Is managerialism truly transforming local government? This paper examines the impact of managerialism – a global shift from administrative to managerial values – on local government in Victoria, Australia. It explores how governments have used managerial strategies to align with local political agendas. Senior council managers are repackaged into an idealized private sector version. Through research, the senior council manager is repackaged into an idealized private sector version. It serves to strengthen demonstration of the diminishing role of government and the increasing reliance on the market. A paradox is identified between the rhetoric of the empowered, entrepreneurial “new public manager” and the reality of intensified government control and scrutiny over municipal activities. Ultimately, it concludes that “new public management” in Victorian local government is illusory or incomplete. This research provides important insights into the complexities of public sector reform and its impact on governance.
This paper on managerialism aligns well with the scope of the International Journal of Public Sector Management, which explores issues in public sector governance and management. By focusing on the specific case of local government in Victoria, Australia, the paper contributes to the journal's broader understanding of public sector trends.