Models of Clientelism and Policy Change: The Case of Conditional Cash Transfer Programmes in Mexico and Brazil

Clientelist systems vary, and this variation influences the adoption and evolution of conditional cash transfer (CCT) programmes. We find that vertically integrated, corporatist clientelism in Mexico and more locally oriented, bossist clientelism in Brazil differentially shape the choices of governments to turn piecemeal, discretionary CCTs into more expansive and secure benefits.     

REINVENTING LOCAL GOVERNMENT? SOME EVIDENCE ASSESSED

Osborne and Gaebler's Reinventing Government offers a powerful image of a revolution in government. This article explores some of the assumptions of that seminal work as they relate to the nature of the change process. Parallels are drawn with the debate on the nineteenth-century revolution in government, and Osborne and Gaebler's work is judged unlikely to survive the critical perspective of history. Their work may nonetheless be taken as providing a research agenda for the study of the recent extensive changes in British local government. To this end, the findings of the two major surveys of organizational change conducted by the Local Government Management Board are examined to see if such a revolution is indeed occurring. The conclusion is drawn that some, but by no means all, of Osborne and Gaebler's propositions are supported by this evidence, although their account of how change has come about is rejected.     

Budget Deficits in the States: Connecticut

Like many states, the State of Connecticut has recently faced substantial budget problems. This article is one of several that explore budget deficits in the states. We explore the reasons, extent, and current solutions to the budget deficits in Connecticut. Connecticut's fiscal circumstances include very poor accounting practices; dueling revenue estimates; large amounts of debt (both bonded and for post-employment benefits); a structurally strong legislature and governor; a governor and legislative majority of different political parties and fiscal philosophies; and a legislature with the ability to override gubernatorial vetoes. The combination of these ingredients has led to a highly partisan and contentious approach to budget discussions amid some of the largest budget deficits the state has ever experienced.     

CIVIL SERVICE REFORM IN THE UK, 1999–2005: REVOLUTIONARY FAILURE OR EVOLUTIONARY SUCCESS?

In December 1999, the UK Civil Service Management Board agreed an internal reform programme, complementing the more externally‐oriented ‘modernizing government’ programme, to bring about major changes in the functioning of the civil service –‘step change’ rather than continuous improvement. This paper suggests that the aims of the reform programme were only partially achieved. While some step changes did indeed occur, even such central elements of reform as ‘joined‐up’ working with other public organizations were still only at an initial stage some three years later and others – for example, business planning and performance management systems – have taken 20 years to achieve acceptance within the civil service. It appears that examples of meteoric change are rare in the civil service – the reality of the changes are better characterized as ‘evolution’ and ‘continuous improvement’ than ‘revolution’ and ‘step change’.