Local Strategic Partnerships, Neighbourhood Renewal, and the Limits to Co-governance

Carole Johnson and Stephen P. Osborne

Public Money & Management, 2003, vol. 23, issue 3, 147-154

Abstract: This article analyses the Government's approach to using Local Strategic Partnerships in Neighbourhood Renewal. The Government claims to have established a policy framework that combines co-ordination and co-governance. However, it appears that there is an unbalanced approach to supporting these two aspects. Co-ordination is supported strongly through funding, target setting and the accreditation process, while co-governance has only weak funding and accreditation processes to ensure its success. The authors conclude that the Government is keen to keep control over the levers of regeneration and is therefore more than slightly ambiguous over its espoused aim of encouraging co-governance.

Date: 2003
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (11)

Downloads: (external link)
http://hdl.handle.net/10.1111/1467-9302.00362 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmmg:v:23:y:2003:i:3:p:147-154

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/RPMM20

DOI: 10.1111/1467-9302.00362

Access Statistics for this article

Public Money & Management is currently edited by Michaela Lavender

More articles in Public Money & Management from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().