Strategic planning in local government: A study of organisational impact and effectiveness

Abstract

Corporate strategic planning enjoyed a renaissance in local government during the late 1980s. Based on case study evidence of one authority the paper reviewed three corporate strategies between 1990 and 1995. Effectiveness was analysed in terms of attracting resources and the extent to which they influenced behaviour and change. Intra-organisational dynamics were central and revealed the importance of the tripartite relationship between the chief officers, the elected politicians and the strategy advocates. The continued role of departmentalism was important and chief officers were viewed as bureau shapers who sought values (non-instrumental) as well as interests (instrumental).