Unequal partners? Local government reorganization and the voluntary sector

British local government has recently undergone its most far-reaching reorg anization for twenty-five years. The impact of this reorganization was cons iderable within local authorities but it also substantially affected other organizations with which they worked at a local level, This paper explores the perspectives of voluntary sector organizations involved in social can: a set of actors which, prior to reorganization, had been encouraged by cent ral and local government, through notions of partnership and through commun ity care legislation, to undertake mon direct roles in service delivery, co nsultation and strategic planning. During the consultative period prior to reorganization, many voluntary organizations reported that they had been ma rginal to the process. Reflecting on the process of reorganization itself; many voluntary organization respondents commented that it had been disrupti ve and provoked considerable anxiety. Post-reorganization, voluntary organi zations felt that rebuilding of relationships was necessary and that the pr omise of partnership had meant little in practice at a time of potential cr isis for local government.