Public Budget Choices and Private Willingness to Pay

Efficient allocation of public funds depends upon good information about citizens' values. The purpose of this paper is to demonstrate how citizens' values can be obtained by eliciting marginal willingness to tradeoff (MWTTO) ratios for public spending categories and linking these ratios to individual, private willingness to pay. The link enables estimation of the willingness to pay for an expansion to any of the budget categories based on the elicited willingness to pay and the marginal willingness to tradeoff ratios. Tradeoff ratios and willingness to pay are estimated for public budget categories in Kentucky based on a representative sample surveyed by mail and the web in 2007. Estimates show that individuals are willing to pay the most for an expansion to educational services, followed by health care.     

Evaluating the Evaluation Strategy as an Instrument for Budgetary Control

This article reports recent research undertaken on the contribution of program evaluation to that part of the budget process for which the Australian public service has carriage. It examines the degree of success which the Labor government's evaluation strategy attained in serving budget agency information purposes. The research is not conclusive, only indicative. Based on two sets of evidence — interviews with officers in the Department of Finance¹ and an analysis of survey results on the use of evaluation in the budget — it contends the evaluation strategy has had only a marginal impact on central budgetary processes. By documenting changes in the approaches of budget officials the article reports the impact of program evaluation on the core function of Finance — the provision of policy advice relating to the expenditure priorities of government.     

Performance Measurement and Budget Balancing: State Government Perspective

This research assesses the perspectives of budget officers and agency personnel in state governments about performance measurement applicability for budgeting purposes. Results show that both perspectives consider performance measurement use effective for improving communication, increasing awareness about results, improving service quality, and changing strategies to reach certain results. Then again, the use of performance information is not found as effective, often not at all, for cost or program cutting, or for changing spending levels. This suggests that while today's governors might need to temper their expectations regarding the usefulness of performance initiatives to support budget balancing in the short run, they should remain steadfast in promoting performance measurement applicability for the long-term benefits recognized by both budgeters and agency staff.     

Hungry for Information: Public Attitudes Toward Food Nanotechnology and Labeling

What people think about food nanotechnology (nanofood) is under‐explored in the United States, especially outside of quantitative surveys. As such, we set out to examine public attitudes toward food nanotechnology in conversational, focus group settings in order to identify policy options for nanofood governance, and in particular, options for labeling. Through analysis of focus groups in six U.S. locations, we found that the vast majority of the participants wanted nanotechnology labels for all types of food products, and most were willing to pay a premium for labeling. Participants cited abilities to choose and avoid potential risk as the main purposes of nanofood labels. However, they recognized that labels alone do not provide much meaning and that information concerning food nanotechnology products needs to be sought and supplied beyond the label to enable informed choices. Additionally, willingness‐to‐use and risk–benefit perceptions varied according to the position and intended functions of the nanomaterials in food products.     

A Profile of Discontinuity between Citizen Demand and Willingness to Pay Taxes: Comprehensive Planning for Park and Recreation Investment

Growing alienation between citizens and government represents an important challenge to democracy. Resistance to taxation is one of the manifestations of this alienation. The issue is further complicated by citizen demands that exceed their willingness to pay taxes, referred to here as tax-demand discontinuity. This article uses a survey of over 700 citizens designed to provide an information foundation for comprehensive park and recreation planning to test for and profile tax-demand discontinuity. Using combined scores on summated measures of willingness to pay taxes and demand for public investment, citizens are typologically classified into nine groups that are then consolidated under three classifications of tax-demand discontinuity. Citizen-assignments include traditionalists, or those with continuity or balance between willingness to pay taxes and demand; philanthropists, those who are willing to pay taxes in excess of demand; and free-riders, citizens with demands that exceed willingness to pay taxes. Differences in assessments of local government performance are examined in relationship to tax-demand discontinuity classifications indicating that productivity alone will not resolve issues of tax-demand discontinuity. The results indicate differences in citizen subpopulations in tax-demand discontinuity.     

Fiscal Responses to COVID-19: Evidence from Local Governments and Nonprofits

The rate of expansion and the breadth of COVID-19 caught the world by surprise. From the perspective of nonprofit and public entities responsible for service provision, this pandemic is also unprecedented. The authors offer a RISE framework for navigating the fiscal effects of COVID-19 and rely on recent surveys to assess the response strategies of local governments and nonprofit organizations. They find that many nonprofits were hit fastest and hardest by the pandemic and that local governments are, essentially, trying to figure out their financial condition moving into the next budget cycle.     

Factors Explaining Public Participation in the Central Government Budget Process

This paper attempts to examine which factors explain public participation in the budget process in an international comparative approach. In particular, we investigate which socioeconomic, institutional, and political factors promote public engagement in the central government budget process. Using a sample of 93 countries, our results indicate that Internet penetration, population diversity, governmental financial situation, and budget transparency determine opportunities for public engagement in the central government budget process. In addition, we show that not only budget transparency promotes public participation but also public participation is necessary to enhance budget transparency.     

