Corporate governance challenges in Indian banks: A public affairs perspective

Weak governance framework in Indian public sector banks has paralyzed their performance with declining profitability and deteriorating asset quality. In order to tackle the governance issues in Public Sector Banks (PSBs), Indian government established Banks Board Bureau (BBB) in April 2016 to revamp the existing governance structure in PSBs. However, the issue management framework of establishing BBB is not immune to several challenges and has not been able to achieve its desired objectives. This paper looks at the weak governance issue in PSBs from an issue management perspective by using the famous Jones and Chase issue management framework. In light of this framework, the paper makes several recommendations to effectively address the governance challenges in PSBs in India. The findings of this paper may be useful for other emerging economies facing similar governance issues in their banking sector.     

Is the Westminster System Broken Beyond Repair?

Is Westminster dying as a useful conceptual encapsulation of a particular system of public administration? Scholarly critiques over the last decade have suggested Westminster civil services are evolving in ways that erode crucial Westminster “traditions.” Core elements including security of tenure, merit‐based selection, non‐partisanship, anonymity, and ministerial responsibility are all perceived as in decline or under attack. Influential commentators have proposed concepts such as “new political governance,” changing “public sector bargains,” “court government/politics,” and “presidentialization” to document and interpret these allegedly paradigmatic shifts in public administration. This article places these in context by canvasing different accounts of what Westminster is, before assessing the critiques about what it has become. The article argues that Westminster is not broken beyond repair, but rather it has been remolded to suit the needs of contemporary governance.     

Past and Future Directions of the APS: Some Personal Reflections

Reform of the public service has not been just some management fad, nor is it even driven by purely management considerations. Fundamentally, public service reform, both in the last decade and in the future, is being driven by basic changes in our society, economy and technology, which in turn influence what the public expects from government.
The reforms of the last decade or so have concentrated on changing the management framework and culture. Future reforms are likely to impact more heavily on the responsibilities of the APS and what it actually does. However, the underlying rationale will continue to be to ensure the delivery of services which respond more effectively to the needs of the community.     

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.     

Community engagement and public administration: Of silos,overlays and technologies of government

The public policy process in Australia is changing towards a more interactive, collaborative model, where governments seek to develop partnerships with civil society and private sector organisations to manage complex policy challenges. This article discusses research conducted into a project implemented by a Victorian government department that sought to involve stakeholders in addressing natural resource management issues in the agricultural sector. The research revealed that public administration practices associated with the new public management approach impeded the ability of the project to facilitate participation by diverse stakeholders in the decision‐making process. The article challenges the view that the discourse of collaboration and community engagement takes public administration down a constructivist path and suggests that agencies need to become reflexive about the way in which public administration practices are constitutive of the community engagement process if they are to facilitate genuine participation of other stakeholders.     

Diffusion of Corporate Risk‐Management Characteristics: Perspectives of Chief Audit Executives through a Survey Approach

This study examines how corporate risk‐management characteristics in Australian public universities have diffused under an environment of conflicting management cultures. The findings reveal that corporate risk‐management characteristics have diffused in a pluralist form to satisfy stakeholders of different management approaches across its governance levels as opposed to a unilateral form aligned to the corporate approach. The accepted practice of this adapted version challenges the existing notion that the adoption of corporate control processes in the public sector is problematic, and provides insights into the emergence of a hybrid control process to address the needs of multiple stakeholders. These findings have policy implications for defining a new hybrid governance‐control paradigm for the public sector as an alternative to the corporate‐influenced control paradigm, and provide avenues for further research to confirm the phenomenon with other corporate control processes, public‐sector entities, and if so its impact on effective governance.     

Reforms for Improved Efficiency in Public Budgeting and Finance: Improvements,Disappointments, and Work‐in‐Progress

The past half‐century has brought heightened expectations for what systems of budgeting and finance may be expected to deliver for the public. From systems to provide a first defense against theft and gross misappropriation, they have become systems to help lawmakers direct public resources where they can give the best public return, to help managers efficiently utilize resources under their control, and to communicate plans and results to the public. Government fiscal systems have developed more useful expenditure classification, established new measures for identifying public performance, brought nontraditional spending into control systems, and made finances considerably more transparent. Systems should, in combination with robust democratic institutions, make the public sector perform in the best interests of the citizenry. But in the face of great fiscal system improvements, governments struggle with staying fiscally sustainable, with meeting financial obligations to vulnerable populations, and even with avoiding default, receivership, or bankruptcy. Even as systems improve, government finances decline amid considerable private sector prosperity. Research over the past decade has done little to aid or explain the sweeping expectation and limited success of budget systems to transform essential elements of governance. It is the purpose of this paper to review progress in the development of robust fiscal systems, identify the major obstacles and failures, and link this evidence to the record of recent governmental financial distress, paying particular attention to the struggles of American governments. The broader questions needing to be addressed are the same questions at the forefront of public sector finance 100 years ago; however, the present focus has not been on these broader implications.     

