Local Government Modernization and the Views of Chief Financial Officers

Since its election in May 1997, the Labour Government in the United Kingdom has emphasized the need for modernization in the improvement of public services. For local government, this emphasis has led to the introduction of a variety of measures intended, primarily, to improve political management and service delivery. Two key policies have been the introduction of Best Value and the Comprehensive Performance Assessment (CPA). CPA is used by the Audit Commission for measuring local authority performance in England and has led to each authority being classified as excellent, good, fair, weak or poor. Each authority's classification has implications, financially and in terms of its freedom to determine priorities and policies. In addition, the structure of local government is being reviewed by central government, alongside discussions as to the merits of establishing regional assemblies. In considering the justification for, and the impact of, changes, it is important to consider the views of local government employees, not least professional groupings and chief officers. This paper reports the findings of a national survey of chief financial officers (CFOs) of the single tier and county council local authorities in England to establish their views on key features of the Government's modernization agenda.     

Liberalization and ethnic conflict in Latin America

Most contemporary analysts explain ethnic identity as a socially rooted phenomenon which can be catalyzed by changes in both economic and political conditions. Taking the 1982 debt crisis as a main triggering event, this article analyzes the relationship between economic adjustment and increasing levels of indigenous mobilization in Latin America. Through a comparison of the Bolivian, Peruvian, and Mexican cases,the analysis reveals wide variation in the types and levels of ethnic conflict in the region. Explanations for these differences center on the timing and content of economic adjustment policies, and on the institutional opportunities available for expressing and channeling economic and political demands. The article concludes that political and economic liberalization are likely to clash when shrinking the state also removes channels for popular participation; moreover, when those that bear most of the adjustment burden are also challengers to national identity, states ignore this challenge at their peril. Alison Brysk is assistant professor of politics at the University of California at Irvine. Her book,The Politics of Human Rights in Argentina, was published by Stanford University Press. Various aspects of her current research on Latin American indigenous rights movements have appeared inComparative Political Studies, Latin American Perspectives, andPolity. Carol Wise is assistant professor of political science at Johns Hopkins University's School of Advanced International Studies. She has published articles on Latin American political economy inInternational Organization, Latin American Research Review, and theJournal of Latin American Studies; she is the editor of a forthcoming collection entitledThe Post-NAFTA Political Economy: Mexico and the Western Hemisphere.     

DOES POLITICAL CHANGE AFFECT SENIOR MANAGEMENT TURNOVER? AN EMPIRICAL ANALYSIS OF TOP‐TIER LOCAL AUTHORITIES IN ENGLAND

In many political systems the political neutrality of senior managers' tenure is often cherished as a key part of the politics-administration dichotomy and is subject to formal safeguards. We test hypotheses about the impact of political change on senior management turnover drawn from political science, public administration and private sector management theory. Using panel data to control for unobserved heterogeneity between authorities, we find that changes in political party control and low organizational performance have both separate and joint positive effects on the turnover rate of senior managers. By contrast, the most senior manager, the chief executive, is more sheltered: the likelihood of a chief executive succession is higher only when party change and low performance occur together. Thus the arrival of a new ruling party reduces the tenure of senior managers, but chief executives are vulnerable to political change only when performance is perceived as weak.     

The spaces of economic crisis: Asia and the reconfiguration of neo-Marxist crisis theory

Neo-Weberian and Marxist theories of crisis have typically been built around analysis of crisis tendencies in a single industrially developed national economy. While neo-Marxist theories of development have noted various implications of analyses that take seriously the specificities of capitalism in developing countries, there is somewhat less work from neo-Marxist perspectives on theories of crisis. The economic crisis that hit Asia in 1997 has important transnational and subnational dimensions that invite further elaboration of such a neo-Marxist perspective. This article engages such elaboration through critical reconfiguration of Samir Amin’s core-periphery spatial ontology and deployment of this reconfigured ontology to explain specific features of the uneven development of the Asian crisis. Jim Glassman is assistant professor in the Department of Geography at the University of British Columbia. His interests are in state theory and the political economy of development in newly industrializing countries of Southeast Asia. He has conducted previous research on industrial development in Thailand, as well as on the economic crisis and structural adjustment in Thailand, South Korea, and Indonesia. His current research focuses on populist and nationalist political reactions to the Asian economic crisis. An earlier version of this article was presented at the Global Economic Geography Conference in Singapore, December 1999. The author would like to thank participants in that conference, along with Ruth Berins Collier, Eric Sheppard, and two anonymous SCID reviewers for valuable comments and criticisms. Some of the research for the article was undertaken with the assistance of an Izaak Walton Killam Postdoctoral Fellowship from the Department of Geography at the University of British Columbia.     

