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Cuts, collaboration and creativity

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  • Vivien Lowndes
  • Sharon Squires

Abstract

Massive cuts in public spending are demanding a new era of collaborative working among partners in English local governance. Partnerships have the capacity to pool assets, share scarce resources and leverage new forms of social and human capital. City-wide partnerships are also ideal vehicles for public service creativity. Action research in Sheffield reveals the potential, but also the pitfalls, of attempts to mainstream partnership principles, now they are no longer mandated by central government.

Suggested Citation

  • Vivien Lowndes & Sharon Squires, 2012. "Cuts, collaboration and creativity," Public Money & Management, Taylor & Francis Journals, vol. 32(6), pages 401-408, November.
    • Handle: RePEc:taf:pubmmg:v:32:y:2012:i:6:p:401-408
    DOI: 10.1080/09540962.2012.728779
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    References listed on IDEAS

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    1. Matthew Flinders & David S. Moon, 2011. "The problem of letting go: The ‘Big Society’, accountable governance and ‘the curse of the decentralizing minister’," Local Economy, London South Bank University, vol. 26(8), pages 652-662, December.
    2. Mike Geddes, 2006. "Partnership and the Limits to Local Governance in England: Institutionalist Analysis and Neoliberalism," International Journal of Urban and Regional Research, Wiley Blackwell, vol. 30(1), pages 76-97, March.
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    Cited by:

    1. John Clayton & Catherine Donovan & Jacqui Merchant, 2016. "Distancing and limited resourcefulness: Third sector service provision under austerity localism in the north east of England," Urban Studies, Urban Studies Journal Limited, vol. 53(4), pages 723-740, March.
    2. Iain Deas, 2014. "The search for territorial fixes in subnational governance: City-regions and the disputed emergence of post-political consensus in Manchester, England," Urban Studies, Urban Studies Journal Limited, vol. 51(11), pages 2285-2314, August.
    3. Alistair Bowden & Malgorzata Ciesielska, 2016. "Ecomuseums as cross-sector partnerships: governance, strategy and leadership," Public Money & Management, Taylor & Francis Journals, vol. 36(1), pages 23-30, January.

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