A comparative analysis of strategies adopted in the formulation and implementation of developmental programs by selected city governments in the United States

This dissertation sets out to examine the developmental strategies adopted by urban communities in the United States with populations exceeding 100,000 residents. 182 cities form the basis of study. Six strategy models listed below have been developed and their working assessed in six dissimilar city environments listed below: (1) Executive centered - Savannah(GA); (2) Mayor centered - Milwaukee (WI); (3) Policy centered - Winston-Salem(NC); (4) Elected administrators in control - Portland (OR); (5) Term centered - Pittsburgh (PA); (6) Institution centered - Tucson (AZ). This document contends that policy formulation, program development and the process of implementation and control is the end product of interplay between groups of research variables. The research methodology utilised emphasis data interpretation of empirical information collected from primary and secondary level survey units, in preference to statistical analysis and evaluation.;The city of Savannah (GA) forms the anchor point of critical analysis. Its executive centered policy model blends efficiency in performance of traditional government functions with aggressive implementation of programs for community uplift. The Savannah model strengthens the policy development and program management role of the non-elected administrators headed by the City Manager. Its operational orientation however combines competence and accountability over adherence to achievement of political and ideological objectives. The models seen in Milwaukee (WI), Winston-Salem (NC) and Pittsburgh (PA) have limited suitability for replication owing to their emphasis on convention over innovation. The Tucson model's emphasis on caution and predictability detracts from its long term utility, while the Portland model's usefulness in the short term is outweighed by lack of procedural attributes which may promote administrative stability. The Savannah model's replicability and potential for growth is broader, provided city managers within the Council-Manager framework are willing to play visible leadership roles in the policy development and program management process.