Outsourcing and strategy in Spanish town halls: a field study

Purpose – This study seeks to analyse the links between strategies, structures and processes in the case of the largest Spanish town halls, using the Miles and Snow's models about organisational strategies, and asking the following questions: “What is the situation of municipal services' outsourcing in the largest Spanish town halls?”; “Do Spanish town halls follow the strategies suggested in Miles and Snow's model?”; and “Is there a relationship between the strategic position adopted by town halls and their stance on outsourcing?”. Design/methodology/approach – In order to achieve these aims a questionnaire was administered to the human resource managers in the town halls of the largest Spanish cities. Findings – The paper finds that outsourcing is a complement, which seeks to improve the services delivered, and local institutions do not resort to it due to a lack of internal resources but as a way to complement their own capabilities. Originality/value – The paper has identified three distinct strategic profiles in the town halls interviewed which coincide with the profiles that Miles and Snow call prospective, defensive and reactive strategies. It reveals that town halls which outsource to a greater extent are the ones which identify more with the prospective or reactive strategy, whereas those which outsource less are closer to the defensive strategy.

Relationships with citizens in public management: a study at the largest Spanish Town Halls

This paper provides an analysis of the relationships existing between citizen participation and satisfaction levels within the framework of Spanish local administrations, additionally paying attention to the links between organisational size and the said participation and satisfaction levels. The results of a survey questionnaire answered by 388 Human Resources (HR) managers from the largest Spanish Town Halls were examined for these purposes. A claim is made both to increase the degree of citizen participation in public decision-making and to ensure the delivery of efficient and effective public services that can really meet citizens’ needs in Spanish town Halls.

La gestión de la innovación en la administración local: algunos resultados empíricos

La introducción de innovaciones ha sido una herramienta básica que los gobiernos de distintos países y administraciones han usado para mejorar los servicios públicos. Las presiones financieras, los controles burocráticos y las demandas de mejores servicios por parte de los ciudadanos hacen a la vez difícil y, por otra parte, necesaria a la innovación, como la única vía de responder eficientemente a las demandas ciudadanas. En el presente trabajo analizamos el nivel de implantación de innovaciones en los ayuntamientos españoles así como qué tipo de innovaciones son más comúnmente utilizadas. Además contrastamos la relación entre el comportamiento innovador y el tamaño organizativo. Por otra parte, puesto que las innovaciones deben darse no cómo un fenómeno aislado, sino como parte de la estrategia corporativa, contrastaremos el comportamiento innovador de los ayuntamientos analizados con sus tipologías o perfiles estratégicos.

Participación y satisfacción del ciudadano en la gestión pública: un estudio en el ámbito de la administración local

En el presente trabajo se analizan las relaciones entre participación y satisfacción de los ciudadanos en el ámbito de las administraciones locales españolas, también estudiaremos la relación entre el tamaño organizacional y los niveles de participación y satisfacción. Para ello analizaremos los resultados de una encuesta a la que respondieron 388 responsables de Recursos Humanos de los mayores ayuntamientos españoles. La fundamentación de este trabajo parte del cambio de paradigma que se ha dado en los últimos años en el ámbito de la gestión pública hacia el New Public Management o Nueva Gestión Pública. Este paradigma supone, entre otras cosas, una nueva forma de relación de las administraciones públicas con los ciudadanos, en la cuál el papel pasivo del mismo, como receptor de servicios en una situación de subordinación, pase a un papel más activo, en una situación de mayor igualdad. En este sentido se reclama una mayor participación de los ciudadanos en las decisiones públicas y que se presten unos servicios públicos que satisfagan las necesidades de los ciudadanos.

Innovation in public services: the case of Spanish local government

The present paper aims to determine the level of implementation of innovations in Spanish local government as well as to identify which types of innovations are most common. The paper also considers the link between innovative behavior and organizational size. However, since innovations cannot occur as isolated phenomena but rather as a part of corporate strategy, the study compares the innovative behavior of the local governments analyzed with their typologies or strategic profiles. In order to achieve the aforementioned aims, the paper uses a survey of the Human Resource Managers of Town Halls in the largest Spanish municipalities. The results of this survey show that the most frequent innovations in the local governments analyzed are collaborative; the largest town halls show more propensities to innovate and they focus on external relationships which are collaborative and on the basis on Information and Communication Technologies. The study reconfirms that town halls with a prospective profile are the most innovative.

Rehabilitating, repairing and restoring against demolishing, tearing down and destroying: the recovery of the military fort for the Santa Pola town museum

This communication develops the process of interventions of the Renaissance fortress of a new plant built in 1554–57 in Santa Pola. It is one of the earliest examples built with reference to military architecture theoretical treaties (XV–XVI) and best preserved. The study runs its own story from its initial military use, through the use of civil equipment until the final cultural and Museum Center. First, the project of Italian origin is examined and its use as barracks for troops for a duration of three centuries (1557–1850), pointing out the architectural constants of war machinery in a defense position and its origin as a rainwater collector and cistern: a perfect square with two bastions in which a plan of the uprising is preserved (1778). Secondly, we study the changes in the mentioned architecture throughout a century and a half (1850–1990) after its change of ownership (from the state to the municipality), and as a result of the new use as a city hall and public endowment: a market and health and leisure centre, which meant the demolition of defensive elements and the opening up to the outside of the inner parade ground. And thirdly, the new transfer of the municipal offices brings in the beginning of a project of transformations (1990–2015) that retrieves the demolished elements at the same time as it assigns the entire fort for a cultural centre: exhibition, research and history museum, promoting the identity between the citizens and the building which stands in the foundations of their city. The conclusions take us through an interesting route that goes from the approach of defensive tactics, its use as administrative headquarters to the current cultural policy of preservation. In addition, all the known plans of the fort are recovered (of military, civil and cultural use), some unpublished, as well as the project of the North wing that has guided the last operation and which has been set as a pattern of reference.