In molti studi teorici e pratici, il livello del potenziale miglioramento del settore pubblico, che può essere stimolato attraverso il cambiamento di regole e comportamenti, è molto frequentemente sottostimato. Il presente contributo ha lo scopo di mostrare che le regole sono alla base del processo di cambiamento, ma le persone sono l’elemento essenziale e il driver per il miglioramento. Si prende in considerazione il caso della programmazione degli investimenti pubblici afferenti al Fondo per le aree sottoutilizzate (FAS). Le nuove regole, introdotte nel 2002, in tema di programmazione delle risorse del Fondo, hanno non solo provocato modifiche nelle procedure della programmazione, ma hanno anche introdotto, attraverso un processo di apprendimento, un nuovo modo di concepire l’investimento sensibilizzando le persone che gestiscono il FAS a condividere logiche innovative.
In general, since substantial change in the public sector is thought to be rather diffi cult to achieve, potential improvement is often underestimated. This paper aims at showing that in the public sector the rules are the basis, but the people are the key actors in facing and managing the change. The paper deals with the introduction of new rules in planning public investments for underdeveloped areas in Italy and analyses how the main actors involved, Italian Regions, have implemented the change through a three-year period learning process. In the specifi c case considered, new rules have caused two main consequences: fi rst they have modifi ed procedures, time and requirements necessary to realize the investment; second, they have made people change behaviour and, to a greater extent, share new ideas.
In general, since substantial change in the public sector is thought to be rather diffi cult to achieve, potential improvement is often underestimated. This paper aims at showing that in the public sector the rules are the basis, but the people are the key actors in facing and managing the change. The paper deals with the introduction of new rules in planning public investments for underdeveloped areas in Italy and analyses how the main actors involved, Italian Regions, have implemented the change through a three-year period learning process. In the specifi c case considered, new rules have caused two main consequences: fi rst they have modifi ed procedures, time and requirements necessary to realize the investment; second, they have made people change behaviour and, to a greater extent, share new ideas.
