In this article we use two immigrant projects to identify similarities and consequences in order to discuss and analyse outwarding collaborative projects in human service organizations as a tool for change. The heavy use of projects in a slimmed public sector originates from projects’ contradictory promises of flexibility and effectiveness in the New Public Management context. Usually projects are used as a way to get more resources to long-term needs but are seldom implemented as planned in the regular organisation. Seemingly politicians, management and civil servants preferred are focusing on the positive side of projects as means to legitimate the organizations and to bring change by targeting and steering activities. However, they tend to overlook the negative consequences from projects. Citizens and participants experience frustration and distrust. The long-term development in organizations is scarce. Projects are seldom implemented meanwhile as the problems the projects were expected to target still are remaining or even are increasing.
|Tidskrift||Kommunal ekonomi och politik|
|Status||Publicerad - 2009|
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