Central government increasingly reached out to business in an attempt to lend legitimacy to the political project and to help make allies that would help act against entrenched interests within the welfare state (Falconer and McLaughlin, 2000). The private sector was also seen to be the answer in cases where the public sector had been perceived to have failed (see section on partnerships with professionals for further discussion).
Performing Governance: Partnerships, Culture and New Labour by H. Dickinson
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