ANNEX F Current functional arrangements

1. This annex sets out the current arrangements for implementing the functions which it is proposed should be carried out by elected regional assemblies. These functions are described in chapter 4.

 REGIONAL DEVELOPMENT AGENCIES AND THE SMALL BUSINESS SERVICE

2. Regional Development Agencies (RDAs) are accountable to Ministers and Parliament, but they are also required to consult their regional chamber on all of the main aspects of their work. In particular, a Regional Development Agency must consult the regional chamber on preparing and implementing its regional economic strategy, developing its corporate and action plans and on any other major activities in which it becomes involved. This has provided a degree of regional accountability for Regional Development Agencies’ activities. The agencies’ regional economic strategies have considerable read across to Small Business Service (SBS)/ Business Link activities.

3. The SBS is an executive agency that promotes the interests of small businesses, including a range of business support services provided under the ‘Business Link’ brand. Local services are provided through a network of Business Link operators who deliver services in 45 areas throughout England and provide small firms with information, advice, and access to experts on issues relating to running a business. The SBS has a Director and a team of staff in each of the nine English regions; SBS regional units are co-located with the Regional Development Agencies and work closely with them. Partnership between the two is strong and continues to develop.

TRAINING AND SKILLS

4. Responsibility for post-16 education and skills rests with the Learning & Skills Council (LSC), which the Government set up in April 2001. Services are run on a sub-regional basis by 47 local learning and skills councils.

5. At national level, the LSC is responsible for articulating an agenda for action on workforce development, working with key partners – which include the Department for Education & Skills, sector skills organisations, the Higher Education Funding Council, the Employment Service and the Small Business Service.

6. The objectives of local LSCs are to:

• promote employability by equipping individuals with skills in demand in the labour market;
• help employees develop their workforce;
• ensure targeted support for the most disadvantaged;
• ensure equality of opportunity;
• secure the entitlement of all 16–19 year olds to stay in learning;
• maximise participation, making progress towards the national learning targets for 2002 and beyond.

7. The local LSCs and Regional Development Agencies already work closely together. Regional Development Agencies have produced skills and employment action plans in liaison with local LSCs, and local LSCs are required to consult the Regional Development Agencies (and have regard to the regional economic strategy) in drawing up their plans.

EUROPEAN PROGRAMMES

8. EU Structural Fund programmes provide significant extra resources for many poorer performing areas across the UK. Over £7 billion (€11 billion) will be delivered to the English regions through Objective 1, 2 and 3 programmes between 2000 and 2006 to assist with training, business support, economic development and regeneration activities.

9. Programmes are delivered regionally, in ways that meet regional needs defined by regional partners, but within a clear national framework. Each regional programme was written and negotiated by a partnership, chaired by the Government Office. Implementation is overseen by the same partnership, with administration undertaken by the Government Office working with the Regional Development Agency on the strategic direction of the programmes.

10. The resources available to the English regions through Structural Funds may reduce from 2006, when it is likely that support will be spread more thinly across the EU, with a large proportion diverted to accession states.

PLANNING

11. Traditionally, the Secretary of State has issued regional planning guidance and has called in a small number of cases which raise issues of national or regional importance. Regional planning bodies prepare draft regional planning guidance, which the Secretary of State can amend before publication.

12. Regional planning guidance provides a spatial strategy within which local authority development plans and local transport plans could be prepared. At the local level, local authorities prepare development plans and take planning development control decisions in the first instance. These plans must have regard to the regional planning guidance.

13. In December 2001, a Green Paper (Planning: Delivering a Fundamental Change) was published, which sets out the Government’s proposals for improving the planning system. The main aspects of this are:

• replacing regional planning guidance with new regional spatial strategies;
• giving the spatial strategies statutory status;
• making the content of the regional spatial strategies more focused;
• local development frameworks should be consistent with the regional spatial strategy, unless there is more recent national policy;
• the spatial strategy will outline specific regional or sub-regional policies;
• regional spatial strategies should be integrated more fully with other regional strategies;
• promoting the preparation of sub-regional strategies, where necessary;
• abolishing county structure plans in two-tier areas.

Chapter 2 sets out the immediate changes which are proposed for regional planning.

