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

  • ID: 2214999
  • Book
  • Region: Europe
  • 352 Pages
  • John Wiley and Sons Ltd
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Strategic planning is supposed to give many opportunities to public managers in designing and promoting change and innovation. Strategy implementation, however, is probably the area scoring the highest degree of failure in public organizations. The book presents 11 different international cases of strategic change management processes in public organizations from 11 different European countries. From all these real cases we can learn what to do and which mistakes to avoid in managing strategic changes.

Every case faces a different area of innovation: from new organizational structuring to different performance evaluation systems, from improved customer relation approaches to innovative public–private partnerships. Every managerial innovation is presented in its design and implementation phases, both evaluating final impacts and ascertaining the explanatory drivers conducive to better performances. Different public sector organizations are considered: local governments, public utilities, health care agencies and mass transports.

The book is aimed at readers who want to better understand strategic change management approaches in public administrations, for those who are interested to learn from evidences, for trainers and professors looking for European cases for class discussions, for policy makers searching for new ideas and change approaches.

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PREFACE.

ABOUT THE CONTRIBUTORS.

1. MANAGING PUBLIC REFORMS EFFECTIVELY: A STRATEGIC CHANGE MANAGEMENT APPROACH (Francesco Longo).

Introduction.

A classification of public reforms and change management.

Features of public reforms and change processes.

The role of the organisational structure and the managerial tools in reforms and change process.

A comprehensive strategic approach to designing and implementing reforms and managing change.

How to design and manage a process of change.

References.

2. A GUIDE THROUGH THE CASE BOOK (Daniela Cristofoli and Francesco Longo).

3. THE BRUSSELS PORT AUTHORITY S CONTAINER TERMINAL: THE UPS AND DOWNS OF PUBLIC PRIVATE PARTNERSHIPS (Jan Mattijs).

Introduction.

Challenges and strategic issues.

The container terminal project.

Operating the container terminal: from start–up to failure . . . and restart.

Appendix.

4. MANAGERIAL CHANGES AT ESTONIAN

HOSPITALS (Ruth Sepper and Ruth Alas).

Introduction.

The North Estonia Regional Hospital.

The NERH formal reform processes.

The change management processes in terms of strategic objectives, actions and results.

Gap between the planned and implemented strategic change.

How to make the strategic change successful.

References.

5. LOLF AND CHANGES IN THE FRENCH PUBLIC SECTOR: THE CASE OF THE PAUL CÉZANNE UNIVERSITY AIX–MARSEILLE III (Robert Fouchet and Emil Ture).

Introduction.

UPCAM s organisation at the outset of LOLF reforms.

A historical account of UPCAM s external governance relations.

LOLF Description.

Anticipated effects of LOLF regulations over the public sector links.

Expected changes in UPCAM s management.

The change process.

Outcomes, expectations and conclusions.

Case requirements.

Reference.

Appendix 1.

Appendix 2.

Appendix 3.

Appendix 4.

6. POLITICAL AND MANAGERIAL CHANGE IN THE CITY OF COESFELD (Harald Plamper and Ingrid Beutel–Menzel).

Introduction.

The city of Coesfeld.

The reform goals and processes.

The reform activities.

The results of the reform programmes.

Winning awards.

How to manage the future?

7. IMPLEMENTING EQUAL IN MEGARA MUNICIPALITY (Joyce Liddle and Ioannis Oikonomopoulos).

Introduction.

Greece and the European dimension.

Megara Municipality.

The EU initiative EQUAL.

Lessons learned from prior EU Programmes and transfer into EQUAL.

Megara s involvement in the EQUAL Programme.

Outputs of the EQUAL Programme.

Interpretation of EQUAL outputs.

Lessons learned from EQUAL.

References.

8 CHANGE MANAGEMENT PROCESS IN THE CITY OF AMERSFOORT (Piet Severijnen and Job van de Bovenkamp Ba).

Introduction.

Local government in the Netherlands.

The case Amersfoort.

How to successfully restructure an internal department.

The change process and the department reorganization.

Appendix.

9. MILAN MUNICIPALITY AND THE GOVERNANCE OF MUNICIPAL ENTERPRISES (Daniela Cristofoli and Francesco Longo).

Introduction.

Providing Milan s citizens with public services: Milan Municipality and the municipal companies.

Ensuring the satisfaction of public needs: instruments for controlling municipal companies.

Controlling the municipal companies: what is Milan Municipality s outlook?

10. MANAGING BARCELONA S OLYMPIC HERITAGE. (Lidia García, Francesc Rubio, Koldo Echebarria and Alfred Vernis)

Introduction.

Sports Associations and the Olympic Games.

Contracting Out: A model for managing sports facilities.

Sports Area, districts and management organizations.

Types of management organizations: selected examples.

The advantages of indirect management.

Appendix 1.

Appendix 2.

11. MANAGEMENT BY RESULTS: ITS WAY FROM IDEA TO DOGMA IN THE CASE OF SWEDEN (Göran Sundström).

Introduction.

What is Management by Results.

Management by Results in Sweden: the story.

MBR: Reinventing the wheel?

References.

12. MUNICIPALITY OF BAAR: SPEYER AWARD FOR LOCAL GOVERNANCE (Albert Hofmeister and Jürg Dübendorfer).

Introduction.

Pillars of the Swiss system.

The Change process.

New initiatives and instruments for better public management.

New initiatives and instruments for the collaboration with citizens.

Result: Speyer Award for local governance.

Next steps: in order to remain good you have to improve continuously .

13. THE INTEGRATION OF PERFORMANCE

MANAGEMENT INTO THE MANAGEMENT

OF THE LONDON BOROUGH OF LEWISHAM (Paul Joyce).

Introduction.

Public Policy context.

London Borough of Lewisham.

The emergence of the system (1994 2005).

Conditions influencing the development of performance management political management.

The effects of performance management in Lewisham Council.

Making performance management work in government organization.

References.

Website references.

INDEX.

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Francesco Longo is Associate Professor at the Public Management and Health Care Department of the Bocconi University, Italy. He is also the Director of the Research Center in Health Care Management of the Bocconi University. His research interests include health care management, public service provision, network and governance. He has written a number of books and articles about public management and health care management.

Daniela Cristofoli has a PhD in Business Administration and Management at Bocconi University, Italy, and is research fellow at the Public Management and Health Care Department of the Bocconi University. Her research interests include strategy, corporate governance and stakeholder management both in public and private sectors.

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