International Journal of Public Sector Management, vol. 18, 2005, p.128 - 138
Innovative women are quicker to challenge the top down view of change and leadership, embrace open working, and recognise the value of relationships with people. However arguing for greater access for women is insufficient to build on the social regeneration work of a few innovative chief executives and shift the brake on social change caused by lack of diversity.
Community Care, June 23rd-29th 2005, p.26-28
Discusses the work of housing renewal pathfinders in the regeneration of rundown areas. They involve a mixture of demolition, refurbishment and new building.
International Journal of Public Sector Management, vol. 18, 2005, p.151 - 163
While, Coulson concedes, partnerships often mean progress, some generalisations drawn here challenge this common assumption found in much writing about this heterogeneous class of organisation. This review of PPP (public private partnerships) /PFI (private finance initiatives), local strategic partnerships and local area regeneration partnerships looks at the evolving nature of partnerships, and factors influencing effectiveness, including capacity, the conflicting allegiances of members, and the risk, particularly in long-term partnerships, of partners walking out.
International Journal of Public Sector Management, vol. 18, 2005, p.139 - 150
Despite innovative potential, new superboards drawing widely from the community have failed to deliver on regeneration targets. Using network management theory, and tentatively claiming generalisability, West Midlands case studies reviewed here reveal inadequate institutional design and network management amongst Local Strategic Partnerships and Regeneration Zones. Despite extensive planning, flaws reflect old problems from previous policy.