HOUSING

14. The Housing Corporation funds and regulates social landlords in England – including housing associations, trusts, co-operatives and companies. It conducts much of its work through four regional offices.

15. Regional housing statements are produced by Government Offices and the Housing Corporation regional offices, in partnership with local authorities and other agencies with an interest in housing issues. Regional housing statements provide an opportunity for key players in each region to consider and formulate policy responses to regional and sub-regional housing market variations.

TRANSPORT

16. Regional transport strategies are currently prepared by regional planning bodies as part of regional planning guidance. The regional transport strategy covers a 15–20 year period with a particular focus on the immediate five-year regional transport priorities. Local transport plans cover a five-year period and should have regard to the regional strategy.

17. The Highways Agency has responsibility for operating the bulk of the strategic road network in England – consisting of most motorways and the entire trunk road network – although in London, Transport for London manages many of the roads. The Strategic Rail Authority (SRA) is the strategic, planning and co-ordinating body for the rail industry in Britain.

18. In London, Transport for London is responsible for delivering the Mayor’s transport strategy. Full details of arrangements in London are set out in annex H.

ARTS, TOURISM AND SPORTS

19. The Arts Council of England (ACE) formerly developed awareness and support for the arts and distributed Government and Lottery funds to artists and arts organisations, both directly and through the ten Regional Arts Boards (RABs). The ACE and the RABs amalgamated on 1 April 2002 to form a single national arts body with nine regional councils.

20. Regional cultural consortia were set up in the eight English regions outside London in 1999. A major part of their remit is to draw up regional cultural strategies to promote and develop cultural activities and the cultural economy in the regions. The consortia work closely with Regional Development Agencies and other regional and local partners to deliver their cultural strategies.

21. All but one of the ten regional tourist boards are private companies limited by guarantee, which serve their membership by promoting and developing tourism and advising tourism businesses in each region. With the exception of the London Tourist Board (which received public funding via the Greater London Authority), the regional tourist boards are currently partly funded via the English Tourism Council, the strategic national body for tourism in England. These public funds are used for strategic projects which address regional needs and priorities while contributing to the Government’s national tourism strategy.

22. Sport England is responsible for fostering and supporting the development of sport and physical recreation, the provision of sporting facilities in England and distributing Lottery funding. It works through nine regional offices. Each region also has a regional sports board, independent of Sport England, part of whose remit is to draw up regional sports strategies.

PUBLIC HEALTH

23. The structure of the NHS is currently undergoing change. From 2002, a regional public health group joined each of the Government Offices, led by a Regional Director of Public Health. Amongst other issues, the group will develop an integrated approach to tackling the wider determinants of health and well-being, and will be accountable for health protection across the region.

RURAL POLICY

24. The Government’s Rural White Paper (Our Countryside: The Future) set out its vision for the countryside as:

 • a living countryside, with thriving rural communities and access to high quality public services; • a working countryside with a diverse economy giving high and stable levels of employment; • a protected countryside in which the environment is sustained and enhanced, and which all can enjoy; • a vibrant countryside which can shape its own future and with its voice heard by government at all levels.

25. Most agriculture policy and expenditure is controlled at an England-wide level and much of the policy is determined by EU legislation through the common agricultural policy (CAP). This policy is delivered through the Rural Payments Agency, the only exception being the England Rural Development Programme which is a part-CAP funded programme. This is delivered through the regional offices of the Rural Development Service.

26. The Rural Affairs Forum in each region brings together all aspects of rural opinion in each English region outside London. Each region is also represented on the Rural Affairs Forum for England, which ensures that rural concerns are represented at the heart of government.

ENVIRONMENT

27. Environmental protection is an enormously wide-ranging field. Whilst most environmental regulation derives from the EU, work is carried out at all levels: global, national, regional and local. The majority of Government policies are implemented through the Environment Agency, the Drinking Water Inspectorate, the Health & Safety Executive, the Countryside Agency, English Nature, and other public bodies on a national basis. For biodiversity and nature conservation, much of the legislation arises from international conventions and EU law, and most wildlife conservation activity is carried out by English Nature.

