Information Resources Management Expenditures in the States: A Case for Integrating Accounting and Budgeting Systems

A recent national study has found that states may be spending $20 billion on information resources management (IRM) in FY1989. The significant findings of the study regarding financial management are highlighted to show the dimensions of the IRM expenditures in the states. The second part of the paper examines how well the states' accounting systems are able to provide data on IRM expenditures for budgetary decisions. The article expands upon an important issue raised in the study's findings: the need for better integration of accounting and budgeting systems to improve management of information resources. An Information Object Classification Scheme, first suggested by the Commission on Federal Paperwork, is proposed as an important step in helping states improve their information resources management.     

生态脆弱区环境资源管理的制度与政策创新

生态脆弱区环境资源管理是区域可持续发展研究中的重大问题,是政府转变职能、进行宏观调控与管理的重要领域。环境资源具有公共物品的属性,只有通过政府的干预才能提高其效率。基于对生态脆弱区基本属性与环境特征以及环境资源公共物品属性的分析,从公众参与、绿色GDP、生态购买、配套政策、政府组织等几个主要方面论述了生态脆弱区环境资源管理的制度与政策创新。     

"Publics" Administration and the Ethics of Particularity

Ethical orientations that emphasize universal duties, ideals, and values are well known to public administrators. We pay attention to principle, policy, ideals, shared goals, and the provision of a variety of commonly held values, such as clean air and water, mosquito abatement, and public recreation. The word "public" often seems to be a synonym for "universal." However, this article explores particularity in ethics, especially as it applies to the life of the public servant. It identifies three distinct orientations that focus on the concrete—as opposed to the abstract—and it shows how the exceptional cases are not administrative problems; rather they provide a reality check for public administrators who suppose rules, plans, and programs to be their primary orientation toward the management of public concerns.     

Public finance management reforms in Somalia: a case study on Somalia's finance professionals

There is an unprecedented and pressing need for a major legislative public financial management reform in Somalia to bolster the technical and professional efforts of implementing a modern system of public financial management across the country. Currently, there is no independent auditing authority to enable citizens to access information on the use of public resources. However, the success of any reform depends on establishing strong public budgeting systems as well as developing strong public finance training programs and policy linkage on financial management policies and procedures.     

Charity,Philanthropy, Public Service,or Enterprise: What Are the Big Questions of Nonprofit Management Today?

"Nonprofit sector" issues, both in public discourse and pedagogy, are too narrowly cast as problems confronting public-serving nonprofits and grant-making foundations. Consisting also of membership organizations, educational institutions, and political pressure groups, the sector constitutes a major force in society which, in its interactive entirety, might better be termed a "social economy." This social economy both influences and is shaped by public administration, and it is now very much under public scrutiny. The author raises seminal questions that challenge the mission, management, and resources of this critical sector of society.     

Pessimism, Computer Failure, and Information Systems Development in the Public Sector

The majority of information systems developments are unsuccessful. The larger the development, the more likely it will be unsuccessful. Despite the persistence of this problem for decades and the expenditure of vast sums of money, computer failure has received surprisingly little attention in the public administration literature. This article outlines the problems of enthusiasm and the problems of control, as well as the overwhelming complexity, that make the failure of large developments almost inevitable. Rather than the positive view found in much of the public administration literature, the author suggests a pessimism when it comes to information systems development. Aims for information technology should be modest ones, and in many cases, the risks, uncertainties, and probability of failure mean that new investments in technology are not justified. The author argues for a public official as a recalcitrant, suspicious, and skeptical adopter of IT.     

Using Data to Manage for Performance at Public Universities

As performance‐oriented reforms have become more commonplace in recent years, questions about the factors that drive organizational adoption and use of performance systems for internal management are of central importance. This article uses data taken from a survey of presidents at public universities to advance our understanding about the use of data and performance management strategies within public organizations. The central research question is, why do public administrators choose to employ performance management strategies? In addition, the author also explores variation in the extent to which public universities use performance management strategies for three tasks that are central to public management: (1) strategic planning, (2) evaluating employees, and (3) interacting with external stakeholders. Findings indicate that public universities often use performance data to help manage, but many of the causal factors that lead to data use vary across management functions.     

The Emerging Federal Quasi Government: Issues of Management and Accountability

There has been a growing trend in the federal government toward reliance on organizations that commingle legal attributes of the government and private sectors. These hybrid organizations now constitute a quasi government that occasions both interest and concern by political leaders, practitioners, and scholars alike because these organizations touch the very heart of democratic governance: To whom are these hybrids accountable? How well is the public interest being protected against the interests of private parties? In this article, the author seeks to define the quasi government and place these hybrid entities into manageable categories from which legal and behavioral generalizations may be drawn. Are hybrid organizations a problem or a solution? Looking critically at this question, the author suggests the answer may depend in large measure on which of two management paradigms the reader accepts: the constitutionalist management paradigm or the entrepreneurial management paradigm, both of which are defined and discussed. The author concludes that the increasin reliance on hybrid organizations constitutes a threat not only to accountable management within the government, but to the fundamental values of democratic governance as well.     

