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The chapter analyses recent reforms in the multilevel system of the Länder, specifically territorial, functional and structural reforms, which represent three of the most crucial and closely interconnected reform trajectories at the subnational level. It sheds light on the variety of reform approaches pursued in the different Länder and also highlights some factors that account for these differences. The transfer of state functions to local governments is addressed as well as the restructuring of Länder administrations (e.g. abolishment of the meso level of the Länder administration and of single-purpose state agencies) and the rescaling of territorial boundaries at county and municipal levels, including a brief review of the recently failed (territorial) reforms in Eastern Germany.
This chapter analyses managerial reforms at the subnational level of government from a comparative perspective and outlines possible routes for future comparative research. It examines reforms of the external relationships between local governments and private service providers, which were aimed at transforming the organizational macro-setting of local service provision, the task portfolio and functional profile of local governments. The chapter then moves to scrutinizing internal managerial reforms concerned with the modernization of organization and processes and the improvement of management capacities inside local administrations meant to strengthen performance, output- and consumer-orientation in local service delivery. The country sample includes the United Kingdom (England), Sweden, and Germany that represent three distinct types of administrative culture and local government in Europe.
Digital government constitutes the most important trend of post-NPM reforms at the local level. Based on the results of a research project on local one-stop shops, this article analyses the current state of digitalization in German local authorities. The authors explain the hurdles of implementation as well as the impact on staff members and citizens, providing explanations and revealing general interrelations between institutional changes, impacts, and context factors of digital transformation.
Over the last decades, Better Regulation has become a major reform topic at the federal and—in some cases—also at the Länder level. Although the debate about improving regulatory quality and reducing unnecessary burdens created by bureaucracy and red tape date back to the 1960s and 1970s, the introduction by law in 2006 of a new independent institutionalised body for regulatory control at the federal level of government has brought a new quality to the discourse and practice of Better Regulation in Germany. This chapter introduces the basic features of the legislative process at the federal level in Germany, addresses the issue of Better Regulation and outlines the role of the National Regulatory Control Council (Nationaler Normenkontrollrat—NKR) as a ‘watchdog’ for compliance costs, red tape and regulatory impacts.
This article provides a conceptual framework for the analysis of COVID-19 crisis governance in the first half of 2020 from a cross-country comparative perspective. It focuses on the issue of opportunity management, that is, how the crisis was used by relevant actors of distinctly different administrative cultures as a window of opportunity. We started from an overall interest in the factors that have influenced the national politics of crisis management to answer the question of whether and how political and administrative actors in various countries have used the crisis as an opportunity to facilitate, accelerate or prevent changes in institutional settings. The objective is to study the institutional settings and governance structures, (alleged) solutions and remedies, and constellations of actors and preferences that have influenced the mode of crisis and opportunity management. Finally, the article summarizes some major comparative findings drawn from the country studies of this Special Issue, focusing on similarities and differences in crisis responses and patterns of opportunity management.
Future Outlook and Scenarios
(2021)
Where is local self-government heading in the future? Among trends identified is firstly an intensification of multilevel, intermunicipal, and cross-border governance. In the future even more of cooperation and coordination among different political and administrative levels will be required. Territorial boundaries have become increasingly incongruent with functional public activities. Secondly, the innovative potential of introducing markets as templates for organisational reform has reached its end. Future reforms will most likely try to adapt market reforms to local public contexts, or even reverse the development. Finally, a tightening of state steering and an increased dependence on state funding to uphold local services is expected. Waves of amalgamations might slow down this process but they will not make financial problems disappear completely.
All over Europe, cities and municipalities face new and numerous challenges to uphold their unique self-governing role in society. This intriguing reality underscores this volume’s ambition of brightening the future of local self-government. After further elaborating on this relevant background and the approach taken, the first chapter introduces three main dimensions of analysis. They are key to the volume’s subsequent parts on the essence of local government’s autonomy, its transformations in the light of digitalisation, marketisation and amalgamation and, finally, its changing intergovernmental relations concerning supervision and subnational policy-making. This volume covers eight countries, spread over Europe. And so, this introductory chapter ends with highlighting main features of the different local government systems involved.
The digital transformation of the local public sector is an important step towards making local service delivery more citizen-centred and user-oriented. The state of digitalisation in public administration in Germany is, however, well behind the far-reaching hopes associated with this modernisation theme. This chapter will explore the question as to what extent digital tools have been introduced in German local governments, more specifically in local one-stop shops (Bürgerämter), which hurdles local actors face when coping with the digital transformation, and which tools impact on citizens and local employees as well as have unintended effects and dysfunctionalities so far. A comprehensive and standardised survey amongst mayors and heads of staff councils in German municipalities as well as citizens and employees’ surveys and case studies will form the empirical basis of this chapter.