CRIME REDUCTION AND CIVIL CONTINGENCY PLANNING

28. The Crime & Disorder Reduction Act 1998 established partnerships between the police, local authorities, the probation service, health authorities, the voluntary sector, and local residents and businesses. There are over 350 partnerships across England, working to reduce crime and disorder in their areas by establishing the levels of crime and disorder problems in their area – consulting widely with people in the area – and devising a strategy containing measures to tackle the priority problems. The second round of strategies were due to be completed by April 2002. Each Government Office has a crime reduction team which works with the local partnerships in the region.

29. There is an important regional dimension to emergency service and civil contingency planning, with many issues running across current local or police authority borders. In early 2001, the Home Office appointed regional coordinators to tackle the issues arising from the inner city disturbances earlier in the year. The Government Offices are also taking on a role to co-ordinate the support to, delivery of advice for, and performance management role for Drug Action Teams.

ANNEX G The Additional Member System of proportional representation

1. Under the Additional Member System, people have two votes. The first can be used to vote for one member to represent their voting area, using the first-past-the-post system that is used at parliamentary and local government elections. Those elected by this means are known as ‘constituency’ members.

2. The second vote can be cast for a political party and will count towards choosing the assembly’s additional, or ‘top-up’, members. The names of these candidates will be listed against their party’s name (known as the party list). The additional seats in an assembly will be allocated to ensure that the overall distribution of seats, constituency and additional, reflects the proportion of party list votes cast. The additional members will be identified by:

• counting the number of votes cast for each party list in the region;
• calculating the number of constituency seats won by each party in the region;
• dividing the number of each party’s party list votes by the number of constituency seats won by that party plus one. The party with the highest number of votes after that calculation gains the first top-up member;
• repeating the calculation for each of the remaining top-up members, but in each case dividing the party list vote by the number of constituency seats won, plus one, plus any additional member seats allocated in previous rounds.

3. The table below illustrates how the additional members would be identified. It assumes that an assembly would have 30 members, comprising 20 constituency members and 10 additional members. After the first-past-the-post votes for the constituency members have been counted, Party A has 10 assembly members, Party B has 7, Party C has 3 and Party D has none.

The allocation of the 10 additional seats results in the overall assembly having the following party composition: Party A with 12 seats, Party B with 10 seats, Party C with 7 seats and Party D with 1 seat.

ANNEX H Powers and functions of the Greater London Authority

1. The Mayor presents mandatory strategies on:

• air quality;

• ambient noise;

• biodiversity;

• culture;

• London Development Agency;

• spatial development;

• transport; and

• waste management; as well as any others which he desires.

These must be ‘consistent with national policies’, and consultation must take place.

2. The Mayor exercises his main responsibilities through four functional bodies:

• Transport for London;

• the London Development Agency;

• the Metropolitan Police Authority;

• the London Fire and Emergency Planning Authority.

TRANSPORT

3. The Mayor:

• sets the structure and level of public transport fares in London;

• has a say in how the commuter railways are run;

• has powers to fund new transport services, and to invest in new transport systems.

4. The Mayor has wide powers of direction over Transport for London (TfL), sets TfL’s budget (subject to the approval of the Assembly) and appoints its board. TfL is responsible for delivering the Mayor’s Transport Strategy through:

• managing London Buses, Croydon Tramlink, and the Docklands Light Railway;

• managing the Underground, once control is passed from central government;

• managing a network of major roads – the Transport for London Road Network (TLRN);

• regulating taxis and (in due course) minicabs;

• running London River Services, and promoting the safe use of the Thames for passenger and freight movement;

• helping to co-ordinate the Dial-a-Ride and Taxicard schemes for door-to-door services for transport users with mobility problems;

• having responsibility for traffic lights across London.

POLICING

5. The boundaries of the Metropolitan Police Authority (MPA) are in line with the 32 London boroughs. The City of London continues to have a separate police force.

6. The MPA:

• is responsible for maintaining an efficient and effective police force;

• is responsible for securing best value in the delivery of policing services;

• publishes an annual policing plan (drafted by the Commissioner) after consulting local communities about policing priorities;

• sets policing targets, and monitors performance regularly against those targets;

• has a role in the appointment, discipline and removal of senior officers;

• is responsible for the police budget.

