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There are different narratives surrounding smart mobility, which can sometimes even appear as opposing (Lyons, 2018). Its fiercest proponents are promising versions of a revolutionised future, where users have on-demand access to multiple mobility options and are freed from car ownership, while transport systems become carbon neutral and congestion is a problem of a bygone age (Sherman, 2019). At the same time, the plausibility of such visions of the future has been questioned, with critics warning against the potentially negative impacts of the widespread adoption of privately provided services and stressing the need for state intervention to avoid exacerbating ‘classic’ transport issues such as congestion and unequal access to services, as well as creating new challenges such as uncontrolled market monopolies (Docherty, Marsden, & Anable, 2018). Drawing from these narratives, this chapter explores how officials from English transport authorities see state intervention evolve in the future, and what accountability arrangements are necessary to achieve the level of steering they envisage. Based on interviews with local authority officials, this chapter shows that the officials’ views generally align more closely with the narrative of providers than with that of critics. Although different local authorities envisage varying levels of control and steering of smart mobility, they all expect new services to improve the local transport provision. This chapter also discusses the barriers local authorities face in shaping local accountability arrangements.

Reviews the history of political and professional debates on the optimum size of public library authorities in the UK. Discusses conclusions on size in the major legislation and reports on public library policy prior to local government reorganization in 1974. Considers the effects of the 1974 local government reorganization and examines the subsequent continuing debate. Concludes that in the light of further impending modification of the UK local government system, further research is required into the structure and size of a public library service.

The purpose of this paper is to investigate the impact of the introduction of the business rates retention scheme (BRRS) in England which transferred financial liability for backdated appeals to LAs. Under the original scheme, business rates revenue, mandatory relief and liability for successful appeals is spilt 50/50 between central government and local government which both share the rewards of growth and bear the risk of losses.

The research adopts a microanalysis approach into researching local government finance, conducting a case study of Leeds, to investigate the impact of appeals liability and reveal disparities in impact, through detailed examination of multiple perspectives in one of the largest cities in the UK.

The case study reveals that Leeds, despite having a buoyant commercial economy driven by retail and service sector growth, has been detrimentally impacted by BRRS as backdated appeals have outweighed uplift in business rates income. Fundamentally BRRS is not a “one size fits all” model – it results in winners and losers – which will be exacerbated if local authorities get to keep 100 per cent of their business rates from 2020.

LAs’ income is more volatile as a consequence of both the rates retention and appeals liability aspects of BRRS and will become more so with the move to 100 per cent retention and liability.

Such volatility impairs the ability of local authorities to invest in growth at the same time as providing front line services over the medium term – precisely the opposite of what BRRS was intended to do. It also incentivises the construction of new floorspace, which generates risks overbuilding and exacerbating over-supply.

The research reveals the significant impact of appeals liability on LAs’ business rates revenues which will be compounded with the move to a fiscally neutral business rates system and 100 per cent business rates retention by 2020.

Literature reveals that local authorities in Scotland are required under the Housing (Scotland) Act 2001 to undertake housing need and demand assessment. Local authorities are required to ensure that their local housing strategies are evidenced with an assessment of housing need and demand. The housing needs and demand assessment (HNDA) framework was designed to help local authorities in Scotland provide the evidence base for local strategies. Since its introduction in 2014, there is a limited literature highlighting whether or not the framework has been effective. To this end, the purpose of this study was to evaluate the effectiveness of the HNDA framework as set in Scottish local authorities; this paper aims to highlight those factors that have been effective in the framework.

An evaluation to asses empirically the effectiveness of the HNDA framework in Scotland was conducted. The research involved a review of literature on the current HNDA framework in Scotland. A measure of the effectiveness of the HNDA framework was conducted via a questionnaire survey to get the practitioner’s perception from 32 Scottish local authorities. This was conducted to advance specific features that have been effective in the HNDA framework. The features were then ranked in terms of their degree of effectiveness.

The research in this paper identifies initial findings cited in literature of effective factors that impact on the effectiveness of typical projects and contextualises them in the HNDA framework in Scotland, the HNDA framework having all hallmarks of a project. Results from this study identified effectiveness factors that have a greater influence on the HNDA framework’s general effectiveness. These factors include amongst others: clearly defined and detailed scope; project monitoring and control; competent and experienced project managers; and sufficient and well-allocated resources.

By examining the factors individually, it can be stated that overall and based on literature and survey, the HNDA framework as used in Scotland has largely been successful. The success, however, is on a case by case basis. For example, those in remote-based local authorities expressed reservations on whether some of the identified effectiveness factors in the framework were effective while those in more metropolitan or larger local authorities were more upbeat with the HNDA framework.

No similar study has been carried out on effectiveness factors in the HNDA framework used in Scottish local authorities. The findings in this research, therefore, contribute to the literature that seeks to understand the mechanisms of an effective HNDA in general and the HNDA framework in Scotland in particular. Overall, it contributes to the housing debate by offering a Scottish perspective. The study is a precursor to the mechanism for the housing need and demand and funding success in Scotland.

