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New management ideas aim to change the roles of local government politicians and administrators. The new ideas are poorly adjusted to the traditional role of councillors that was built on detailed knowledge and active participation in administrative practice. Leadership has now become even more full of contradictions; many demands are hard to reconcile. But, if any managers are good at handling complexity, it should be those in the local government sector. This article discusses, based on experiences from Sweden, how the complex interface between politics and administration is, or could be, handled by a dialogue between central actors. Adapted from the source document.

This cross-country comparison of administrative responses to the COVID-19 pandemic in France, Germany and Sweden is aimed at exploring how institutional contexts and administrative cultures have shaped strategies of problem-solving and governance modes during the pandemic, and to what extent the crisis has been used for opportunity management. The article shows that in France, the central government reacted determinedly and hierarchically, with tough containment measures. By contrast, the response in Germany was characterized by an initial bottom-up approach that gave way to remarkable federal unity in the further course of the crisis, followed again by a return to regional variance and local discretion. In Sweden, there was a continuation of 'normal governance' and a strategy of relying on voluntary compliance largely based on recommendations and less – as in Germany and France – on a strategy of imposing legally binding regulations. The comparative analysis also reveals that relevant stakeholders in all three countries have used the crisis as an opportunity for changes in the institutional settings and administrative procedures.Points for practitionersCOVID-19 has shown that national political and administrative standard operating procedures in preparation for crises are, at best, partially helpful. Notwithstanding the fact that dealing with the unpredictable is a necessary part of crisis management, a need to further improve the institutional preparedness for pandemic crises in all three countries examined here has also become clear. This should be done particularly by way of shifting resources to the health and care sectors, strengthening the decentralized management of health emergencies, stocking and/or self-producing protection material, assessing the effects of crisis measures, and opening the scientific discourse to broader arenas of experts.

In this report, we draw several background pictures and discuss a number of scenarios around the challenges of the local government sector in Sweden. The ambition is to raise questions, but also to question certain accepted notions of the local government mission in Sweden. There are no easy answers on the challenges and consequences needed and there is a great need of more research in the field that both can stimulate with new angles and work as a relevant basis for decision-making. The report begins with a description of the demographic development that affects the sector from several important aspects such as investment needs, skills supply and revenue and cost development. Then there is a discussion on how the spread in conditions between local government organizations may affect equality and how these conditions can build a sustainable future local government structure.The sector has its own opportunities to meet future challenges through efficiencies. A lot of work is needed concerning management, governance and organization. The last chapter compiles several issues that requires further research.