FIRE AND EMERGENCY PLANNING

7. For fire, the London Fire and Emergency Planning Authority (LFEPA):

•  sets the strategy for the provision of fire services;

• ensures the fire brigade can meet all normal requirements efficiently;

• ensures members of the fire brigade are properly trained and equipped;

• ensures effective arrangements are in place to receive fire calls and deal with them promptly;

• ensures arrangements for advice and guidance on fire prevention are made.

8. For emergency planning, the LFEPA is responsible for:

• assisting the boroughs with all aspects of planning for emergencies on request;

• the preparation, review, revision and testing of off-site emergency plans for industrial sites in London;

• the preparation and updating of arrangements for the distribution of information to the public in the event of a radiological incident in London;

• the preparation and updating of emergency plans for 350 kilometres of pipelines.

ECONOMIC DEVELOPMENT AND REGENERATION

9. The London Development Agency (LDA) was established in July 2000 to promote economic development and regeneration. It is responsible for formulating and delivering the Mayor’s economic development and regeneration strategy for London.

10. The LDA’s statutory purposes are to:

 • further the economic development and regeneration of London; • promote business efficiency, investment and competitiveness in London; • promote employment in London;• enhance and develop the skills of local people; • contribute to sustainable development.

PLANNING

11. The main responsibilities of the Mayor are to:

• produce a spatial development strategy (SDS) for the capital, a new form of planning instrument with statutory force within the planning system;

• ensure that, as they are revised, London boroughs’ unitary development plans (UDPs) conform generally with the SDS;

• be consulted on planning applications of genuine strategic importance and, in the last resort, be able to direct boroughs to refuse planning permission on strategic grounds;

• monitor and collect information on the implementation of the SDS;

• represent London’s planning interests in the wider South East.

CULTURE

12. A Cultural Strategy Group for London (CSGL) has been established to take a leading role in the shaping of a cultural agenda for the capital. The Group will:

• draft a cultural strategy for London, which shall be recommended to the Mayor;

• commission research, host seminars and undertake other activities to facilitate the development of that strategy;

• advise on and co-ordinate the consultation process for that strategy;

• monitor delivery of that strategy, once agreed;

• support a limited programme of activities across London, in partnership with a number of agencies;

• work pro-actively to strengthen partnerships across the cultural sector in London, and to develop a co-ordinated approach to funding and support of the cultural sector;

• work proactively to foster partnerships with other sectors and to influence the other strategies and work areas of the GLA.

13. The Mayor:

• produces a strategy for the development of culture in London;

• represents London’s cultural interests at the regional, national and international levels;

• is able to propose and endorse major events for which London might bid, such as the Olympic Games;

• develops the creative industries’ contribution to the London economy;

• appoints the Chair and members of the CSGL;

• helps make appointments to the boards of some key cultural organisations in the capital;

• has management responsibility for Trafalgar Square and Parliament Square;

• develops a clear policy for the development of tourism in London;

• promotes London as a tourist destination in its own right and, overseas, as a gateway to the rest of the United Kingdom;

• co-ordinates and runs a range of programmes and initiatives in London consistent with national strategies.

ENVIRONMENT

14. The Mayor has a duty to:

•  develop an air quality strategy for the capital, backed by the power to direct boroughs in the exercise of their powers and responsibilities in respect of air quality management;

• develop a biodiversity strategy to protect and enhance London’s flora and fauna;

• publish a municipal waste management strategy, covering issues such as minimisation, recovery, treatment, disposal and recycling of waste, with the power to direct local waste collection authorities and waste disposal authorities to ensure the strategy is delivered;

• develop an ambient noise strategy for the capital, which will inform the exercise of mayoral functions where they contribute to noise levels in the capital;

• produce a four-yearly report on the state of London’s environment, including information on the quality of air, water and land in the capital, on energy use and London’s contribution to meeting climate change targets, on ground water levels and on traffic levels and emissions. It is expected that the first report will be published in 2003.

HEALTH

15. The GLA has a duty to promote the health of Londoners and to take into account the effect of its policies on the health of Londoners. The Mayor does not have any direct policy powers but:

• has set up an independent London Health Commission to drive forward health improvement in priority areas across London and to advise on health impacts of strategy proposals. This followed the publication of the London health strategy;

• is taking into account the effects of the GLA’s strategies on health.

