Strategy in the Public Sector

The public sector is experiencing tremendous pressure for strategic change. Governments in many countries require public sector managers to be more responsive to the public and to deliver more value with constrained budgets. Members of the public also face change, and look to their public sector organisations to provide efficient and high quality service, while adapting their activities in a complex and dynamic world.

Strategy in the Public Sector provides guidance to managers who have responsibility for delivering increased levels of efficiency and innovation and accountability. It shows how strategic changes can be made through realigning and increasing the capacity of the public sector organisation. It shows how managers are now handling strategic changes in the context of public policy, favouring pluralism of service delivery systems and partnership working. Based on the practical experience of managers in local government, central government, health services and education, the book presents insights, lessons and examples from many countries on both sides of the Atlantic that help bring about effective strategic change.

Strategy in the Public Sector has been written for anyone who has a role in modernising the public sector and requires a practical guide in making strategic changes that are both responsive to the public need and sustainable. A Model of Effectiveness.

Assessing the Organisation.

Paying Attention to Politicians.

Issue Management.

Vision.

Involving Managers and Employees.

Installing Management.

Engaging Others in the Organisation with the Vision or Strategic Intent.

Focus and Align.

Stabilising and Ensuring Targets are Achieved.

Involving the Public.

Partnership Working.

Opening Up.

In Touch with the Public.

Bibliography.

Index.

"It is a comprehensive guide to strategic planning, highlighting the major issues." (Professional Manager, September 2000)

"Serves as a useful prompt to the issues planning managers will need to face as they prepare for the challenge of continuous improvement...." (Planning, 1st September 2000) About the author Paul Joyce is professor of Strategic Management at the University of North London. He holds a PhD in local government and has worked in local government as a senior manager. He is currently director of the Management Research Centre at the University of North London and is involved in research on innovation in the public sector. His current research interest is centred on the way in which strategic management processes can be used to reinforce entrepreneurship and innovative management. He also works as a consultant in the public sector, for example, in the areas of strategic performance management and service developments and has published widely in that area. The aim of this series is to provide managers with books on strategy, strategic management and strategic change, which are helpful, practical, and provide guidance for the practical application of sound concepts in real situations. In this book the role of top managers in carrying through strategic change is highlighted throughout. Paul Joyce identifies and describes the key elements of strategic change and shows how public sector managers:

• prepare their organisations for strategic change
• lead strategic change
• make changes in an organisation’s activities and resources
• involve the public, work with partners and create more open organisations

The public sector is experiencing tremendous pressure for strategic change. Governments in many countries require public sector managers to be more responsive to the public and to deliver more value with constrained budgets. Members of the public also face change, and look to their public sector organisations to provide efficient and high quality service, while adapting their activities in a complex and dynamic world.

Strategy in the Public Sector provides guidance to managers who have responsibility for delivering increased levels of efficiency and innovation ? and accountability. It shows how strategic changes can be made through realigning and increasing the capacity of the public sector organisation. It shows how managers are now handling strategic changes in the context of public policy, favouring pluralism of service delivery systems and partnership working. Based on the practical experience of managers in local government, central government, health services and education, the book presents insights, lessons and examples from many countries on both sides of the Atlantic that help bring about effective strategic change.

Strategy in the Public Sector has been written for anyone who has a role in modernising the public sector and requires a practical guide in making strategic changes that are both responsive to the public need and sustainable.