The Reemerging Concern over Air Pollution in China: the Smog of the State’s Efforts to Guide Public Opinion

In January 2012, Beijing began releasing air quality report of PM 2.5. The move has been credited as a major breakthrough in China’s environmental governance as it is argued that online environmental activists in China were the major driving force behind it. Since then, the issue of air pollution has reemerged as one of the hottest issues and a series of new policies addressing air pollution have been adopted. Facing a relatively new phenomenon (wumai) and heightened public concerns, to what extent is the state still capable of guiding the pubic perception and opinions about the issue? By analyzing the discourse of air pollution in People’s Daily and comparing it with public opinion survey data, the paper finds that the state’s ability to guide public opinion is rather limited, indicating that opportunities do exist for civil society to play a bigger role in China’s environmental governance.     

The Evolution and Continuing Challenges of E‐Governance

E‐governance comprises the use of information and communication technologies (ICTs) to support public services, government administration, democratic processes, and relationships among citizens, civil society, the private sector, and the state. Developed over more than two decades of technology innovation and policy response, the evolution of e‐governance is examined in terms of five interrelated objectives: a policy framework, enhanced public services, high‐quality and cost‐effective government operations, citizen engagement in democratic processes, and administrative and institutional reform. This summary assessment of e‐governance in U.S. states and local governments shows that the greatest investment and progress have been made in enhanced public services and improved government operations. Policy development has moved forward on several fronts, but new policy issues continually add to an increasingly complex set of concerns. The least progress appears to have occurred in enhancing democracy and exploring the implications of e‐governance for administrative and institutional reform. ICT‐enabled governance will continue to evolve for the foreseeable future providing a dynamic environment for ongoing learning and action.     

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.     

On Developing an Inter-Agency Trust Scale for Assessing Governance Networks in the Public Sector

ABSTRACT

This article presents the development and validation of a psychometric scale for assessing public sector inter-agency trust. The instrument is grounded in contemporary trust theory and methodologically adapted from a measure developed for private sector alliances. Tested using four discrete studies of governance networks, each addressing transboundary environmental issues such as climate change and fisheries, the scale exhibits reasonably valid psychometric properties while also enabling visualized analysis of networked trust distributions. Based on this work, we outline further research needs with a view to stimulating greater trust research in governance networks and facilitating more collaborative and innovative policy outcomes in the public sector.     

American Indian Tribal Governance and Management: Public Administration Promise or Pretense?

Research on tribal governance in the United States is scarce within modern public administration scholarship. Nonetheless, tribal governance is a pre‐Columbian practice that predates the U.S. Constitution and federal law. Drawing from several disciplines, John C. Ronquillo of the University of Georgia demonstrates that interdisciplinary sources offer rich information for present‐day public administration research about Native American tribes. Tribal governance literature is definitely not “missing,” but instead is moderately “unassembled” as a subfield of public administration. Building on what is available, the author suggests several key issues within tribal governance in need of urgent academic attention.     

PUBLIC MANAGEMENT OR PUBLIC ADMINISTRATION?

Abstract: The debate over managerialism has been the most controversial issue in Australian public administration journals in recent years. Although most articles have been critical, there have been responses in favour of the changes by senior public servants. One unfortunate consequence of this debate has been the appearance of a gap between academic public administration and public service practice.
This paper argues that, from several angles, the work now carried out by public services is management rather than administration. It argues that managerialism is a long-overdue reform to a model which has outlived its usefulness. The traditional model of public administration was an irrelevance for many years; it was never efficient or effective and deserved to be replaced. However, public management does not necessarily mean the widespread and uncritical adoption of practices from the private sector. What it should mean is that a distinctive public management needs to be developed. This should take account of the differences between the sectors, but still recognise that the work being done by public servants is now managerial rather than administrative.     

