000			01584naa a2200181uu 4500
001			9082117144237
003			OSt
005			20190211165220.0
008			090821s2009 xx ||||gr |0|| 0 eng d
100	1		_aASQUITH, Andy _937391
245	1	0	_aManaging middle earth : _bthe evolving role of local authority chief executive officers in Auckland, New Zealand
260			_aBirmingham : _bTaylor & Francis, _cNovember 2008
520	3		_aNew Zealand is often seen as a 'test-bed' for public sector management reform. Indeed, much has been written about the machinery and operation of central government, yet little attention has been paid to the actors and institutions of local government. This article, using evidence obtained through a series of semi-structured interviews with serving and former Chief Executive Officers (CEOs) in the Auckland region, examines the impact upon local authority chief executives of two major reforms within local government. Firstly, the impact of sweeping managerial reforms in 1989, and then secondly reforms to reinvigorate and reinvent the scope and scale of local authorities in the period since 2002. The article argues that whilst local government CEOs in New Zealand are managerially strong, these skills need to be refocused to ensure maximum benefit for local government can be gained from post-2002 reforms.
773	0	8	_tLocal Government Studies _g34, 5, p. 625-640 _dBirmingham : Taylor & Francis, November 2008 _xISSN 03003930 _w
942			_cS
998			_a20090821 _b1714^b _cDaiane
998			_a20090827 _b1605^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c29708 _d29708
041			_aeng