By Richard Kerley (auth.)
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Extra resources for Managing in Local Government
We have a general expectation that public agencies will operate procedures that in an even-handed and transparent fashion - we would not expect that in a car showroom. In addition to that there is the expectation that public officials and elected members will behave with appropriate standards of propriety in relation to purchasing, expenditure, and appointment. The publicity given to those rare cases where this does not occur is indicative of the degree to which this is taken for granted in our society.
0 a.. c: Cl ~ '(ij ::::l 0 0 ::::l '0 w c: 0 I (/) (/) oi:l = (ij C]) I Source: figures in G. Stoker, 'Creating a Local Government for a PostFordist Society', in G. Stoker and J. Stewart (eds), The Future of Local Government (London: Macmillan, 1989). 46 Managing in Local Government tions to provide just that range of universal infrastructural and support services needed by a complex modern society. It is however apparent that there is a growing measure of doubt about their capacity to provide the individualised and customised services which an increasingly diverse pattern of social and individual demands may deem is appropriate for social life in the late twentieth century.
531 ). The perspective from the right, in the eyes of Nicholas Ridley, is dramatically different: 'I discovered the meaning of the word "cuts" in a conversation with some left-wing teachers from my constituency who used the phrase as a sort of war cry ... their sheer zeal persuaded them, and much of the media, that there really were savage cuts in all the social programmes' (Ridley, 1992, p. 64). Whether we take the view of Castle or Ridley, the pattern of both external and internal financing for local government has been consistent for almost twenty years now.
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