Local government in the face of crisis: changing public management of urban projects in Amsterdam

T. Koolmees, S. Majoor
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Abstract

This chapter explores the reform of the working processes and organisational structures of the public management bureaucracies in the Amsterdam municipality. It reflects on the mechanisms through which technocratic thinking gets institutionalised within existing public government bodies, and reveals the development of public planning expertise in contemporary urban governance. This chapter particularly questions the changing role of public bureaucracies in the Netherlands, a country where public expertise still plays a central role in urban governance, but is progressively being reformed to accommodate private actors. It shows how the city's internal bureaucratic structure has been reformed and reorganised under processes of austerity and de-regulation to promote quick adjustments to plans and efficient delivery. Leadership and working processes are becoming increasingly focused on ‘flexible implementation’ and the production of entrepreneurial modes of governance.
面对危机的地方政府:阿姆斯特丹城市项目公共管理的变化
本章探讨了阿姆斯特丹市公共管理官僚机构的工作流程和组织结构的改革。它反映了技术官僚思想在现有公共政府机构中制度化的机制,并揭示了当代城市治理中公共规划专业知识的发展。本章特别质疑荷兰公共官僚机构不断变化的作用,在这个国家,公共专业知识仍然在城市治理中发挥核心作用,但正在逐步进行改革,以适应私人行为者。它展示了伦敦的内部官僚结构是如何在紧缩和放松管制的过程中进行改革和重组的,以促进对计划的快速调整和高效交付。领导和工作流程越来越注重“灵活实施”和企业治理模式的产生。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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