This article examines the implementation of the Europe 2020 Strategy. The authors analysed the strategic and management plans of the European Commission's directorates-general (DGs) to identify the ...main and dominant discourses in the documents. The supplementing or supplanting of the simple strategy framework of the early years by a political framework after 2014 can be seen as caused by an interaction between rational management evaluation on one hand and political values and will on the other.
This article is intended to be directly useful to government policy makers in relation to the evaluation of inclusive economic growth strategies. It demonstrates, in a European context, the way in which strategic management can contribute to effective government and public governance and how this interacts with political leadership.
RésuméL’article présente une démarche prospective par scénarios appliquée à la justice pénale belge. L’accent est essentiellement mis sur le processus afin de faciliter la dissémination à d’autres ...secteurs. Par rapport à d’autres exercices de prospective, l’originalité réside dans le caractère interdisciplinaire, participatif, et inductif d’une démarche basée sur les caractéristiques perçues sur le terrain. Les scénarios obtenus sont illustrés par des exemples au niveau des professions, des organisations liées à la justice pénale. La conclusion discute les apports de la prospective pour le système pénal et d’autres secteurs en recherche d’une meilleure articulation entre politique publique et gestion publique.
L'article presente une demarche prospective par scenarios appliquee a la justice penale belge. L'accent est essentiellement mis sur le processus afin de faciliter la dissemination a d'autres ...secteurs. Par rapport a d'autres exercices de prospective, l'originalite reside dans le caractere interdisciplinaire, participatif, et inductif d'une demarche basee sur les caracteristiques percues sur le terrain. Les scenarios obtenus sont illustres par des exemples au niveau des professions, des organisations liees a la justice penale. La conclusion discute les apports de la prospective pour le systeme penal et d'autres secteurs en recherche d'une meilleure articulation entre politique publique et gestion publique.// The article presents a forward-looking approach by scenarios applied to the Belgian criminal justice. The main focus is on the process to facilitate the spread to other sectors. Compared with other foresight exercises, originality lies in the interdisciplinary, participatory, and an inductive approach based on the characteristics collected in the field. The resulting scenarios are illustrated by examples in the professions, organizations related to criminal justice. The conclusion discusses the contribution of foresight for the penal system and other areas in search of better coordination between public and public management policy. http://www.cairn.info/resume.php?ID_ARTICLE=RFAP_154_0523 Reprinted by permission of Institut International d'Administration Publique
Purpose - The aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself. ...Design/methodology/approach - In the first part, the strategic plans are analysed in order to understand the intentions regarding various public policies. A content analysis will be provided in order to propose a typology or at least a comprehensive framework of the intentions. In the second part, the strategic process itself is investigated more into details on the basis of interviews of the presidents of the Federal Public Services. The contribution tries to formalise several behavioural hypotheses in accordance with a model of strategic action in a public context. Finally, the article concludes on the relation between intention and action. Findings - Three models characterize the management plans in Belgian federal administration: external polarization, internal polarization and balanced polarisation. Furthermore, the survey carried out confirms the existence of some effective behaviours of public top managers related to the nature of the public sector and to specific constraints. This result is fully coherent with behavioural assumptions formulated by a contextual model of strategic management. All these elements assess the possible divergence between the intentional strategy and the emergent strategies that would result from a more flexible behaviour. Research limitations/implications - This result is based on the strategic intentions and should be confronted with the later versions of the plans and even better with their achievements in order to distinguish intention and opportunity. Only this longitudinal study will allow final conclusions about the nature of the strategy really implemented in the federal administration to br drawn. Practical implications - The result of this research implies that 'ideal' competences of public managers might differ from those requested for a private manager, especially regarding decision making (more incremental) and authority (more influential). Originality/value - This contribution allows an evaluation of strategic process in the public sector as it is formulated by real actors, rather than by a mythical decision maker.
La question du rôle des organisations internationales (OI) dans la diffusion des réformes est vaste. L’OCDE, le Fonds monétaire international (FMI) ou la Banque mondiale, ou encore la Commission ...européenne, n’ont pas les mêmes mandats et ne fonctionnent pas selon les mêmes modes opératoires. À la différence de la Banque mondiale et du FMI, l’OCDE ne joue aucun rôle direct dans la restructuration des économies, n’accorde pas de prêts sous conditionnalités ni ne participe à l’élaboration de pol...
Purpose - The aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself.Design ...methodology approach - In the first part, the strategic plans are analysed in order to understand the intentions regarding various public policies. A content analysis will be provided in order to propose a typology or at least a comprehensive framework of the intentions. In the second part, the strategic process itself is investigated more into details on the basis of interviews of the presidents of the Federal Public Services. The contribution tries to formalise several behavioural hypotheses in accordance with a model of strategic action in a public context. Finally, the article concludes on the relation between intention and action.Findings - Three models characterize the management plans in Belgian federal administration: external polarization, internal polarization and balanced polarisation. Furthermore, the survey carried out confirms the existence of some effective behaviours of public top managers related to the nature of the public sector and to specific constraints. This result is fully coherent with behavioural assumptions formulated by a contextual model of strategic management. All these elements assess the possible divergence between the intentional strategy and the emergent strategies that would result from a more flexible behaviour.Research limitations implications - This result is based on the strategic intentions and should be confronted with the later versions of the plans and even better with their achievements in order to distinguish intention and opportunity. Only this longitudinal study will allow final conclusions about the nature of the strategy really implemented in the federal administration to br drawn.Practical implications - The result of this research implies that "ideal" competences of public managers might differ from those requested for a private manager, especially regarding decision making (more incremental) and authority (more influential).Originality value - This contribution allows an evaluation of strategic process in the public sector as it is formulated by real actors, rather than by a mythical decision maker.
Dans le cadre de la réforme de l'administration fédérale belge (réforme dite « Copernic ») lancée à partir de l'année 2000, le plan stratégique devait jouer un rôle central comme outil d'élaboration ...et de mise en œuvre des priorités de l'action publique et comme outil d'évaluation des fonctionnaires dirigeants.
Sur le plan de l'élaboration de la stratégie, un examen approfondi des plans conduit à une première conclusion, l'existence de modèles d'intention différents selon les ministères (horizontaux notamment, ou spécifiques) et contrairement à l'idée commune que les plans de mangement seraient directement issus d'un même moule produit par les consultants.
Une deuxième conclusion concerne les processus d'articulation des plans. L'analyse de cas a permis la mise en évidence de démarches relativement discontinues, non pas chronologiquement, mais respectivement entre niveaux politique et de l'administration, entre niveaux stratégique et opérationnel, et entre niveaux hiérarchiques.
Enfin sur base d'interviews d'acteurs, une troisième conclusion conduit à valider l'hypothèse que les contraintes structurelles et procédurales favorisent des comportements incrémentaux et adaptatifs de la part des hauts fonctionnaires (flexibilité des priorités, construction de liens, exercice d'influence). Il en ressort que l'utilisation des plans de management comme outil d'évaluation des fonctionnaires dirigeants risque, d'être délicat voire inadéquat.
Drumaux Anne, Goethals Christophe. De l'intention à la mise en œuvre stratégique dans l'administration fédérale belge. In: Politiques et management public, vol. 25, n° 4, 2007. Public : nouvelles figures ? Nouvelles frontières ? Actes du seizième Colloque international Florence, 15 et 16 mars 2007organisé en collaboration avec l'Université Paris X (Laboratoires CEROS et CRDP) - Tome 2. pp. 21-44.
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