ABSTRACT
This part introduction presents an overview of the key concepts discussed in the subsequent chapters. The part addresses issues concerning institutional capacity as policy and practice. It aims to revitalise local government by decentralising power, engaging local communities and promoting 'joined-up' working. The part shows that strategic planning has been fragmented in decades, due to the transfer of functions to a variety of public bodies, reinforced by the privatisation of local government functions. It discusses a consultant in urban and regional policy, with experience of local government at the strategic level, and focuses on the issue of institutional capacity and urban planning. The quality of the stock of social capital is vital in building more effective institutional and inter-institutional capacity. The part suggests that the concept 'social capital' must be given a wider focus. It must be realized that social capital can create synergies binding state and civil society together.