We All Need Help: “Big Data” and the Mismeasure of Public Administration

Rapid advances in our ability to collect, analyze, and disseminate information are transforming public administration. This “big data” revolution presents opportunities for improving the management of public programs, but it also entails some risks. In addition to potentially magnifying well‐known problems with public sector performance management—particularly the problem of goal displacement—the widespread dissemination of administrative data and performance information increasingly enables external political actors to peer into and evaluate the administration of public programs. The latter trend is consequential because external actors may have little sense of the validity of performance metrics and little understanding of the policy priorities they capture. The author illustrates these potential problems using recent research on U.S. primary and secondary education and suggests that public administration scholars could help improve governance in the data‐rich future by informing the development and dissemination of organizational report cards that better capture the value that public agencies deliver.     

Managing Public Finance and Procurement in Fragile and Conflicted Settings

ABSTRACT

Successful transition from conflict and fragility hinges on the quality and legitimacy of public financial management (PFM) systems. This article shows that such systems develop asymmetrically in these settings. Formal aspects of modern systems are adopted, but a layered series of informal arrangements govern resource management. Analysis of data from Public Expenditure and Financial Accountability assessments of 101 countries explores aspects of this asymmetry and different explanations are considered for why elites seem to choose not to invest trust, resources, and capacity in making mainstream PFM systems functional. These explanations focus on the incentives created by three “public” resources: illicit flows, domestic revenues, and strategic or aid flows. Mainstream PFM systems are applied to a small part of these flows. The illustrative case of Cambodia shows how a layered system has emerged to govern such flows, undermining the influence of formal public finance management systems. The article offers suggestions to address these issues.     

Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness

Requirements for outcomes–based performance management are increasing performance–evaluation activities at all government levels. Research on public–sector performance management, however, points to problems in the design and management of these systems and questions their effectiveness as policy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance–management experiences of federal job–training programs to estimate the influence of public management and system–design factors on program outcomes and impacts. I assess whether relying on administrative data to measure program (rather than impacts) produces information that might misdirect program managers in their performance–management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organizational performance.     

For the Want of a Nail: The Interaction of Managerial Capacity and Human Resource Management on Organizational Performance

Human resource management and managerial capacity are well documented in the public management literature as integral management functions. The field has devoted attention to the importance of human resources, but it has yet to consider whether human resource management interacts with capacity in attaining organizational outcomes. Using a large‐N, multiyear data set of public organizations, this article seeks to rectify this gap in the literature. The findings validate scholarly arguments on the importance of public organizations’ need to manage human resources and capacity effectively, identifying just the right combination for performance gains. Empirical results encourage practitioners to consider the ways in which human resource management and capacity work together to influence performance but sometimes undermine each other in counterintuitive ways.     

Integration of Integrity Information into Performance Evaluation: The Impact on Korean Public Enterprises

ABSTRACT

This article analyzes Korean public enterprises that have integrated integrity information within their performance evaluations. Performance and integrity often tend to be separately managed because they are regarded as mutually exclusive. In the Korean case, some public enterprises had expected that the integration of performance and integrity management would not produce significant changes, mainly because of the lack of direct incentives and the light weight (3%) given to integrity in performance evaluation. However, this article shows a positive correlation between performance and integrity. Moreover, we can observe an improvement in integrity following the integration of integrity information into performance evaluation. Such a change was possible not only because of financial incentives, but also because of the increasing attention CEOs placed on integrity management, which made it easier for public enterprises to institutionalize their own ethical management policies. At the same time, competition amongst public enterprises over performance scores expedited the diffusion of innovative integrity policies.     

"Our Usable Past": A Historical Contextual Approach to Administrative Values

In responding to Professor Lynn's criticism that the field of public administration has been insufficiently attentive to law, this article offers an alternative perspective on the source of administrative legitimacy. Leonard White understood that public administration is shaped by its broader context. It does not assert its own values but, in an effort to maintain legitimacy, reflects the political and cultural values of its environment. In White's time, the extraordinary challenges that the state faced, and its subsequent transformation, demanded a management capacity that previously had not existed. While the role of law as a formal means of control is generally accepted, it must take its place with management and other administrative values in the exercise of legal discretionary behavior. Asserting law, or any other single administrative value, as dominant undercuts other values that act as sources of legitimacy.     

The management and administration of parastatal organizations for the promotion of indigenous enterprise: A West African Experience

Among the various functional types of public corporation and statutory authority, those concerned with the regulation and provision of economic opportunities and social amenities constitute one of the most interesting developments in West Africa's parastatal sector today. Taking as a case study the recent initiatives of the Ghana Government ta promote indigenous enterprise (which have had an important demonstration effect on neighbouring Nigeria), the article analyses the performance of parastatal organizations that have been instrumental in fulfilling public policy objectives in this area. It examines first the management objectives established by the guiding legislation, secondly the corresponding choice of organizational structure, and finally the ways in which parastatal managers therein endeavour to implement the tasks of redistributing opportunities between foreign and indigenous private enterprise. Particular emphasis is placed on the innovative roles played by public officials and their organizations in mediating between government and the two segments of the private sector (foreign and indigenous). This includes especially the organization for disinvestment and the management of access to opportunities thereby created: identification of affected business and evaluation of their assets, provision of information for applicants, determination of rules of eligibility for the channelling of demand, supervision of purchase, transfer of management and labour relations during the period of negotiation and transfer. Finally, the article considers the effectiveness of resources use by recipients of enterprises, including patterns of distribution amongst the latter, in order to determine the impact of parastatal organization procedures on policy outcomes.     

