Abstract
This article discusses the issues arising from the corporate ownership and management of anti‐poverty activity in local authorities in Britain in the 1990s. It is based upon action research carried out in a sample of authorities as part of a project to develop and implement tools for the monitoring and evaluation of anti‐poverty activity, and developed in collaboration with the Local Government Anti‐Poverty Unit. Issues identified in connection with corporate management include: structural location, democratic control, political leadership, documentation of commitments, financial support, definition and measurement, and consultation and feedback. Evidence of good practice is identified and summarised.
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