IT’S WHERE YOU ARE THAT MATTERS: THE NETWORKING BEHAVIOUR OF ENGLISH LOCAL GOVERNMENT OFFICERS

Increased complexity in the world of public management has resulted in the growth of networks of actors who, operating interdependently, co‐produce public services. Much of the prior networking literature conflates structure (the network) with behaviour (networking). Based on this concern we analyse the managerial networking practices of over 1,000 officers in English local government. We find extensive networking activity amongst three groups of officers and show that corporate officers, chief officers and service managers develop logical patterns of interaction among network nodes and initiation that reflect their level of management. We conclude that where you are in the organizational hierarchy matters for networking behaviour and discuss the implications of these findings for future research.     

Public administration and policymaking: The political/career executive environment

Federal government policymaking is improved by the partici-pation of career executives. As a minimum, contributions based on their professional expertise and institutional experience can serve as an early warning system for helping political executives to avoid mistakes in new policy ventures. However, a number of political, structural, and attitudinal factors cause the political/career executive relationship environment to be characteristically stressful, tense, and frequently not conducive to joint involvement in policymaking. Historic factors producing this environment include basic constitutional and democratic values regarding the exercise of unitary power, the ambiguous roles of political and career executives, the controversial executive workforce structure, and the differing orientations of career and non-career executives. More recent obstacles to developing a cooperative state of political/career relations consist of the rise of the administrative presidency accompanied by bureaucrat-bashing, an increased politicization of management, and the trend toward ideological administration. What has been termed the “quiet crisis” in public service has led to calls for change in presidential rhetoric, development of orientation and communication opportunities in the political/career relationship, and proposals of structural alternatives to the present executive workforce system established in 1978. The Bush administration has implemented several measures leading to a renewed recognition of the benefits to policymaking output of career executive involvement.     

NARRATIVES AND DILEMMAS OF LOCAL BUREAUCRATIC ELITES: WHITEHALL AT THE COAL FACE?

The worlds of local bureaucrats are under researched and under theorized compared with those of civil servants in core executives. Yet local bureaucratic elites, sitting as they do between central states and localities, are key actors in governance networks. In England, the role and responsibilities of local bureaucratic elites has been transformed since the days of professionalized officers heading departmental structures reporting to committees, firstly by NPM and politicization in the 1980s and 1990s and, more recently, by political management reform introducing a separation of powers. Drawing on interviews in 15 local authorities, this paper examines the changing narratives and dilemmas of local government elites. In particular it explores, but argues against, early expectations that the creation of an elected executive, with considerable devolution of decision-making responsibilities to individual cabinet member councillors, has meant a move closer to the logics of the 'Whitehall mandarin' tradition by local government chief officers.     

INSTITUTIONAL AND POLITICAL LEADERSHIP DIMENSIONS OF CASCADING ECOLOGICAL CRISES

While some of the future impacts of global environmental change such as some aspects of climate change can be projected and prepared for in advance, other effects are likely to surface as surprises – that is situations in which the behaviour in a system, or across systems, differs qualitatively from expectations. Here we analyse a set of institutional and political leadership challenges posed by ‘cascading’ ecological crises: abrupt ecological changes that propagate into societal crises that move through systems and spatial scales. We illustrate their underlying social and ecological drivers, and a range of institutional and political leadership challenges, which have been insufficiently elaborated by either crisis management researchers or institutional scholars. We conclude that even though these sorts of crises have parallels to other contingencies, there are a number of major differences resulting from the combination of a lack of early warnings, abrupt ecological change, and the mismatch between decision‐making capabilities and the cross‐scale dynamics of social‐ecological change.     

Going South: capitalist crisis,systemic crisis,civilisational crisis

This article argues that the current protracted and severe financial and economic crisis is only one aspect of a larger multidimensional set of simultaneous and interacting crises on a global scale. The article constructs an overarching framework of analysis of this unique conjecture of global crises. The three principal crisis aspects are: an economic crisis of (over) accumulation of capital; a world systemic crisis (which includes a global centre-shift in the locus of production, growth and capital accumulation), and a hegemonic transition (which implies long term changes in global governance structures and institutions); and a worldwide civilisational crisis, situated in the sociohistorical structure itself, encompassing a comprehensive environmental crisis and the consequences of a lack of correspondence and coherence in the material and ideational structures of world order. In these ways, the global system is now `going south'. All three main aspects of the global crisis provoke and require commensurate radical social and political responses and self-protective measures, not only to restore systemic stability but to transform the world system.     

