Implementing holistic government: Joined-up action on the ground

IMPLEMENTING HOLISTIC GOVERNMENT\nContents\nEditorial preface\nAcknowledgements\nSummary\n	The context (Chapter 1)\n	The implementation challenge (Chapters 2 and 3)\n	Change that works (Chapters 4, 5 and 6)\n	Improving sustainable quality of life: the benchmark for Best Value (Chapter 7)\n	Six key issues that have to be addressed (Chapter 8)\n	Working in the middle ground: recommendations to promote joined-up action on the ground (Chapter 9)\n1. Setting the context\n2. The functional inheritance and its consequences\n	The effects of increase in scale on the role of political representatives\n	Public service reforms in the 1980s and 1990s\n	Some consequences\n	The big silos\n	Controlling the pyramid(s)\n	Competition and the myth of the golden past\n	The programmatic tendency\n	The public service ‘infrastructure’\n	The implications of organisational change and learning\n3. The public service, community interface\n	How bidding processes and the construction of projects works against sustainable change\n	Further forces maintaining the status quo\n	Fragmentation, power and powerlessness\n	Power and powerlessness\n	The relationship between civic society and good governance\n4. Change that works – sustaining community and quality of life improvement\n	Sustainable community building\n5. Change that works – sustaining organisational and whole system change\n	Sustaining organisational change\n	Working with the whole system\n	Recent research findings on developing the system of local governance\n	A model for change\n	The main findings of the ESRC’s research on developing the system of local governance\n6. Developing the middle ground: where bottom-up meets top-down (a third way for local governance?)\n	Social cohesion: strengthening or weakening?\n	Community capacity building and the emergence of good practice\n	Civic entrepreneurs\n	The unnecessary blocks to innovation/entrepreneurship\n	The development of the C2M project in Bradford :an outline of work in progress\n7. Improving sustainable quality of life: the benchmark for Best Value\n	Local Agenda 21: the path of long-term economic well-being\n	The horizontal and vertical integration of planning systems\n	Benchmarking Best Value\n	The management of change agenda\n8. Joined-up action on the ground: six key issues that have to be addressed\n	Developing evidence-based approaches to change: using the research\n	Recovery from addiction to failing ways of working\n	Taking community involvement seriously\n	Getting beyond zero-sum power games and establishing trust\n	Best Value: the making or breaking of holistic government\n	Real change takes time\n	A fundamental challenge to current ways of working\n	A paradigm shift\n	Key features of the public policy system in three phases\n9. Working in the middle ground: recommendations to promote joined-up action on the ground\n	Developing ‘middle ground’ activity\n	Adjusting regeneration funding regimes\n	Developing empowered multi-agency front-line teams\n	Sponsoring action research, development and learning\n	Social housing policy\n	The integration, coordination and simplification of planning systems\n	Increasing the focus on prevention\n	Beacon councils\n	Conclusion\nReferences