000			01953naa a2200193uu 4500
001			11627
003			OSt
005			20190211155544.0
008			030228s2006 xx ||||gr |0|| 0 eng d
100	1		_aSTEINER, Reto _910335
245	1	0	_aNew public management in Swiss municipalities
260			_c2000
520	3		_aSwiss municipalities are being stretched to their limits. In the years from 1995 to 1997, 32
520	3		_aof all Swiss municipalities closed with a deficit. In response to this situation, numerous refomrs have been introduced since the start of the 1990s in oder to improve the performance capbility of the municipalities. Aside from intermunicipal cooperation, New Public Management (NPM) is the reform project that is a currently being discussed most in the Swiss municipalities. Recent data shows that every fouth municipality has already taken first steps with NPM . Many kind s of activities are understood as being encompassed by NPM, even when not all aspects of NPM are implemented. Only one fifth of the municipalities that have introduced NPM are already working with key elements such as product definitions, performance agreements, and global budgets, which are necessary for an orientation toward ouptus and outcome. In municipalities of less than 1,000 inhabitants NPM is still hardly an issue, while a number of towns with over 10,000 inhabitants are looking into NPM quite intensively. NPM programs are being developed primarily in municipalities that are part of German-speaking Switzerland. Municipalities that offer a wide range of services considers new steering models, such as NPM, far more freequently than those with a narrower range. The financial situation has little influence on whether NPM is introduced
773	0	8	_tInternational Public Management Journal _g3, 2, p. 169-189 _d, 2000 _w
942			_cS
998			_a20030228 _bLucima _cLucimara
998			_a20060328 _b1435^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11750 _d11750
041			_aeng