PETTY BUREAUCRACY AND WOOLLYMINDED LIBERALISM? THE CHANGING ETHOS OF LOCAL GOVERNMENT OFFICERS

Most discussions of the public service ethos ( pse ) have offered polemical accounts of how recent reforms have eroded the distinguishing values of public servants without ever defining this ethos or considering its relationship to other aspects of the public sector. This article considers the deeper and more structural implications of the pse by characterizing it as a political institution that shares the features of'new institutionalism'. It concentrates upon the pse as it manifests itself in local government and uses case studies of four authorities to analyse the extent to which external changes are altering the fundamental values of the ethos. In using the'new institutionalist'perspective it argues that the pse , a vital institution of the UK polity, has been resistant to external pressures for change. Hence, to be successful, public sector reform must take into account the interdependent relationship between the pse and other political institutions.     

Central banks under stress: Reputation,accountability and regulatory coherence

This symposium homes in on an area of public administration that has been through a period of significant change in the last ten years. Since the global financial crisis, central banks have expanded their operations in financial markets, buying up vast quantities of assets as part of expansive monetary policy strategies. They have also played a leading role in the reform of financial regulation and have been entrusted with enhanced authority to supervise financial institutions. This activity has taken place amid heightened political contestation, with central banks increasingly viewed as the quintessence of a technocratic mode of governance that eschews traditional democratic control. The purpose of this symposium is to consider how central banks’ reputation, accountability and regulatory roles have changed since the financial crisis, and what those changes tell us about the balance of power between independent regulatory agencies and elected policy‐makers.     

The Financial Crisis of the Local Authorities in Israel: A Resource-Based Analysis

The financial crisis affecting many of the local authorities in Israel has a significant influence on their ability to supply municipal services of an appropriate amount and quality. So far, studies have been addressed to the financial crisis from a political approach by discussing aspects such as the problematic interrelation between central and local governments together with resource allocation. In this paper we investigate the financial crisis of many local authorities in Israel from a strategic point of view. However, this is by no means to argue that other approaches such as institutional and political ones are not important. Rather, the paper investigates whether the financial crisis affecting many Israeli local authorities is a result of their own strategies and practices.
Specifically, we have used the resource-based approach to explore the nature of their joint crises and the potential strategic responses that the local authorities should adopt in order to move into a more favourable state. In particular, we examine three resource-based systems: customer-oriented, organizational culture, and human resources, as the strategic roots of this crisis. We also examine the way they could produce a sustainable competitive advantage and could lead local authorities from the present position to a better one. The article recommends that the heads of local authorities should move to a resource-based strategy in order to perform both more efficiently and effectively.     

The evolution of policing in post-soviet Russia: Paternalism versus service in police. Officers' understanding of their role

This paper examines two interrelated issues: the role of police as an institution of Russian society and their role during the past 25 years. This research is based on a series of in-depth interviews conducted by the author in 2014–2016 with former and current police officers in three Russian cities. The paper traces changes in the perceived institutional roles of the Russian police by comparing police officers' views during three periods: early through mid-1990s, late-1990s through mid-2000s, and mid-2000s through 2010s. The study reports that, during the early period, Russian police were disfranchised from the state and this abandonment was a source of institutional identity crisis for law enforcement officers who remained on the job. This process was coupled with high levels of job dissatisfaction and the overall feeling of “abandonment” of police by the state.At the same time, it was during this post-Soviet period, when ideas of policing as a service to the society were introduced and sometimes entertained among the professional circles of police officers and other government officials. Furthermore, this period was marked by continuous, though often sporadic, institutional reforms and anti-corruption measures.In the second period, the Russian police were slowly engaging back into the state-building process, which caused increased job satisfaction and better retention rates. At the same time, the second period signified a decline of the “police as service” ideology and the comeback of paternalistic views on policing. During this time, the government's efforts to reform police and anti-corruption measures became systemic and better organized. Also, in the second period, members of the civil society became more active in demanding public accountability and transparency from the Russian police.Finally, the modern period of police development presents a case in which the institutional identity of the Russian police has been clearly connected to the state's capacity. This process is coupled with increased paternalistic views among police officers and a failure of “police as a service” doctrine. In such an environment, the efforts by a maturing civil society to demand public transparency and accountability of the police are often met with hostility and anger. The paper concludes that further development of the Russian police depends on the role that they will play within the modern Russian state.     

Local Political Leadership and the Modernisation of Local Government

Political leadership has been a key element of central government's attempts to ‘modernise’ local government over the past decade, within a discourse that emphasised ‘strong’ and ‘visible’ leadership and the role of leaders and leadership in driving change within local authorities. In the context of such an approach, and also taking account of academic discourse, this article draws upon interviews with nearly thirty individuals in leadership positions in local authorities in England, Scotland and Wales to assess their experiences of leadership and their views of some aspects of the role and work of councils. It suggests that whilst there is broad convergence between the aspirations of government and the narratives that emerge from these leaders on some aspects of local political leadership, there are also differences, perhaps most notably over the relationship between changes to decision-making structures and the loci of political power.     