16. The Assembly’s role is to:

• work with the Mayor to improve the health of Londoners;

• be able to investigate specific health issues if it wishes;

• with the Mayor, oversee the adoption of health impact assessment across London.

ANNEX I Glossary

Best value – The best value regime requires local authorities to secure continuous improvements in the quality and efficiency of the services for which they are responsible.

Central Local Partnership – In November 1997, the Government and the newly formed Local Government Association (LGA) signed a ‘Framework for Partnership’ in order to ensure that local decision-making: • reflects both national priorities and the views of local communities;

•  becomes less constrained in matters of detail by central government; and

• is more responsive and accountable to local people.

The Framework provided the basis for an effective and practical Central Local Partnership (CLP).

Children’s Fund – Funds services to identify children and young people who are showing early signs of difficulty and provide them and their families with the support they need to get back on track. The aim is to prevent children falling into drug abuse, truancy, exclusion, unemployment and crime, as well as raising aspirations and preventing underachievement.

Connexions – A personal adviser service to support 13–19 year olds to stay in education or undertake training. The initiative aims to raise levels of educational achievement and help prevent adverse outcomes such as truancy and crime.

Council of Europe – The Council of Europe has 43 member states, and its activities cover all major issues facing European society other than defence. Its work programme includes the following fields of activity: human rights; media; legal co-operation; social and economic questions; health; education; culture; heritage; sport; youth; local democracy and transfrontier co-operations; the environment; and regional planning.

England Rural Development Programme – Provides a range of European Community supported measures to help deliver national policy objectives for sustainable rural development in England. Under the Programme, £1.6 billion will be available to farmers over the next seven years for environmental protection and improvement and rural development.

European Social Fund (ESF) – Funds training, human resources and equal opportunities schemes to promote employability of people in both Objective 1 and 3 areas (see below). In Objective 2 areas ESF may be used to complement ERDF activities.

EU Structural Funds – The European Union’s main instruments for supporting social and economic restructuring across the Union, including the ESF.

European Regional Development Fund (ERDF) – Aims to improve economic prosperity and social inclusion by investing in projects to promote development and encourage the diversification of industry into other sectors in areas lagging behind. This fund is available in Objective 1 and 2 areas (see below). Federal state – A state which has a constitutional sharing of powers and coexisting sovereignties. The regional tier exists in its own right and cannot be abolished or restructured unilaterally by the federal or central government. (See also unitary state.)

Housing Corporation – The Housing Corporation is responsible for investing public money in housing associations, and for protecting that investment and ensuring it provides decent homes and services for residents.

Housing Investment Programme (HIP) – Mechanism by which capital resources are allocated to local authorities for investment in their own housing stock (if any), the renewal of private sector stock, and the funding of new social housing – largely through housing associations. The HIP is part of the ‘single capital pot’ for local authority expenditure.

Learning and Skills Council – Responsible for funding and planning education and training for over 16-year-olds in England. It operates through 47 sub-regional offices (‘local learning and skills councils’) and a national office in Coventry.

Local development plans – Local authorities’ development plans set out each authority’s policies and proposals for the development and use of land in their area. The development plan guides and informs day to day decisions as to whether or not planning permission should be granted, under the system of development control.

Local strategic partnerships (LSPs) – Local strategic partnerships draw the key service providers in a local area into a single partnership with which the community is actively engaged, giving communities a greater say in the running and delivery of public services.

Market Towns Initiative – Government funding for the Countryside Agency and the Regional Development Agencies to support market town regeneration.

National Strategy for Neighbourhood Renewal – Government initiative aimed at narrowing the gap between the most deprived neighbourhoods and the rest of the country on education, jobs, crime, health, and housing. Managed within central government by the Neighbourhood Renewal Unit.

New Deal for Communities – a programme to renew 39 of the most deprived neighbourhoods in England. It is a pathfinder for the National Strategy for Neighbourhood Renewal, tackling crime, health, unemployment, educational under-achievement, and housing and the physical environment.

