International Public Management Review
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Comparative Perspectives on Third Generation Reform: Realignment and Misalignment in Central Asian Reform Programs
Full text linkMore than decade after initiating some of the most ambitious administrative reform programs ever attempted, the post-communist governments of the former Soviet Union have established widely different records of success in their efforts. While restructuring has taken place in all the post-communist countries, the original objectives and expectations have varied considerably. Several of the post-communist countries are now entering the third generation of structural realignment. Others, however, have produced conditions in which movement from the second to the third phase of reform has become highly problematic. This article analyzes comparatively the experience of reform in two post communist states, Kazakhstan and Uzbekistan, in terms of the sequencing, mechanisms, experience and results of reform efforts. The analysis focuses on government performance in structural reform. Based on the analysis, the authors propose strategic objectives for the international community’s efforts to facilitate structural correctives oriented toward third generation reform
Defense Acquisition and Budgeting: Investigating the Adequacy of Linkage Between Systems
Full text linkIn this article we assess evidence and test the hypothesis that the complicated architecture and processes of national defense planning, programming, budgeting and execution and the defense acquisition decision system produce system linkage weaknesses that lead to unintended and negative consequences for defense acquisition and procurement. The purpose of this article is to identify key points of linkage weakness and failure between DOD financial management and acquisition decision systems, and then suggest how reengineering and realignment might be approached to resolve some of these problems. We first describe the key components of the defense planning, program, budgeting and execution system (PPBES) decision process. We then provide an analysis of recent changes to PPBES. Next, we describe the defense acquisition system (DAS) in detail. Then, relying on independent assessment of system relationships and data gathered from interviews with system participants, we identify systems linkages and areas of misalignment between the PPBES and the DAS. Finally, we provide conclusions with respect to our hypothesis and analysis of consequent key problems and issues to be addressed by top level DOD leadership
Symposium on Public Management Reform and E-Government
Full text linkAmong the issues debated presently by public management scholars and practitioners is whether the wave of New Public Management-oriented reform in nations around the world has passed the crest and is now in decline. It is difficult to generalize across nations and within nation states on this issue because the evidence is mixed. Alternative arguments are made by participants in this symposium to the effect that NPM (a) is in decline, (b) is still on the rise, (c) has entered the phase of implementation, which takes much longer and is more difficult to evaluate. Proponents of the third view indicate that the phase of political rhetoric and initial NPM program development is over in most contexts. Emphasis is now placed upon attempting to making changes instituted in the past decade work as intended to deliver results to meet the expectations articulated widely at the beginning of the reform era. Other issues related to why NPM developed as it has, and how it has been put into practice are articulated by participants in this dialogue. One issue given particular attention is the role and impact of e-government as a complement to or an integral part of NPM
Public Management for the New Millennium: Developing Relevant and Integrated Professional Curricula
Full text linkThe world in which public managers function is rapidly changing and vastly different from that contemplated by the early intellectual stalwarts of public administration. Public agencies are expected to collaborate with each other, with nonprofit organizations and with citizen groups and to use modern technology strategically to manage and deliver services. They are under powerful pressures to use resources efficiently as markets and quasi-markets influenced by global forces play a much greater role in structuring service delivery. Within this context public agencies must manage human resources accordingly, yet also humanely and legally
Public-Private Partnerships in Scandinavia
Full text linkIf public-private partnerships are here to stay, how are they brought to use by governments and can we learn anything from the scant experience with such partnerships so far? This article addresses this question and others by examining the experience with public-private partnerships in Scandinavia. Scandinavia has a long tradition of preferring cooperative arrangements and forging consensus between different organizational types. In recent years, reforms have mostly concentrated on reforms within the public sector itself. However, there has been a pressure by the governments to establish more close contact with private sector providers (PPP). One obvious way for Scandinavian governments would then be to pursue establishing PPPs as the main form of cooperation with the private sector
The Rebranding of City Places: An International Comparative Investigation
Full text linkAn urban regeneration program that changes fundamentally the character of a district typically involves the rebranding of the area concerned. This may be highly controversial because the redevelopment might result in the importation of financially well off residents, business infrastructures, and cultural and leisure facilities more suited to better off people than to poorer pre-existing inhabitants (who might be driven out by rising property prices and rents). This article presents the results of an investigation into the place rebranding processes of nine urban regeneration units in three countries: Britain, Denmark and the USA. The study examined, inter alia, the organization of rebranding activities, how basic decisions regarding a place’s new brand identity were taken, whether integrated marketing communications were employed, consultation procedures, and the major problems that arose. A remarkable degree of consistency across the nine units' vis-à-vis the approaches towards and methods used for place rebranding was observed. Common problems seemingly invoked similar responses
Managing Partnership Relations and Contractual Performance in the Operating Phase of Public Private Partnership: Interview Findings
Full text linkThe public partner has a governance responsibility in the operational phase of Public Private Partnership projects. It must ensure that contracted services provided by private consortia are delivered and that specified delivery standards are met. The public partner thus has to manage the relationship with, and the performance of, its private partner. Literature review is used to identify operational issues relating to partnership and performance management. These are then explored through interviews with 34 senior public and private partner industry representatives from Australia and the United Kingdom. Partnership issues relate to: organisational culture; management commitment and support; employee capability and expertise; and conflict management. For performance management, the relevant issues are: key performance indicator modification; contract variation; and penalties and abatements. The interview findings show that effective management of these issues by the public partner will increase the likelihood that intended Value-for-Money outcomes are achieved in Public Private Partnership