Economic orthodoxy and the East Asian crisis

It is increasingly apparent that the Asian economic crisis has also led to a serious ideological crisis in the West. Before the collapse there was broad agreement among Western orthodox economists that developing countries should pursue a set of economic policies, often referred to as the 'Washington consensus', which included financial sector liberalisation, privatisation of state-owned enterprises, fiscal discipline and trade, exchange rate and foreign investment deregulation. Since the collapse, however, this consensus has broken down. This paper examines the emergence of the new so-called post-Washington consensus, with its emphasis on governance and social capital. The lexicon of the new policy paradigm underlying this new consensus includes civil society, safety nets, and, especially, governance, to be added to the conventional Washington terminology of open markets, deregulation, liberalisation and structural adjustment. Our central thesis is that this new post-Washington consensus is an attempt to place more emphasis on the political and institutional foundations for programmes of structural reform. However, it is also a kind of politics of antipolitics that attempts to insulate economic institutions from the process of political bargaining.     

Change dynamics and public management: Challenges and opportunities

With the growth of contemporary technology, communications, and transportation, infused with television, computers, and the information highway, all of us are quickly becoming aware of the linked consequences of change. As traditional boundaries are collapsing around us, there is a growing sensitivity to the need for change, along with the belief that we need to plan for it. As such, strategic planning, competitive positioning, and innovative management systems that involve longer-term perspectives, critical trade-offs, and opportunity-driven forecasting are being fashioned here in the United States, and around the world. To grasp the initiative to shape an organizational context that will ensure a competitive, vibrant, healthy, fiscally rigorous and humane decision making environment for the public sector is the analytical foundation on which this symposium is anchored. Public managers have no option but to respond to American and global events, and the accompanying cultural, economic and political developments with courage, innovations, and strategic perspectives. It is clear that a paradigmatic crisis is occurring in American society and in public administration. Therefore, the harbingers of new paradigms are being created and crafted, which provide “hard” methods of inquiry, “real” cases of success; sound “fiscal” measures of performance; and “clearer” professional/leadership redefinitions of responsibility.     

Tipping the scales: The causes and consequences of administrative spending

The public administration literature once devoted great effort to identify the determinants of administrative intensity in organizations. While this literature has received some renewed attention, there remain questions about what aspects of organizational environments generate growth in administrative intensity, particularly as related to political oversight and external accountability mechanisms. This article aims to expand current theory on the determinants of administrative personnel and costs using data on four‐year public universities in the United States from 1998 to 2011, as this setting has received considerable criticism for perceived administrative bloat. Findings suggest that which political party is in control substantially influences both administrative costs and total personnel. These administrative levels, in turn, have a curvilinear relationship with student outcomes.     

THE ENTERPRISE FORMULA,NEW PUBLIC MANAGEMENT AND THE ITALIAN HEALTH CARE SYSTEM: REMEDY OR CONTAGION?

Health care services represent an extraordinary experimental ground for introducing wider political and institutional transformations of the state. The adoption of entrepreneurialism into European health care systems has strengthened technocratic decision making over traditional mechanisms of political control. In Italy, in the midst of a severe legitimacy crisis affecting the administrative and political systems at the beginning of the 1990s, New Public Management ideas seemed ‘the’ remedy against the pathological politicization of distributive politics. Much hope has been placed since in a new and ascending group of general managers, entrusted with the ambitious mission of running health care services more efficiently and with the unenviable expectation of resuscitating public trust in welfare institutions. By analysing the 1992 Amato government’s landmark health care reform in its substantive changes, this paper explores the last decade’s main reform trajectories of Italian health care reforms that irreversibly transformed its institutional arrangements and organizational structure, namely the enterprise formula and the regionalization of the health care sector. The paper suggests that the political turmoil of 1992–94 served as catalyst for radical policy change and argues that the single most important explanation for the enactment of New Public Management‐type reforms rests in a new executive reinterpretation of its legislative prerogatives and function.     

The professional politics of the austerity debate: A comparative field analysis of the European Central Bank and the International Monetary Fund

How do different professional structures shape the economic ideas that international economic organizations use to prescribe policy recommendations or derive legitimacy and authority for them? The comparative professional field analysis proposed herein deploys a novel combination of content, network and regression analysis to uncover the precise role of different qualifications, experiences and hierarchies in shaping the economic expertise invoked by the European Central Bank's and the International Monetary Fund's main policy documents, with a specific focus on debates over fiscal consolidation in the wake of the global financial crisis of 2008. The findings challenge much of the scholarship about how economic ideas diffuse across professional domains and where change on macroeconomic policy in international economic organizations is likely to come from. As such, the article should be of interest to scholarship on international bureaucracies, the politics of professional knowledge and the international political economy of fiscal consolidation.