Objective 1, 2 and 3 and 5b programmes – These refer to the EU Structural Funds (see above). A region may have access to one or more of the four structural funds, depending on whether it has Objective 1, 2 or 3 status:

• areas eligible for funding under Objective 1 are those that have less than 75 per cent of the EU average GDP;

• Objective 2 programmes aim to support the economic and social conversion of areas facing structural difficulties, and areas qualify under four strands – industrial, rural, urban and fisheries;

• Objective 3 programmes aim to develop labour markets and human resources;

• Objective 5b programmes aim to assist the economic diversification of fragile rural areas.

• In addition to the priority Objective areas, around five per cent of the Structural Fund budget will fund five Community Initiatives, for which the UK will receive around £916 million for these during 2000–2006.

Public Service Agreements – Departmental Public Service Agreements (PSAs) link the allocation of public expenditure to published targets with the aim of delivering modern, responsive public services. Local public service agreements are a package of performance targets, easing of red tape, and financial incentives designed to help local authorities deliver measurable improvements in services.

Rail Passenger Partnership grants – a scheme administered by the Strategic Rail Authority designed to support projects which, although deemed not commercially viable, aim to promote transport integration and encourage modal shift from road to rail.

Regional cultural consortia – A regional cultural consortium has been established in each of the English regions outside London to bring together representatives from regional agencies working in the arts, heritage, museums, tourism, libraries, sport and archives, and from local government, as well as others, including individuals from the creative industries.

Regional Selective Assistance – a Government grant scheme which aims to help establish or modernise new businesses in Assisted Areas (those areas of Great Britain where regional aid may be granted under European Community law) in order to secure employment opportunities and increase regional competitiveness and prosperity. The scheme has recently been devolved to the Regional Development Agencies.

Small Business Service (SBS) was established in England as a ‘next steps’ agency of the DTI in April 2000. It is run through 45 regional Business Links. The SBS acts as a voice for small business at the heart of government, co-ordinates the delivery of Government support programmes for small businesses, and helps small firms deal with regulation and ensure that their interests are properly considered in future regulation.

The Smart scheme comes within the umbrella of the Small Business Service. It is a grants scheme which has been running since 1986 providing grants to help individuals and small and mediumsized enterprises make better use of technology and to develop technologically innovative products and processes.

Strategic Rail Authority (SRA) – the SRA formally came into being on 1 February 2001, following the passage of the Transport Act 2000. Its responsibilities cover the three sectors of passenger, freight and infrastructure. The SRA’s key role is to promote and develop the rail network and encourage integration. As well as providing overall strategic direction for Britain’s railways, the SRA has responsibility for consumer protection, administering freight grants and steering forward investment projects aimed at opening up bottlenecks and expanding network capacity. It is also responsible for letting and managing passenger rail franchises.

SureStart – an initiative designed to improve the life chances of children by improving their health and social development and ensuring that they are ready to learn when they get to school, so breaking the cycle of disadvantage. Sustainable development – sustainable development is about ensuring a better quality of life for everyone, now and for generations to come. It means recognising that our economy, environment and social well-being are interdependent.

Two-tier local government – a system in which responsibilities for local functions and services are divided between two separate district and county councils. Scotland and Wales have only unitary local government.

Unitary local government – a system of single tier ‘all-purpose’ councils which are each responsible for all local authority functions in an area. In England this includes unitary district councils, metropolitan district councils and London borough councils.

Unitary state – A state with only local level government below the national level. Regional structures may exist for administrative purposes, which are controlled by the central state. (See also federal state.)

ANNEX J Bibliography

GOVERNMENT PUBLICATIONS

Policy documents A Better Quality of Life: a strategy for sustainable development for the UK. Cm 4345 The Stationery Office: London, 1999 ISBN 0-10-14345-2. £11.80

A New Commitment to Neighbourhood Renewal: national strategy action plan Social Exclusion Unit: London, 2001 A New Deal for Transport: Better for Everyone. Cm 3950 The Stationery Office: London, 1998 ISBN 0-10-139502-7. £16.50

Building Partnerships for Prosperity: sustainable growth, competitiveness and employment in the English regions. Cm 3814 The Stationery Office: London, 1997 ISBN 0-10-138142-5. £10

Devolution: The English Dimension – a consultative document. Her Majesty’s Stationery Office: London, 1976 ISBN 0-11-700569-X.