This article aims to examine the effects of the best value policy initiative on the human resource function in Scottish local government. The article examines whether best value provides the human resource function with the opportunity and ability to perform strategically, rather than in a reactive and opportune manner. In addition, it will examine whether the policy will enable the human resource (HR) function to move from the mechanistic, repetitive activities HR specialists report consume their time, towards the “softer”, more consultative tasks associated with the HR function.

In the spirit of ‘Europe of the Regions’, local authorities are responsible for responding to the main interests, needs and preferences of the country’s citizens. Regional and local administrative authorities provide citizens with the necessary public goods, which reflect the trend towards ‘glocalisation’ in public administration at the European level, more significantly in the states in which the political system recently became democratic. With this background, the effectiveness of local self-government depends not only on local authorities’ decision-making freedom but also on (financial) support for it through decentralisation, and the member states of the European Union (EU) employ different strategies to achieve the same goal, with varying degrees of success. Within this context, our chapter offers a comparative analysis of the administrative, financial and local self-government decentralisation in member states, which include the southern and eastern regions on the outer edges of the EU. The general goal of our study is to identify the main trends in the present administrations and their challenges, as well as best practices that can offer lessons to other member states which are reforming their administration through decentralisation. In addition to the identified challenges, solutions and best practices, our study reveals a tendency towards consolidation at the level of regional government not only in the terms of legal responsibility but also of administrative budgets, thus generating an assumption of improvement in the general quality of governance in the member states.

The purpose of this paper is to analyse fraud investigative practice in London local authorities with reference to recognised best practice and two comparator organisations, the Department for Work and Pensions (DWP) and National Health Service (NHS).

Primary research was undertaken through questionnaires to all London Boroughs and interviews with key personnel in two comparator organisations.

Each London Borough has a specialist anti‐fraud response with professionally qualified investigators, demonstrates compliance with best practice and excels in areas such as case supervision and joint working. However, concerns remain, regarding a lack of agreed national standards and some failing to use the full range of investigative techniques, such as surveillance and computer forensic examination.

The research was limited to London local government and further work is needed outside the capital.

Recommendations are made for: the introduction of national professional guidance to investigators; minimum competency standards for fraud investigation; research into the applicability of the National Intelligence Model to high volume fraud; and a less fragmented approach both within and across local authorities.

There has been no previous research of this type and it may be useful to government when considering how to deal with fraud, local authorities and those with an interest in public sector fraud.

This paper aims to consider how climate change performance is measured and accounted for within the performance framework for local authority areas in England adopted in 2008. It critically evaluates the design of two mitigation and one adaptation indicators that are most relevant to climate change. Further, the potential for these performance indicators to contribute to climate change mitigation and adaptation is discussed.

The authors begin by examining the importance of the performance framework and the related Local Area Agreements (LAAs), which were negotiated for all local areas in England between central government and Local Strategic Partnerships (LSPs). This development is located within the broader literature relating to new public management. The potential for this framework to assist in delivering the UK's climate change policy objectives is researched in a two‐stage process. First, government publications and all 150 LAAs were analysed to identify the level of priority given to the climate change indicators. Second, interviews were conducted in spring 2009 with civil servants and local authority officials from the English West Midlands who were engaged in negotiating the climate change content of the LAAs.

Nationally, the authors find that 97 per cent of LAAs included at least one climate change indicator as a priority. The indicators themselves, however, are perceived to be problematic – in terms of appropriateness, accuracy and timeliness. In addition, concerns were identified about the level of local control over the drivers of climate change performance and, therefore, a question is raised as to how LSPs can be held accountable for this. On a more positive note, for those concerned about climate change, the authors do find evidence that the inclusion of these indicators within the performance framework has helped to move climate change up the agenda for local authorities and their partners. However, actions by the UK's new coalition government to abolish the national performance framework and substantially reduce public expenditure potentially threaten this advance.

This paper offers an insight into a new development for measuring climate change performance at a local level, which is relatively under‐researched. It also contributes to knowledge of accountability within a local government setting and provides a reference point for further research into the potential role of local actions to address the issue of climate change.

Different models have been adopted in England over time to organise public service delivery. The purpose of this paper is to explore contracting-out, a prevalent model of public service delivery in England, in relation to parks and roads maintenance delivery by examining private contractors’ performance according to local authority stakeholders.

Since the Conservative Government was in power during the 1980s, local authorities have been an arena for experimentation of contracting-out to private and other sectors. This paper provides a review of the academic and grey literature, and findings are presented from a large-scale online questionnaire survey (n=103) which was distributed to the relevant public realm managers in English local authorities.

The paper shows that contracting-out of parks and roads maintenance happens across the country in different ways. By and large, local authorities are satisfied with the performance of contractors, particularly as a response to economic constraints. Responsibilities, particularly for parks, are increasingly shared with non-governmental organisations, including community groups, although this is not reflected in budget distribution.

Despite the efforts, the response rate was relatively low (32 per cent), potentially due to the e-mail communication and online nature of the questionnaire.

The research provides empirical evidence about how contracting-out is currently delivering public services and how it has changed in recent years. The findings suggest that responsibilities (and to a lesser extent, budgets) are increasingly shared in England between different combinations of public, private, third and community sector stakeholders. This marks a shift away from in-house public sector delivery of parks and roads services.