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Public Management Improvement

The Gordon’s Boynton Public Management Improvement (BPMI), What Lessons Can Be Learned from the city’s past mistakes?


Establishing the conditions for improving the measures to be adopted for improvements depends on the Boynton Beach government's ability to anticipate the needs of the city’s improvements.


Currently, most Boynton Beach public management improvements are not carried out based on anticipating needs but rather in response to crises that arise when those needs are not met (but also in response to unpredictable events). The city government faces the challenge of moving from opportunistic improvements to strategic improvements. Strategic improvements require a clear vision, gaining public buy-in, and planning the steps and tactics to achieve results. The implementation of strategic improvements also involves communicating clearly the vision of a Better Boynton Beach and expected results to stakeholders and the public at large, in order to make them Vision Partners.

A shared vision creates unity between political leaders, senior government officials, front-line employees, and the general public. It also provides a guideline for the choice of objectives, the definition of the strategies to achieve them, as well as the assessment and measurement of results.


To formulate a shared vision, the city governments must learn to consult stakeholders and build consensus on many and varied visions. Consultation is not an easy task. The city government must win support for the change from other decision-making centers – and in particular political leaders – and work with them to establish a program of public action, based on a wide range of interests. The city government must also teach its citizens what is at stake in the change. The public is interested in the results and not limited to the improvement process. To gain public support, it is not only necessary to choose a program of action that is holding its attention, but also convincing the public that the city government's actions will have positive effects. Each district must have its own institutional models that allow it to lead its own respective improvements. The more decentralized the system, the more critical it is to have both formal and informal communication channels to maintain coherence in the city improvement process.


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