ABOUT THE CONTRIBUTORS.
1. MANAGING PUBLIC REFORMS EFFECTIVELY: A STRATEGIC CHANGE MANAGEMENT APPROACH (Francesco Longo).
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.
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).
Challenges and strategic issues.
The container terminal project.
Operating the container terminal: from start-up to failure . . . and restart.
4. MANAGERIAL CHANGES AT ESTONIAN
HOSPITALS (Ruth Sepper and Ruth Alas).
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.
5. LOLF AND CHANGES IN THE FRENCH PUBLIC SECTOR: THE CASE OF THE PAUL CÉZANNE UNIVERSITY –AIX-MARSEILLE III (Robert Fouchet and Emil Ture).
UPCAM’s organisation at the outset of LOLF reforms.
A historical account of UPCAM’s external governance relations.
Anticipated effects of LOLF regulations over the public sector links.
Expected changes in UPCAM’s management.
The change process.
Outcomes, expectations and conclusions.
6. POLITICAL AND MANAGERIAL CHANGE IN THE CITY OF COESFELD (Harald Plamper and Ingrid Beutel-Menzel).
The city of Coesfeld.
The reform goals and processes.
The reform activities.
The results of the reform programmes.
How to manage the future?
7. IMPLEMENTING EQUAL IN MEGARA MUNICIPALITY (Joyce Liddle and Ioannis Oikonomopoulos).
Greece and the European dimension.
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.
8 CHANGE MANAGEMENT PROCESS IN THE CITY OF AMERSFOORT (Piet Severijnen and Job van de Bovenkamp Ba).
Local government in the Netherlands.
The case Amersfoort.
How to successfully restructure an internal department.
The change process and the department reorganization.
9. MILAN MUNICIPALITY AND THE GOVERNANCE OF MUNICIPAL ENTERPRISES (Daniela Cristofoli and Francesco Longo).
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)
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.
11. MANAGEMENT BY RESULTS: ITS WAY FROM IDEA TO DOGMA IN THE CASE OF SWEDEN (Göran Sundström).
What is Management by Results.
Management by Results in Sweden: the story.
MBR: Reinventing the wheel?
12. MUNICIPALITY OF BAAR: SPEYER AWARD FOR LOCAL GOVERNANCE (Albert Hofmeister and Jürg Dübendorfer).
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).
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.