THE LOCAL GOVERNMENT COMMISSION: EXAMINING THE CONSULTATIVE PROCESS

Abstract

This article shows how a complex configuration of interests has shaped the work of the Local Government Commission for England (lgc). The article focuses upon the consultative processes associated with the work of the commission in Leicestershire and makes a dual contribution to our understanding of the emerging structure of English non‐metropolitan local government. First, it provides a detailed insight into the consultative exercises carried out by one local authority, Leicestershire County Council (lcc), and explores the strategies employed by that authority in order to secure an optimal outcome from the Local Government Commission. Second, it argues that organization theory, notably the inter‐organizational analysis applied by Leach in his work on the impact of the reorganization of local government in metropolitan Britain, offers the most pertinent theoretical framework for analysis. The article highlights the inadequacies of the consultation process around local government reorganization, showing that neither the efforts of the county council nor the commission itself stimulated a reasoned debate amongst the public. The review process did not capture people's imagination; nor did it stimulate genuine debate about the kind of local government we want. Essentially, what this article depicts is a picture of a pragmatic and brutal organizational battle in which there were losers as well as winners.