Core Concepts and Key Ideas for Understanding Public Sector Organizational Networks: Using Research to Inform Scholarship and Practice

This article provides an overview of the key research findings and core concepts on the topic of organizational networks. The primary focus is on goal‐directed “whole” service delivery networks, which are prevalent in the public and nonprofit sectors. The findings and ideas presented are especially salient for helping public managers build, maintain, operate, and govern multiorganizational networks in ways that will enhance their effectiveness. Because research and theory on networks extend well beyond the boundaries of public management and administration, the authors draw on thinking from a number of fields, providing a broad understanding of public networks and network functioning. The article is intended to provide usable information on networks for both practitioners and students, as well as to suggest directions for future research for the many public management scholars who now study organizational networks.     

Effectiveness: the next frontier in New Zealand

Central agencies face a critical test on how to approach the resolution of issues and problems related to improving the New Zealand public sector management systems from the author’s perspective. A decade has passed since the legislative changes were approved that initiated major financial management reform, and much of the initial reform energy has faded. It is time to assess what has and has not been achieved, and to search for ways to continue to move forward. There is a sense of anticipation, as well as some apprehension, across the New Zealand public sector, particularly in light of the election of a new Government. As New Zealand moves into a new phase of reform, one of the key challenges is to take advantage of what has already been achieved. New Zealand has one of the world’s leading public sector management systems, and should take advantage of that foundation. The key issue focused on in this article is effectiveness. A critical part of raising effectiveness is enhancing information. Better information is needed on outcomes, and it should be packaged in more accessible and relevant ways. More disciplined evaluation of the effectiveness of what is done is necessary. Systems that encourage public servants to raise their horizons should be improved or put in place. Managers who understand what they are doing and why are critical to reform success. Purchase agreements—or output agreements—will play a pivotal role, but they need to be improved. A fresh approach to output specification to better accommodate the range of output relationships that exist is required. Central agencies can facilitate customization of output specifications by being clearer about the basic output framework, and more flexible about how that framework is applied. Outcome measures should be refined and used along with outputs where feasible. Better ways must be found for managing problems of inter-agency coordination. Technology offers a new set of tools, but IT facilitates rather than creates effective relationships. Other coordination mechanisms that help agencies to communicate and to make trade-offs must evolve. New Zealand can move into a new phase of building a “world’s best” public sector. The public sector has an appetite for action at the moment, and a willingness to debate the issues. How this potential will be used is, to a great extent, the critical issue faced by the new Government.     

Incremental Thinking: "Toward a Theory of Budgeting"

Editor's Note: V.O. Key's article bemoaning "The Lack of a Budgetary Theory" was reprinted in the previous issue of Public Budgeting & Finance. The problems identified by Key are normative; they go to the basic values arid purposes of society and, hence, cannot be resolved by budgetary solutions alone. But a dozen years after Key wrote, Verne Lewis sought to anchor a theory of budgeting in marginal analysis, His article, printed here by permission of the American Society for Public Administration, first appeared in the Public Administration Review in 1952, Rather than seeking a full-blown political philosophy. Lewis thought that budgetary choice could be rationalized at the margins, by comparing the marginal costs and benefits of competing claims on public resources, While his hopes for a theory of budgeting have not been fulfilled, Lewis laid the groundwork for forms of marginal analysis introduced by PPB and ZBB in later decades. Indeed, there is a remarkable affinity between the budgetary structure proposed by Lewis and the one used by zero-base budgeting in the 1970s.     

Nancy Alfaro as an Exemplary Collaborative Public Manager: How Customer Service Was Aligned with Customer Needs

Nancy Alfaro is the quintessential practitioner of collaborative public management. More than that, she is a collaborative public manager focused on delivering customer service. Finding herself in the midst of a flurry of activity when San Francisco mayor Gavin Newsom suddenly ordered her to allow same-sex marriages in 2004, she pulled together the resources to perform more than 1,000 weddings in three days. Now, as director of San Francisco's 311 Customer Service Center, Alfaro oversees an operation that has reduced the number of telephone numbers residents may need to call for information and nonemergency services from 2,300 to just one. How Ms. Alfaro accomplished these remarkable tasks can be the source of fruitful lessons for other public officials.     

Policy planning and management dialogue with countries in transition

The economic and social transformation of the socialist state is a central concern of public policy planning. This article discusses three aspects of this challenge: the growth of policy interventions in the welfare state; modalities of public policies; and the organization of public policy planning. Modernization of public management in the west underscores the respective rationalities of state and market. The modern welfare state is now under financial pressure, cutbacks proceed and privatization and deregulation take hold. The author appraises these trends and their implications for countries in transition. Emphasis is placed on the need to demarcate public and private whilst at the same time building in social protection through public participation in policy planning.