社区治理与社会管理体制创新——基于宁波市社区案例研究

当前我国的社区治理,不仅要求政府更有效地履行职能转型,而且要求公民社会积极成长并与政府合作共治。政府职能转型和公民社会成长是关系到社区得以有效治理和长足发展的重大问题,也是当今社会管理与社会体制研究的热点问题。本文采用案例分析的方法,基于宁波市的社区案例,分别从以需求为导向、以项目为载体的服务供给模式,多元合作治理．社会组织在公共服务的介入等三个方面进行实证研究。宁波市的社区治理实践既表明政府与社会合作共治的可能性和可能方式,又反映出在合作治理中政府的定位和行为方式,以及社会（主要指社会组织、个体群众等）参与社会管理的途径与方法。社区治理从微观层面对于推进社会管理体制创新具有积极意义,它体现出政府与社会的新型关系模式。社区治理推进社会管理体制创新应以转变政府职能和培育公民社会为前提,使政府与社会都成为社会管理的重要主体,并以政府与社会合作共治为核心。     

行将勃兴的"治理绩效管理"潮流——基于第三次明诺布鲁克会议的预测

在行政学120多年发展过程中出现的各种不同学派的争鸣，仅仅是在不同时期管理主题变动下研究潮流的变迁。在新的管理主题下，一种新的行政学研究潮流正在酝酿。我们在统计分析第三次明诺布鲁克会议资料的基础上预测了行将勃兴的研究潮流将会是“治理绩效管理”。同时，我们大胆预测，该潮流的8个重点研究主题将会是参与式治理、治理管理、治理绩效评估、超越行政管辖范围的治理、公共与非赢利组织治理、民主治理、治理工具和IT与网络治理，并据此建议我国行政学首先需要加强这8个方面的研究。     

Private authority and public policy interactions in global context: Governance spheres for problem solving

Private organizations play a growing role in governing global issues alongside traditional public actors such as states, international organizations, and subnational governments. What do we know about how private authority and public policy interact? What are the implications of answering this question for understanding support for, and effects of, policy development generally? The purpose of this article is to reflect on these questions by introducing, and reviewing, a special issue that challenges explicit claims, and implicit methodologies, that treat private and public governance realms as distinct and/or static. We do so by advancing a theoretical and conceptual framework with which to explore how the contributions to this special issue enhance an understanding about governance interactions across a range of empirical, sectoral, and regional domains. We specifically introduce the concept of governance spheres to capture the proliferation of issue domains denoted by highly fluid interactions across public and private governance boundaries.     

公共管理与公众舆论

自18世纪开始兴起的公众舆论推动了近代西方民主思想的形成,而20世纪公共管理的勃兴正是这种民主思想体制化的必然结果。对于公众舆论的理性与非理性认识分野,受制于背后复杂的权力博弈。在近代公众舆论观向现代公众舆论观转型的过程中,公众权力论逐渐让位于管理控制论。由于国家-市场-市民社会的关系失衡,当代公众舆论面临着环境危机。在目前善治的要求下,公共管理从公共利益出发,必须以保护公众舆论的自由和多元为己任,确立自身被监督者、反馈者和配给者的多重角色,做到有所为和有所不为。     

Can Nonprofit Management Help Answer Public Management’s “Big Questions”?

Are the fields of nonprofit management and public management naturally complementary, or are they substitutes? Briefly surveying the nonprofit literature on board governance, volunteer management, and performance measurement, the author shows that study of the third sector can help inform public management’s “big questions”. As such, nonprofit studies and scholarship should represent an improvement to public administration curricula and a fertile source of ideas for public managers.     

The New Governance: Practices and Processes for Stakeholder and Citizen Participation in the Work of Government

Leaders in public affairs identify tools and instruments for the new governance through networks of public, private, and nonprofit organizations. We argue the new governance also involves people—the tool makers and tool users—and the processes through which they participate in the work of government. Practitioners are using new quasi-legislative and quasi-judicial governance processes, including deliberative democracy, e-democracy, public conversations, participatory budgeting, citizen juries, study circles, collaborative policy making, and alternative dispute resolution, to permit citizens and stakeholders to actively participate in the work of government. We assess the existing legal infrastructure authorizing public managers to use new governance processes and discuss a selection of quasi-legislative and quasi-judicial new governance processes in international, federal, state, and local public institutions. We conclude that public administration needs to address these processes in teaching and research to help the public sector develop and use informed best practices.