Homogeneous National Management Policies or Autonomous Choices by Administrative Units? Inter- and Intra-Country Management Tools Use Variations in European Central Government Administrations

ABSTRACT

This article presents an original research on the use of management tools in central government departments and agencies in 16 European countries. It is based on a survey conducted among senior managers (n?=?5,998). The analysis shows that the use of management tools results from a combination of top-down implementation of a list of management tools at the national level, combined with a bottom-up independent selection of tools by administrative units. The variation in management tool use depends on the type of tool. While the uses of a HRM tool, such as performance-related pay, or a financial tool, such as risk management, are heavily influenced by national public management policies, service quality-type tools, such as user surveys or quality management systems, tend to be chosen in a more autonomous manner by different administrative units, especially agencies.     

Do Politicians Listen to Experts? The Budget Enforcement Act of 1990 and The Capacity to Budget

Last year offered a unique opportunity to compare the ideas of experts and politicians. The 1990 Budget Enforcement Act changed the federal budget process. Allen Schick's 1990 book, The Capacity to Budget, included ideas on how to improve budgeting at the federal level. A comparison is made between the new law and the new ideas in several areas of the budgetary process: deficit reduction; resource rationing; adjustment to changing expenditures; increasing budget honesty; decreasing conflict; rou-tinizing the process; integrating the parts of the budget; and balancing claims and resources.     

Support for the environment post-transition? Material concerns and policy tradeoffs

Though many individuals are aware of the need to address environmental concerns, fewer are willing to pay for climate action or think the environment should be a priority for government spending. One compelling reason is that they prioritize using scarce resources to address immediate material concerns. This is particularly likely for individuals facing absolute material scarcity or for those who think they are relatively economically worse off, especially in contexts characterized by rapid transformation and volatility in the levels and quality of social welfare provision. To test these expectations, we analyze survey data from formerly Communist economies, which today find themselves with vastly different fortunes. Empirical findings suggest that absolute and relative material scarcity affect opinions regarding government spending on, and the willingness to pay more for, environmental action. However, willingness to pay more for government public services, inclusive of anti-poverty initiatives, has an impact on willingness to pay more for climate action, but in counter-intuitive ways. Overall, the results appear to suggest that explicitly addressing and relating individual living standards and inequality with environmental concerns may expand support for climate action.     

Using Adjusted Performance Measures for Evaluating Resource Use

Public service organizations are looking for ways to improve the evaluation of performance and resource allocation. One of the approaches is to use adjusted performance measures, which attempt to capture factors that affect the organizational performance but are outside of the organization's control. This article illustrates the construction and use of adjusted performance measures to assess the performance of public schools, and reports findings from a study of school-based budgeting in Chicago that relates adjusted performance measures and patterns of budget allocations.     

What could be achieved with greater public hospital autonomy? Comparison of public and PNFP hospitals in Uganda

The policy of hospital autonomy has been discussed for some time in Uganda. There is little evidence from Uganda or elsewhere that increased autonomy will improve hospital performance. This article compares the performance of three private not‐for‐profit (PNFP) and public hospital pairs to address this question. PNFP and public hospitals have similar management structures but PNFP hospitals had better trained managers and a church affiliated chair in the hospital management committee. Both types have problems with personnel management but these appear more pronounced in public hospitals. Drug supply management appears better in PNFP hospitals. Overall, workloads are similar, but analysis of patterns of utilisation and prices across services suggest that patient choice of facilities is influenced by relative price levels, and that willingness to pay is higher for PNFP services. PNFP hospitals are more successful at generating revenue. There are no clear differences in efficiency between PNFP and public hospitals but there is some evidence of higher quality levels in PNFP hospitals. PNFP hospitals' performance is plausibly related to three areas of managerial autonomy. First, better management of drug supply is facilitated by their freedom to purchase drugs from the open market. Second, greater success with personnel management is plausibly related to their greater autonomy over staffing. Third, higher levels of cost recovery are enabled by their freedom to set fees. However, differences in accountability and competence of hospital management, and population willingness to pay for services may also help to explain differences. Further, the use of PNFP financing strategy by public hospitals has implications for universal access to hospital services. Although there appear to be potential advantages from greater public hospital autonomy, the Ugandan government should ensure it has developed strategies to enhance public hospital management and to protect access to public hospitals before advancing further with hospital autonomy policy. Copyright © 2002 John Wiley & Sons, Ltd.     

Creating a Performance Culture? Performance-based Pay in the Australian Public Service

This article provides a critique of the operation of performance-based pay in the Australian public service from 1992 to 1996 and questions proposals for further experimentation with such managerial initiatives. Performance agreements underpinning performance-based pay were unable to measure adequately the performance of senior officers undertaking policy work. Appraisal reviews of these agreements also failed to increase performance feedback between supervisors and senior officers. The process of rating senior officers by supervisors, and the moderation of those ratings by senior agency management, proved to be inherently subjective and considerably increased the prerogatives of public service managers over senior officers. Linking pay to individual performance undermined teamwork and increased friction between those eligible for performance bonuses and junior officers excluded from the scheme. Yet the emphasis on individual employment relationships did not serve to undermine collective values, in particular workforce commitment to unionism.     

