Strategic Change Management in the Public Sector: An EFMD European Case Book

Strategic Change Management in the Public Sector......Page 5
CONTENTS......Page 7
PREFACE......Page 13
ABOUT THE CONTRIBUTORS......Page 19
INTRODUCTION......Page 25
A CLASSIFICATION OF PUBLIC REFORMS AND CHANGE MANAGEMENT......Page 28
FEATURES OF PUBLIC REFORMS AND CHANGE PROCESSES......Page 30
THE ROLE OF THE ORGANIZATIONAL STRUCTURE AND THE MANAGERIAL TOOLS IN REFORMS AND CHANGE PROCESS......Page 33
A COMPREHENSIVE STRATEGIC APPROACH TO DESIGNING AND IMPLEMENTING REFORMS AND MANAGING CHANGE......Page 35
HOW TO DESIGN AND MANAGE A PROCESS OF CHANGE......Page 39
REFERENCES......Page 42
CHAPTER 2: A GUIDE THROUGH THE CASE BOOK......Page 45
INTRODUCTION......Page 51
CHALLENGES AND STRATEGIC ISSUES......Page 54
THE CONTAINER TERMINAL PROJECT......Page 58
OPERATING THE CONTAINER TERMINAL: FROM START-UP TO FAILURE … AND RESTART......Page 64
APPENDIX......Page 68
INTRODUCTION......Page 79
THE NORTH ESTONIA REGIONAL HOSPITAL......Page 81
THE NERH FORMAL REFORM PROCESSES......Page 85
THE CHANGE MANAGEMENT PROCESSES IN TERMS OF STRATEGIC OBJECTIVES, ACTIONS AND RESULTS......Page 86
GAP BETWEEN THE PLANNED AND IMPLEMENTED STRATEGIC CHANGE......Page 99
HOW TO MAKE THE STRATEGIC CHANGE SUCCESSFUL......Page 102
REFERENCE......Page 103
INTRODUCTION......Page 105
UPCAM’s ORGANIZATION AT THE OUTSET OF LOLF REFORMS......Page 106
A HISTORICAL ACCOUNT OF UPCAM’s EXTERNAL GOVERNANCE RELATIONS......Page 110
LOLF DESCRIPTION......Page 114
ANTICIPATED EFFECTS OF LOLF REGULATIONS OVER THE PUBLIC SECTOR LINKS......Page 118
EXPECTED CHANGES IN UPCAM’s MANAGEMENT......Page 120
THE CHANGE PROCESS......Page 122
OUTCOMES, EXPECTATIONS AND CONCLUSIONS......Page 134
REFERENCE......Page 136
APPENDIX 1: ORGANIZATIONAL CHART OF PAUL CÉZANNE UNIVERSITY......Page 137
APPENDIX 2: OUTCOMES OF THE 2004 LOLF REFORMS – 38 INTERVIEWS WITH EARLY EXPERIMENTERS FROM ALL PUBLIC SECTORS......Page 138
APPENDIX 3: GENERAL ARCHITECTURE OF THE LOLF BUDGET (EXCERPT)......Page 139
APPENDIX 4: AN ANALYSIS OF THE 2005 LOLF BUDGET......Page 141
INTRODUCTION......Page 143
THE CITY OF COESFELD......Page 146
THE REFORM GOALS AND PROCESSES......Page 148
THE REFORM ACTIVITIES......Page 152
THE RESULTS OF THE REFORM PROGRAMMES......Page 161
WINNING AWARDS......Page 163
HOW TO MANAGE THE FUTURE?......Page 164
INTRODUCTION......Page 169
GREECE AND THE EUROPEAN DIMENSION......Page 171
MEGARA MUNICIPALITY......Page 173
THE EU INITIATIVE EQUAL......Page 176
