Managing strategically in New South Wales local government
- Publication Type:
- Thesis
- Issue Date:
- 2010
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This thesis examines the strategic capacity of local government councils in New
South Wales, Australia following the reforms of 1993. Strategic capacity is the unit
of analysis for this research and the term is intended to capture the various factors
that have enabled or constrained councils in becoming strategic; that is transitioning
from a narrow function characterised by property related services, to the broader
and legislatively mandated community building role.
On analysis it is clear that a range of factors operates to constrain the development
of strategic capacity. However despite this constellation of factors some councils
have successfully developed strategic capacity. This seemingly paradoxical
situation is the research focus of this thesis. The importance of this research arises
from the need for local government to re-evaluate its traditional property services
role and consider also providing for the human, social and environmental needs of
the community.
Three avenues of investigation constitute this thesis. They are a review and analysis
of the relevant theory and practice literature followed by empirical research. The
approach is primarily theory building, partly because of the limited empirical
research in relation to the sector generally in Australia, and partly because local
government is a unique tier of government warranting special consideration when it
comes to joining public administration and strategic management.
The empirical research takes a qualitative approach and was based upon an
examination of four case study local councils undertaken during 2004 and 2005.
The main research tool was the semi- structured interview. The data analysis was
based on the technique of meaning condensation in which the transcribed interview
text was reviewed and natural meaning units relevant to the research questions were
identified.
Three research questions were sought to be answered by the project: what factors
influence the development of strategic capacity, how do these factors operate, can
these factors be deliberately influenced by organisational or regulatory actors to
facilitate the development of strategic capacity?
The research identified a number of factors, some already represented in the
literature and others that are new. It is argued that in terms of influencing the
development of strategic capacity, many of the factors from all three avenues of
investigation suggest certain structural, managerial and practice barriers to the
development of strategic capacity. These include weak strategic leadership
arrangements, a need for stronger ideals of ‘place’ in strategic decision-making and
a more informed and active deliberative process centred on elected representatives
and their role in determining strategy. Without these changes, legislative reforms
will only treat symptoms and strategic capacity will be slow in developing.
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