Competency management and civil service professionalism in Dutch central government

Competency management has only recently been introduced into personnel management in Dutch central government. The decentralized nature of Dutch central government and its personnel management systems generates marked variation in the degree to which competency management is being applied across the Dutch civil service. The success or otherwise of competency management schemes in both government departments and the higher civil service in The Netherlands, the Senior Public Service, show mixed results. Although all departments have taken steps in the direction of competency management, a few well-developed programmes are in use. The competency management system of the Senior Public Service, then, serves as a basic tool for its management development programmes. Its aim is to enhance civil service professionalism among senior civil servants. The practical effects of competency management programmes, however, can be questioned. Because competency management links personnel development to pay and career decisions, it could well elicit strategic behaviour by staff members; at worst, it could run the risk of becoming a self-defeating initiative.     

Towards pluralism and partnership in management development in local government

'Joined-up government' has been a policy thrust characterising much of the first term of the Labour government. The last four years have seen a flourish of area-based and local partnership initiatives. Information and IT are seen as crucial to facilitate joined-up government and improved service delivery at both central and local level. Ambitious targets are thus set to make all dealings with government deliverable electronically by 2005. This article examines data sharing in a local partnership, using as an example the preparation of the Children's Service Plan 2000-2003 in the city of Sheffield, setting out the national policy background, with particular reference to children's services plans; introducing the project; discussing the results obtained in the data collection exercise, and concluding that the organisational and cultural change necessary to share information effectively require time, and above all a period of relative stability to mature and take hold.     

Adoption of comprehensive risk management in local government

In the aftermath of large company failures in the early 2000s, there emerged a new wave of efforts to enhance risk management (RM) and control in enterprises. The normative RM model has been promoted widely to all organisations, including public sector organisations. Using survey data, this article describes and explains the diffusion and adoption of RM innovation in local government in Finland. Our survey results support the argument that if comprehensive RM is not obligatory, it is not widely used in local government. Our analysis reveals that financial constraints explain to some extent the existence of comprehensive RM in municipalities, while structural factors such as the size of municipalities do not, even though RM is slightly more advanced in larger rather than smaller local governments. Slow adoption indicates that comprehensive RM as a managerial innovation lacks immediate benefit when assessed against the efforts and costs of its introduction and maintenance.     

Delivering joined–up government in the UK: dimensions, issues and problems

In the UK, joined–up government (JUG) was a central part of the first Blair government's programme for public sector reform. It remains a pivotal, if more muted, feature of the second term. We will identify the range of disparate activities that have been branded as 'joined up'. We then look at the variety of official guidance coming from the centre of government to highlight the overlapping and competing strategies that underpinned the implementation of joined–up government. Various competing strategies have been advocated and implemented at any one time. Therefore the situation was more fluid and more contested than might be inferred from the use of the homogenizing term 'joined–up government'. We conclude by briefly considering what this implies for our understanding of intra–state relationships, of the relationships between public agencies and civil society, and the relationship between JUG and the politics of the Third Way.     

Crisis management of social structures: Planning,propaganda and societal morale

A paper originally delivered in 1955 to American Air Force Officers at the Montgomery, Alabama, U.S.A. Air Base. Prepared for publication under the editorial supervision of Nobuko Gerth and Michael Hughey.     

Interagency implementation of government policy: Strategic management of maternal and child health care in texas

Focusing on a joint effort of the Texas Department of Health and the Texas Department of Human Services, this study examined the interagency implementation of maternal and infant health policy in the state. Thompson's typology of implementation⁽¹⁾ was integrated with the Montjoy and O’Toole⁽²⁾ model of overhead influence on intraorganizational factors in public policy implementation for analysis. The findings provide some support to the Montjoy and O’Toole model.⁽³⁾ The data suggested Type A Mandate Effects and Expected Activity for both departmental programs. Reciprocal Operating Interdependence existed between the two state departments.     

Europe and local government

The Care in the Community initiative has resulted in a renewed interest in collaboration between local and health authorities. The focus of such collaboration is commonly on the transfer of long‐stay patients from psychiatric and mental handicap hospitals that are due to close, though the extent of local authority involvement in closure programmes varies considerably.

Joint planning typically involves a number of local authority departments: social services, housing, chief executives’ offices and legal services. It sometimes also involves education, recreation and leisure departments. Joint planning can be very time‐consuming and can call for considerable effort. It frequently gives rise to a good deal of conflict between the participating agencies. The pay‐offs, on the other hand, often appear to be small. Such plans as are finally implemented tend to be small‐scale: attempts at broader strategic planning almost invariably come to grief. The question then has to be asked, whether joint planning is worth all the effort. In the end, the primary justification for such planning has to lie in its ability to produce more appropriate services for service‐users.

This paper examines one local authority's experience of joint planning in relation to the closure of a large psychiatric hospital. Despite several setbacks, joint plans were eventually agreed and a number of former long‐stay patients were able to move into the community. The paper considers both the achievements and the shortcomings of the authority's collaboration with the health service.     

Improved budgeting and financial management as a tool for enhancing the performance of local government in developing countries

Rapid economic and social changes in developing countries are impacting on their governments' ability to manage those changes, and local governments in these countries are becoming the core of decentralization experiments. This article examines the problems local governments face in meeting the challenges of rapid transformation and change. This paper suggests that budgeting be used as a means for strengthening local governments' abilities to deal with such changes. Until now, budgeting has not been used as a key intervention tool for strengthening local governments. A working model to assess the state of financial and related management conditions of local governments is provided. This model can serve as a useful point of reference for change agents involved in the strengthening of local governments.     

Administrators and professionals in local government

This article evaluates the shift to an executive and scrutiny model in local government by assessing the changes at Devon County Council. Interviews were used to evaluate support for the changes and identify the key issues and problems. Most members had little enthusiasm for the reforms, support for the changes was dependent on the loyalty of Liberal Democrat backbenchers towards the leadership and central government's legislative agenda. The analysis revealed substantial problems with the operation of the reformed structure and suggested that the changes might fail to deliver the benefits expected by central government.