LESSONS LEARNED FROM PRIOR EU PROGRAMMES AND TRANSFER INTO EQUAL......Page 179
MEGARA’S INVOLVEMENT IN THE EQUAL PROGRAMME......Page 182
OUTPUTS OF THE EQUAL PROGRAMME......Page 185
INTERPRETATION OF EQUAL OUTPUTS......Page 186
LESSONS LEARNED FROM EQUAL......Page 192
REFERENCES......Page 193
INTRODUCTION......Page 199
LOCAL GOVERNMENT IN THE NETHERLANDS......Page 201
THE CITY OF AMERSFOORT......Page 207
HOW TO SUCCESSFULLY RESTRUCTURE AN INTERNAL DEPARTMENT......Page 211
THE CHANGE PROCESS AND THE DEPARTMENT REORGANIZATION......Page 212
APPENDIX: BRIEF OVERVIEW OF RESPONSIBILITIES OF THE MAIN ACTORS, ACTIVE IN DUTCH LOCAL GOVERNMENT......Page 223
INTRODUCTION......Page 225
PROVIDING MILAN’S CITIZENS WITH PUBLIC SERVICES: MILAN MUNICIPALITY AND THE MUNICIPAL COMPANIES......Page 226
ENSURING THE SATISFACTION OF PUBLIC NEEDS: INSTRUMENTS FOR CONTROLLING MUNICIPAL COMPANIES......Page 230
CONTROLLING THE MUNICIPAL COMPANIES: WHAT IS MILAN MUNICIPALITY’S OUTLOOK?......Page 234
INTRODUCTION......Page 237
SPORTS ASSOCIATIONS AND THE OLYMPIC GAMES......Page 238
CONTRACTING OUT: A MODEL FOR MANAGING SPORTS FACILITIES......Page 240
SPORTS AREA, DISTRICTS AND MANAGEMENT ORGANIZATIONS......Page 246
TYPES OF MANAGEMENT ORGANIZATIONS: SELECTED EXAMPLES......Page 249
THE ADVANTAGES OF INDIRECT MANAGEMENT......Page 252
APPENDIX 1: BARCELONA CITY COUNCIL CHART: EXECUTIVE ORGANIZATION......Page 254
APPENDIX 2: BARCELONA CITY COUNCIL CHART: POLITICAL ORGANIZATION PLENARY COUNCIL DISTRICTS......Page 255
INTRODUCTION......Page 257
WHAT IS MANAGEMENT BY RESULTS?......Page 259
MANAGEMENT BY RESULTS IN SWEDEN: THE STORY......Page 261
MBR: REINVENTING THE WHEEL?......Page 281
REFERENCES......Page 286
INTRODUCTION......Page 289
PILLARS OF THE SWISS SYSTEM......Page 290
THE CHANGE PROCESS......Page 295
NEW INITIATIVES AND INSTRUMENTS FOR BETTER PUBLIC MANAGEMENT......Page 297
NEW INITIATIVES AND INSTRUMENTS FOR THE COLLABORATION WITH CITIZENS......Page 300
RESULT: SPEYER AWARD FOR LOCAL GOVERNANCE......Page 304
NEXT STEPS: “IN ORDER TO REMAIN GOOD YOU HAVE TO IMPROVE CONTINUOUSLY”......Page 307
INTRODUCTION......Page 309
PUBLIC POLICY CONTEXT......Page 310
LONDON BOROUGH OF LEWISHAM......Page 312
THE EMERGENCE OF THE SYSTEM (1994 –2005)......Page 319
CONDITIONS INFLUENCING THE DEVELOPMENT OF PERFORMANCE MANAGEMENT – POLITICAL MANAGEMENT......Page 326
THE EFFECTS OF PERFORMANCE MANAGEMENT IN LEWISHAM COUNCIL......Page 327
MAKING PERFORMANCE MANAGEMENT WORK IN GOVERNMENT ORGANIZATION......Page 330
REFERENCES......Page 332
WEBSITE REFERENCES......Page 333
INDEX......Page 335