The multiple strategies of the Local Government Association

Partner, Player and Think-Tank

Bibliographic Data

ID6327232
AuthorsTom Entwistle (0000-0001-6457-4749, Local and Regional Government Research Unit, Cardiff Business School, UK), Martin Laffin (0000-0003-4577-0829, University of Durham Business School, UK)
Year2003
Volume31
Issue1
Pages37-50
Publication date2003-01-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenuePolicy & Politics (JOURNAL)
Journal identifiersISSN: 0305-5736 • E-ISSN: 1470-8442
PublisherBristol University Press (PUBLISHER • GB)
DOI10.1332/030557303321095798
OpenAlexW2036753411
LanguageEN
Citations received11

English The Local Government Association (LGA) is the national association for English local government. This article draws some conclusions about contemporary English central-local relations from the strategies and structures of the LGA. We test three models. The ‘partner’ model implies that the LGA is, or ought to be, in a trusting and equal relationship with the centre. The ‘bargaining’ model envisages a centre dependent on local government’s considerable resources and resigned to the necessity for negotiation and compromise. The ‘strong centre’ approach posits a central government with the autonomy to impose its policies without the need to enter into meaningful negotiations

Association (psychology · Autonomy · Compromise · Government (linguistics · Local government · Negotiation · Political science · Law · Political and Economic history of UK and US · Political Systems and Governance · Psychology · Public Administration · Scottish History and National Identity

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