Using evidence from five case studies this paper discusses the responses of five LEAs to the management of special education in the light of the new policy context created by the Code of Practice. The structure of an emerging model of governance is illustrated, defined along the dimensions of values, LEA role and management systems. The findings of the investigation are reported with regard to the crucial areas of value commitment to the concept of community, and the LEA role of strategic leadership. Critical issues for local and central government relations in the area of special education are also identified and discussed. The research reported in this paper was supported by the Joseph Rowntree Foundation.
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