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dc.contributor.authorSimpson, Ken
dc.contributor.authorBretherton, Phil
dc.description.abstractThis article proposes that the eventual outcomes of local government strategic policy deliberations can often reflect the interplay between “expert” administrative staff, democratically elected politicians, and the community they jointly serve. A multi-site case study approach, to examine the generation of local government strategy related to a niche economic activity concludes that broadly conceptualized opinion congruence can sometimes be threatened by substantial pockets of stakeholder vested interest. As such, “expert” and “political” opinion reflects a caution based on both historical experience and political expediency; while community opinion displays an optimism based on eager anticipation of an unknown future.en_NZ
dc.publisherTaylor & Francisen_NZ
dc.rightsThis is an electronic version of an article published in the International Journal of Public Administration, 33(2), 73–80. Copyright © 2010 Taylor & Francis Group, LLC. The International Journal of Public Administration is available online at
dc.subjectlocal governmenten_NZ
dc.subjectstrategic planningen_NZ
dc.subjectcommunity consultationen_NZ
dc.titleReconciling expert advice and community opinion in a local government strategic planning processen_NZ
dc.typeJournal Articleen_NZ
dc.rights.holderTaylor & Francis Groupen_NZ
dc.subject.marsden160510 Public Policyen_NZ
dc.identifier.bibliographicCitationSimpson, K., & Bretherton, P. (2010). Reconciling expert advice and community opinion in a local government strategic planning process. International Journal of Public Administration, 33(2), 73–80. doi: 10.1080/01900690903188883en_NZ
unitec.institutionUnitec Institute of Technologyen_NZ
unitec.institutionCharles Darwin Universityen_NZ
unitec.publication.titleInternational Journal of Public Administrationen_NZ
dc.contributor.affiliationUnitec Institute of Technologyen_NZ
unitec.institution.studyareaManagement and Marketing

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