In a crisis, cooperation between administrative branches is emphasised between the competent ministries and authorities. Also the chain of command must be clear. As the security environment has changed significantly over the past few years crisis management steering structures and preparedness must be in order. Finland has several government-level strategies, which relationship between each other is unclear. There is also uncertainty about the crisis resilience of the legislation. Finnish democracy is based on the rule of law and Good governance should also be followed in a crisis situation. This study shows that in the current situation it is not completely possible, because we have uncertainties in crisis and preparedness management in Finland. The challenges are caused by ineffective strategies, unclear mandates in management and a lack of real cross-administrative and cross-sectoral coordination in preparedness. Fortunately, the views of politicians and civil servants on security issues coincide, which enhance cooperation in crises.

The covid-19 pandemic was the greatest crisis faced humanity during the last century. A crisis that had a significant negative impact beyond the public health, on the society, the economy, and the public administration, with the national administrative systems standing at the forefront of confronting and eliminating Covid -19 negative impact and protecting citizens’ life. National administrative systems’ response to covid-19 pandemic, based on the performance and the resilience of their agencies’ strategy and management patterns, to continue provide their services and covering citizens needs. In this context, the purpose of the research is to analyze, and comparative evaluate the performance and the resilience of the management strategies and patterns of Greek public administration during the Covid -19 pandemic and its aftermath. Research’s results are based on a national level survey of 25 representative public organizations in Greece, that they were evaluated using mixed methods of analysis regarding the performance and the resilience of their adopted management and innovation strategies during the Covid – 19 crisis and at the aftermath of the pandemic. Furthermore, research focuses on the analysis of the Greek experience on public sector strategic management resilience, comparative to international experience models and patterns of response, to identify different and common implementation patterns and analyze strategic management models performance in times of crisis.

The construction of a long-term national vision and planning must be a collaborative work between the public sector and the private sector broadly defined with the participation of society as a whole. In this sense, government efforts to build collaborative processes and institutions promote effective design of the national long-term vision and planning. Analyzing data from the Inter-American region and Europe, evidence shows that the effective implementation of a long-term national vision and planning impact on State performance in the Human Development Index (HDI). Moreover, the analysis reveals that HDI performance results are due to strong political influence in the Reform and Modernization programs of countries. The author recommends innovative strategies and mechanisms in public administration for positive and increasing HDI results

This study examines how the municipal government and all stakeholders interconnect, play their roles, and improve sustainable mobility policies in Palermo. This research is motivated by the efforts of the municipal government of Palermo which has designed and implemented a Sustainable Urban Mobility Plan (SUMP), including pedestrian areas and limited traffic zones. Strategic management is essential to achieve expected goals because sustainable mobility policies face challenges, such as setting local ordinances. Dynamic Performance Governance (DPG) is a tool that connects stakeholder approaches to strategic management through systems thinking in the local arena. A single case study was used to understand sustainable mobility policies in Palermo in depth. Interviews with officials of Palermo's municipal government and relevant stakeholders provided most of the data for this study. Additional data was obtained from various sources, such as mass media, social media and sustainable mobility documents. This research found that all resources consisting of local ordinance, patrol service, stakeholder complaint and beneficiary satisfaction have a closed causal loop in sustainable mobility policies. All relevant stakeholders are interrelated to sustainable mobility. In planning local ordinances, municipal government tends to accommodate various stakeholder interests. In patrol services, as an implementation process, municipal police serve beneficiaries with strategic action. Strategic implementation actions, internally, include increasing municipal police personnel, enhancing police skills, adding traffic cameras, and increasing traffic violation fines. Externally, increasing active citizenship through a call centre is the primary action. All the strategic actions can help to sustain sustainable mobility policies in Palermo.