When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed

Cost-benefit analysis, as a tool of general use in policy analysis or as a mandated analytical process in some rulemaking, provides protocols for assessing the relative efficiency of policy alternatives. However, inconsistent and apparently irrational decisions by consumers in some situations call into question the validity of inferring the values that consumers place on outcomes from their observed choices. It also opens the door for “nudges” that change the architecture of choice to promote more “rational” consumer choice. Differences between decision utility and experience utility and the willingness of consumers to pay for reductions in temptation provide conceptual bases for thinking about the efficiency of nudges. However, assessment of nudges and their role in behavioral public administration should also recognize that heterogeneous preferences can result in increases in utility for some and decreases for others. Therefore, nudges require systematic assessment like other policy instruments.     

Public policy toward life saving: Should consumer preferences rule?

Needless to say, people who face risks that entail a high probability of death are willing to pay extraordinarily large sums to reduce the probability. Those that face low risks are typically unwilling to pay anything at all to reduce those risks. Accordingly, a public policy that would allocate funds to maximize the number of lives saved conflicts sharply with the willingness-to-pay criterion. Information about their survival probabilities always increases willingness of individuals to pay for life saving. Risk-aversè individuals may reject insurance for the treatment of fatal diseases that is fairly priced, even if they plan to pay for the treatment if they get sick; this result has implications regarding the choice of treatment or prevention. If the objective of public policy is to save the largest number of lives, then the allocation of funds must be made before individuals are affected by life-threatening risks.     

Educational Characteristics of Budget Office Personnel and State Budgetary Processes

Although the importance of budget office personnel to the performance of state budget systems seems to be self-evident, few studies have been conducted of this important subject. Using data from state budget office surveys, this study reviews changes in the educational characteristics of budget office staff between 1970 and 1990. Educational characteristics are examined as possible predictors of how budget systems operate. Topics of concern are the use of program information, the use of program analysis, and the exercise of accounting control. Consideration is given to the implications of current trends for future personnel requirements of budget offices.     

Budget institutions and taxation

While a number of different studies have explored the effects of budgetary procedures and the centralization of the budget process on government debt, deficits and spending, few of them have explored whether such fiscal institutions matter for public revenue. This article argues that centralizing the budget process raises the levels of taxation by limiting the ability of individual government officials to veto tax increases in line with common-pool-problem arguments regarding public finances. Using detailed data on budgetary procedures from 15 EU countries, the empirical analysis shows that greater centralization of the budget process increases taxation as a share of GDP and that both the type of budget centralization and level of government fractionalization matter for the size of this effect. The results suggest that further centralizing the budget process limits government debt and deficits by increasing public revenues as well as constraining public spending.     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.     

地方治理中的参与式预算——关于浙江温岭市新河镇改革的案例研究

参与式预算是一种公民直接参与决策的治理形式,是参与式民主的一种形式.实施参与式预算,能够促进公共学习和激发公民的权利意识,通过改善政策和资源分配,实现社会公正,以及改革行政机构.在这种直接的、自愿和普遍参与的民主过程中,人们能够平等讨论和决定公共预算、各项政策以及政府管理.在充分吸收国外参与式预算实践的基础上,浙江省新河镇基于国家既有的法律框架,以及民主恳谈的制度平台,开始实施预算改革,扩大了公民参与政府决策的广度和深度,深刻地影响着中国基层民主的发展.在理论分析和实地调查的基础上,运用比较分析的方法,初步探讨了参与式预算在中国地方治理中的兴起与发展,力图为中国地方治理,以及基层民主政治建设提供新的观察视角.     

Control and controls: A reexamination of control patterns in budget execution

Consistent choice in an inconsistent world requires processes both for rational calculation and effective control. The budgetary process incorporates both of these functions. However, students of public sector budgeting tend either to ignore budget execution or to view the time expended by budgeteers on the execution of budgets - as opposed to their construction - as a gross misallocation of resources. In the authors' opinion this perspective - or lack thereof - seriously undervalues the control function and the budgeteer's role in preventing control loss. At the same time, the authors acknowledge that budgeteers frequently misuse the controls at their disposal and that in certain cases (i.e., where competitive supply of a public service is justified and in effect) expenditure controls are redundant and serve no real purpose.Budget execution is primarily concerned with two kinds of expenditure controls, allotment controls and fund reports, and is supported by position controls. The immediate purpose of these controls is to insure that purchases are limited to the amounts and purposes specified in the budget act. However, given the typical relationship between the budget agency and the operating bureau, we argue that their ultimate function is to prevent the bureau from distorting or concealing cost and production information so as to increase its bargaining power, thereby permitting the budget office to insure that the preferences of the state are at least approximately met. Performance standards and control rules also serve to avoid inconsistency in the dealings between the budgeteer and the bureau and to stabilize expectations about the ground rules for bargaining and the likely outcomes of the bargaining process so as to reduce the costs of uncertainty to both sides.