000			01478pab a2200181 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aBolton, Nicola
245			_aStrategic planning in local government: a study of organisational impact and effectiveness
260			_c2002
300			_ap.1-21.
362			_aWinter
520			_aStrategic planning in British local government has enjoyed a renaissance over the past ten years, but little attention has been paid to the effectiveness of strategies at the local level. Stratetgic effectiveness can be assessed in terms of the success of the strategy in attracting resources (current and/or capital), its influence on existing programmes and as a vehicle for wider, cultural change. This article interprets evidence from a case study of Cardiff City Council in the 1990-95 period, analysing the strategic effectiveness of three corporate strategies involving economic development, environment and the city centre respectively. The results are interpreted within a framework that portrays chief offi cers as `bureau-shapers', influenced by (non-instrumental) values as well as (instrumental) interests. The resilience of `departmentalism' is highlighted as a key factor in explaining the differential effectiveness of the three strategies. - Reproduced.
650			_aLocal government - Great Britain
650			_aLocal government
700			_aLeach, Steve
773			_aLocal Government Studies
909			_a54801
999			_c54801 _d54801