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Since 1997, local government in the United Kingdom has found itself at the sharp end of an ambitious programme of potentially far-reaching reforms known collectively as the 'local government modernisation agenda' (LGMA). These initiatives are intended to promote 'joined-up government' and holistic service delivery—two of the hallmarks of New Labour's approach to public service improvement. To date there has been very little analysis of the ways in which local authorities are approaching this task at a corporate level. The authors examine the theory and practice of joining up policymaking and service delivery in local government. They draw upon an analysis of the perspectives of key actors involved in the formulation and implementation of current local government reforms at the national level and the experiences of a sample of authorities that have been among the most active in seeking to integrate the various elements of the LGMA at local level. The evidence suggests that the superficially attractive logic of more integrated policymaking and service provision, which runs so strongly through current reforms, belies the multidimensional nature of joined-up working. The presentation of the LGMA as a coherent package of reforms therefore disguises the degree to which different forms of joining up may conflict. In particular, the push for closer vertical integration between local and central government, with ever-tighter control being exerted from the centre over priorities and performance, is seen as constraining progress towards more effective horizontal joined-up working at a local level.

English
This article argues that the UK Best Value regime is rooted in a 'rational' model of strategic planning that privileges performance management and external inspection and implicitly denigrades traditional forms of representative democracy. This poses important questions about how and by whom Best Value is to be defined. Central government has stressed the need for political leadership of and public involvement in Best Value. However,the regime suggests a managerial role for elected members that many councillors find unattractive. Current reforms also assume a much greater degree of public engagement than many authorities are achieving. As a result, key decisions about local public service provision may increasingly be driven by centrally determined priorities and the judgements of external inspectors whose local accountability is unclear and whose claim to superior technical knowledge remains unproven.

English
In the UK regeneration strategies and patterns of local service provision have usually been imposed from the top down. Most communities have had little influence over plans to revitalise their areas or the design and delivery of services. The 'New Labour' government has emphasised its commitment to involving local people in a wide range of policy decisions relating to employment, health, crime reduction, education, local government services and regeneration. According to ministers an enhanced role for local people will increase local accountability and improve service standards. Previous experience of community-focused initiatives suggests however that there are significant obstacles to increasing public participation. Moreover, the present government's commitment to 'bottom-up' initiatives and local experimentation may be at odds with its strong centralising instinct and continuing insistence on 'zero tolerance of failure'.

In the UK, regeneration strategies & patterns of local service provision have usually been imposed from the top down. Most communities have had little influence over plans to revitalize their areas or the design & delivery of services. The New Labour government has emphasized its commitment to involving local people in a wide range of policy decisions relating to employment, health, crime reduction, education, local government services, & regeneration. According to ministers, an enhanced role for local people will increase local accountability & improve service standards. Previous experience of community-focused initiatives suggests however that there are significant obstacles to increasing public participation. Moreover, the present government's commitment to "bottom-up" initiatives & local experimentation may be at odds with its strong centralizing instinct & continuing insistence on "zero tolerance of failure.". 79 References. Adapted from the source document.