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«Comparing to Improve, or Simply to Assert? A Case Study of the Application of the Benchmarking Theory within the Public Sector Lii Lindgren Wictor ...»

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She has previously been working in the private sector as an investigator and statistical strategist for five years, and as a controller combined with statistical strategist for six years.


Dan Näsman, former CFO Dan Näsman is the former CFO of the municipality of Tyresö, and retired during 2013. He was a part of the start-up of Network Södertörn, and has since then been an active participant for approximately 18-19 years. He contains an academic background within economics. Previous employments constitute of working as the CEO of Väg- och Baninvest AB, the CFO of former Vägverket, audit director at the Swedish National Audit Office, and departmental secretary for the ministry of industry.

Marika Lyman, Official Marika Lyman works as an investigator in the municipality of Tyresö, and has been part of the network for two years. She is participating in the workgroup for elementary school and preschool. Marika has a degree of Master in Political Science. Her current work tasks include comprising statistical data, to council related assignments and business intelligence and more.

Previous employment comprise of working as an investigator within the healthcare services at the county council of Stockholm.

Appendix IV: Interview Guide for the Semi-Structured Interviews

1. Background of the Respondents  What position do you have within the municipality?

 In short, what are your main work tasks?

 What is your academic background?

 What are your previous employments?

 How long have you participated in the network?

 In which different areas are you participating?

2. Themes and its Respectively Main Questions  Structure and building blocks of Network Södertörn  Intermediation of information  Evaluation and implementation Structure and Building Blocks of Network Södertörn  How is the network structured?

 Who is participating in the network, i.e. which different levels are involved?

 How is the participants selected to be a part of the network?

 Does the participants have an understanding of why this work is conducted?

 To what degree are the different managers involved in the undertaken work?

 In what purpose is the undertaken work conducted?

 Who are the target group of the conducted work?

 How is decisions made regarding which operational areas to appoint?

 How is the addressed KPIs selected?

 How much influence do you have on the information to be gathered and presented?

 How is the KPIs attained?

 How much time is invested in attaining the KPIs?

- Is the time provided enough?

 How is the work continued once the information from the KPIs has been attained?

 Do you experience that there is too many KPIs too measure?

- If so, what do you believe is needed to improve that area?

 How is the analysis process of the KPIs carried out?

 Do you believe that the time exists to analyze?

- In what regards?

 How is the distribution of time divided between attaining the KPIs and analyzing the findings?

Intermediation of Information  How is the communication between the municipalities carried out?

 To what extent is information regarding the network communicated to;

- employees within the municipality not directly involved in the network?

- upper management, i.e. City Councils etcetera?

- others outside of the municipality?

 Competition is less evident in the public sector, is this something that is utilized, in terms of enhanced abilities to communicate?

 If a municipality has performed better in a certain area, do they assist other municipalities with information regarding their work?

- How is this carried out?

 To what extent do you contact other municipalities in order to further scrutinize their processes and aspects they perform well?

 To what extent do you experience that information is ‘lost down to road’, due to the fact that multiple levels within the municipalities are involved?

Evaluation and Implementation  What do you experience is creating value for the municipalities as it comes to the network?

 Do you believe that the work amount invested equals the perceived value?

 Have the work within the network developed and received more attention over the years?

- If so, in what regards?

 Do you experience that the network has developed the municipalities to become more effective and efficient?

- If so, in what regards?

 What deficiencies do you experience are evident in the network?

 How are the KPIs used after they have been attained?

 Do you experience, and in what regards, that the KPIs provide a base for decision-making?

 Do you consider the KPIs to be reliable?

- If so, in what regards?

 In what regard do the selected KPIs provide the most value?

 Is it possible to implement actions of change if good examples are received?

- In what way is this carried out?

 How does the participants proceed after the conference day?

 Is it possible to implement actions of change if good examples are received?

- In what way is this carried out?

3. Additional Essential Questions that was added as the Interviews Proceeded General  How is the conference day structured?

 In what regards, does the fact that the participants performs this in addition to their original tasks, impact the involvement and engagement?

 What does the politicians do with the information received from the KPIs?

 In what ways might time restriction impact the quality of the work undertaken?

 In what ways can the structure of the network be enhanced?

 Do you believe the guidance from managers needs to evolve?

- If so, in what regards?

 Do you experience that the work could be improved if the participants where more involved and engaged?

- In what regards?

 Do you believe that the managers need to be more involved than what they are at the current situation?

 Do you believe that a wider communication of the work would enhance the quality of the work?

- If so, in what regards?

 How can the fact, that this sometimes is perceived as a task of measuring for the measuring sake, be avoided?

 What are the reasons for that the analysis phase is not conducted as thoroughly as needed?

 Can the work be improved if more time and attention was directed to the analysis of the KPIs?

Specifically Directed Towards the CFOs  Do you meet the different administrative managers, to discuss the work undertaken?

- If so, how is this carried out?

 How much pressure is received from above, i.e. from City Council, politicians’ etcetera?

 Who are responsible for the creation and updating of the project directive?

 What is considered when producing the project directive?

 How is the project directive communicated to everyone in the workgroups?

 Others in the municipalities?

 How is the project directive evaluated?

Appendix V: Coding Scheme

–  –  –

Appendix VII: Assignments City Council The city council in each municipality is the principal and determines the project directive Municipal Director The municipal director determines which administrative manager that is responsible for the municipality’s participation in respectively work group, and further monitors that the municipalities’ different operational areas participate in the work in accordance to the project directive. The conducted work should be reported regularly to the municipal directors within Södertörn.

Administrative Manager In the municipality, which is responsible for the work within a certain operational area, it is the administrative manager that is in charge of the following aspects

- Convene equal managers in the other municipalities to determine the direction of the work, in order to monitor how the work proceeds.

- Ensure that the work is carried out and developed in accordance to the aim of the project directive.

- Select a convener and other participants within the municipality. The convener shall plan and host the meetings and distribute the work tasks.

- Actively monitor the work and report to the municipal director and the CFO regarding how the work proceeds.

- Make sure that the report is produced and presented at the conference day.

CFO In all municipalities the CFO should monitor the work and have a coordinating role. The CFO of the municipality who has the responsibility for the conference day shall plan and make sure that the day is conducted, and further host reconciliation before the day with CFOs, administrative managers and conveners.

Stockholm University School of Business 106 91 Stockholm Telephone: +46 (0)8 16 20 00

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