This paper explores the concepts of leadership and policy delivery in regeneration practice in a time of financial crisis. The current malaise that is affecting policy delivery is not specific to the regeneration sector. This is an opportunity to redefine how to deliver new regeneration
projects. The role and definition of the concept of leadership in the area are instrumental, as is focusing on policy delivery rather than just policy planning. There are methods that can be employed by government to maintain a policy of regeneration. These possible strategies for new regeneration
have to involve developing synergies between policies of regeneration and other economic policies. Further, solutions where limited funds could activate the project or revive a project are possible, but these require strong leadership. According to the literature and the practices that will
be assessed, austerity need not smother regeneration policy if the latter redefines itself. Consequently, regeneration can remain as an active policy and one that delivers despite the recession.
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new public governance;
Document Type: Research Article
March 1, 2014
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Journal of Urban Regeneration & Renewal is the essential peer-reviewed journal for all professionals concerned with physical, economic and social regeneration of urban communities. It publishes in-depth articles and real world case studies on the latest strategy, policy making and current and best practice in the field. Guided by its expert Editor and Editorial Board, each quarterly 100-page issue does not publish advertising but rather in-depth articles written by and for urban regeneration professionals analysing current and best practice in the planning, consultation, funding, delivery and long-term management of regeneration programmes, as well as the latest policy making, developments and research in the field.
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