BOLTON, Nicola
Strategic planning in local government : a study of organisational impact and effectiveness - 2002
Strategic planning in British local government has enjoyed a renaissance over the past ten years, but little attention has been paid to the effectiveness can be assessed in terms of the sucess of the strategy in attracting resources (currente 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 stratgic effectiveness of three corporate strategies involving economic development, environment and the city, centre respectively. The results are interpreted within a framework portrays chief officers 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 diferential effectiveness of the three strategies
Strategic planning in local government : a study of organisational impact and effectiveness - 2002
Strategic planning in British local government has enjoyed a renaissance over the past ten years, but little attention has been paid to the effectiveness can be assessed in terms of the sucess of the strategy in attracting resources (currente 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 stratgic effectiveness of three corporate strategies involving economic development, environment and the city, centre respectively. The results are interpreted within a framework portrays chief officers 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 diferential effectiveness of the three strategies