Moderninsing Government. Cm 4310. The Stationery Office: London, 1999 ISBN 0-10-143102-3. £9.

Opportunity for All in a World of Change. Cm 5052 The Stationery Office: London, 2001 ISBN 0-10-150522-1. £10.80

Our Countryside: the Future – a fair deal for rural England. Cm 4909 The Stationery Office: London, 2000 ISBN 0-10-149092-5. £28

Our Towns and Cities: the Future – delivering an urban renaissance. Cm 4911 The Stationery Office: London, 2000 ISBN 0-10-149112-3. £28

Planning: Delivering a Fundamental Change Department for Transport, Local Government and the Regions: London, 2001

Productivity in the UK: 3 – The Regional Dimension HM Treasury and Department for Trade and Industry: London, 2001

Reaching Out: the role of central government at regional and local level Performance and Innovation Unit The Stationery Office: London, 2000 ISBN 0-11-430163-8. £18

Quality and Choice: A Decent Home for All – the way forward for housing Department of the Environment, Transport, and the Regions: London, 2000 ISBN 1-851124-63-2. £5

Shifting the Balance of Power within the NHS: Securing Delivery Department of Health: London, 2001

Shifting the Balance of Power: Next Steps Department of Health: London, 2002 Strong Local Leadership – Quality Public Services. Cm 5327 The Stationery Office: London, 2001 ISBN 0-10-153272-5. £18.75

The House of Lords: Completing the Reform. Cm 5291 The Stationery Office: London, 2001 ISBN 0-10-152912-0. £8.25

The NHS Plan: a Plan for Investment, a Plan for Reform. Cm 4818 The Stationery Office: London, 2000 ISBN- 0-10-148182-9. £15

Transport 2010: The Ten Year Plan for Transport Department of the Environment, Transport and the Regions: London, 2000 ISBN 1-85112-413-6. £15

Transport 2010: The Background Analysis Department of the Environment, Transport and the Regions: London, 2000 ISBN 1-85112-414-4. £15

Research

Regional Government in England: A preliminary Review of Literature and Research Findings Wendy Russell Barter Department of the Environment, Transport, and the Regions: London, 2000 ISBN 1-85112-428-4. £12

Regional Trends 36 – 2001 Edition The Stationery Office: London, 2001 ISSN 0261-1783. £39.50

Guidance

Planning Policy Guidance Note 11: Regional Planning The Stationery Office: London, 2000 ISBN 0-11-753557-5. £8.50

Planning Policy Guidance Note 13: Transport Her Majesty’s Stationery Office: London, 1994 ISBN 0-11-753558-3. £8

Regional Quality of Life Counts: regional versions of the national ‘headline’ indicators for sustainable development Department of the Environment, Transport, and the Regions: London, 2000

OTHER ORGANISATIONS’ PUBLICATIONS

European Governance: a White Paper European Communities Commission The Stationery Office: London, 2001 ISBN 9-28-941061-2. £5

Democratic Regions: The Campaign for the English Regions’ proposals for inclusion in the Government’s forthcoming White Paper Campaign for the English Regions: Newcastle, 2002

Giving the People a Voice: Campaign for Yorkshire’s White Paper on Regional Government Campaign for Yorkshire: Sheffield, 2001

On Competition Michael E Porter Harvard Business School: Boston, 1998

Powers and Functions of a Regional Assembly: a study for the North East Regional Assembly John Tomaney & Lynne Humphrey Centre for Urban and Regional Development Studies (University of Newcastle upon Tyne): Newcastle, 2001

The First English Region: a discussion paper on regional government North East Assembly: Newcastle, 2001

The Competitive Advantage of Nations Michael E Porter Free Press: New York, 1990

Unexplored Territory: Elected Regional Assemblies in England Mark Sandford & Paul McQuail The Constitution Unit (UCL): London, 2001

The London Health Strategy: Outline Strategic Framework Facilitated by the NHS Executive London Regional Office London’s Coalition for Health and Regeneration: London, 2000

WEB LINKS

You can find out more about the Government’s approach to regional policy and the way that government is organised in the regions at: http://www.regions.dtlr.gov.uk

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