Two new youth work case studies show that we need to defend independent voluntary action if  young people and youth workers are to be included in democratic decisions about youth services.

From partner to butler: Defending young people’s participation from local authority take-over (2011) shows how a council’s narrow vision of voluntary action limited young people’s participation in local democracy and describes some of the tactics a youth council used to keep their voice.

From merger to managerialism (2011) details lessons learned from a merger between a small youth work organisation and an organisation with a more hierarchical management style. It offers practical advice about how to hang on to the principles of community-based work with young people and advises caution when considering merging.

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