Since 2005, the BRABO programme has been part of the province of Antwerp's general intention to move towards an objective‐oriented organisation. With this quality programme, the organisation intends to base its policy on an administrative agreement and a policy programme. BRABO represents the first step towards defining strategic and operational objectives in line with existing policy directives. The programme, and the corresponding communication and change management, gradually created a certain culture in terms of policy reporting and adjustments. This paper aims to investigate this issue.
Attention is paid to the objectives, the most important achievements of the subprojects. Furthermore, the BRABO case demonstrates the added value of the project approach and change management methodology used. Finally, important issues that were encountered are discussed, as well as lessons learned.
The paper finds that a change in culture is a gradual process. It requires a major commitment of the (top) management. The top management should demonstrate what the additional value of the policy cycle is (for example, by effectively identifying and steering agenda based on issues).
At this moment, the structure, the conceptual model and the methodology of the policy and financial cycle are well integrated within the province. A major challenge for the province of Antwerp is to strengthen this culture further and make sure that the policy and financial cycle are fully integrated into the regular activities of the province at all levels.
