Book Reviews

Books reviewed: Thomas D. Lynch, (ed.) Federal Budget & Financial Management Reform Steven D. Gold, David M. Smith, Stephen B. Lawton, and Andrea C. Hyary, (eds.) Public School Finance Programme of the Untied States and Canada 1990-1991 B.J. Reed and John W. Swain, Public Finance Administration     

Introduction — Building Local Government

In this and the last issue, the Australian Journal of Public Administration has profiled issues of current importance to Australian local/regional government. Contributors to Building Local Government looked at organisational change, performance measurement, leadership and social–capital–building roles in local government. Future of Regionalism now focuses on local and subnational government generally, in the financial, administrative and constitutional context. A major trigger for this focus is the present inquiry of the Commonwealth House of Representatives Standing Committee on Economics, Finance and Public Administration into the financial position of local government.     

Public Expenditure Management Reform in India via Intergovernmental Transfers

This paper explores the possibility of using the channel of intergovernmental transfers for Public Expenditure Management reform in India. It seeks to introduce a quantifiable measure of expenditure quality which would influence intergovernmental transfers. The central message of this study is that a Quality Control Fund should be created by the Finance Commission. Inter‐se distribution from this would be in the nature of a reward to the states for their performance in the context of expenditure quality. The funds received from this incentive fund could be tied to spending on education and health. It would be a major change of approach if the Finance Commission mandated the States to set out some realistic output targets which could be monitored (would be reviewed by the next Finance Commission). This would be a big stride toward results‐based output‐oriented transfers and could herald a sea change in the very approach of budgeting and intergovernmental relations in India!     

Book Reviews

Books reviewed: Steven D. Gold, (ed.) The Unfinished Agenda for State Tax Reform Andrew Dunsire and Christopher Hood, Cutback Management in Public Bureaucracies: Popular Theories and Observed Out-comes in Whitehall The Auditor General's Report to the Legislative Assembly, Province of British Columbia, Canada, April 10, 1989 Charles K. Coe, (ed.) Public Financial Management for Public Budgeting & Finance     

Book Review

Book reviewed in this article:
Alan Walter Steiss and 'Emeka O. Cyprian Nwagwu, Financial Planning and Management in Public Organizations     

Curriculum Reform in Budgeting and Financial Management: Preliminary Thoughts on the Dimension of the Field

Editors' note: In January 1984, Dick Hickman, chairperson-elect of the Section on Budgeting and Financial Management, American Society for Public Administration, appointed a task force of about 30 ASPA members on Budgeting and Financial Management Curriculum Reform. The task force is charged to report at the Indianapolis meeting of ASPA in 1985. Professor James R. Alexander was appointed chairman of the task force, and in this capacity convened a double-session roundtable on curriculum reform at the Denver meeting of ASPA in April. This article is Professor Alexander's presentation at that session. The task force welcomes any comments, suggestions, or critiques on this important subject. Such communications may be addressed to Professor James R. Alexander, Department of Political Science, University of Pittsburgh at Johnstown, Johnstown, Pennsylvania 15904.     

The draw of home: How teachers' preferences for proximity disadvantage urban schools

This paper explores a little‐understood aspect of labor markets, their spatial geography. Using data from New York State, we find teacher labor markets to be geographically very small. Teachers express preferences to teach close to where they grew up and, controlling for proximity, they prefer areas with characteristics similar to their hometown. We discuss implications of these preferences for the successful recruitment of teachers, including the potential benefits of local recruiting and training. We also discuss implications for the modeling of teacher labor markets, including the possible biases that arise in estimates of compensating differentials when distance is omitted from the analyses. This study contributes to the literature on the geography of labor markets more generally by employing data on residential location during childhood instead of current residence, which may be endogenous to job choice. © 2005 by the Association for Public Policy Analysis and Management.     

Book Reviews

Books reviewed:
Financial Management For Public, Health, and Not-For-Profit Organizations. By Steven A. Finkler.
Taxing America: Wilbur D. Mills, Congress, and the State, 1945-1975. By Zulian E. Zelizer.     

MORE VALUABLE CONFERENCE BOOKS

Public Administration in Australia: A Watershed. Edited by JOHN POWER (Sydney: Hale & Iremonger in association with the Royal Australian Institute of Public Administration, 1990, 168 pp).
Decision Making in Australian Government: The Cabinet and Budget Processes. Edited by BRIAN GALLIGAN, J.R. NETHERCOTE and CLIFF WALSH (Canberra: Centre of Research on Federal Financial Relations and Royal Australian Institute of Public Administration, ACT Division 1990, 141 pp).
Budgetary Management and Control: The Public Sector in Australasia. Edited by JOHN FORSTER and JOHN WANNA (Melbourne, Macmillan, 1990, 206 pp).     

Searching for Efficiency in the Public Sector: Interim Evaluation of Performance Budgeting in New Zealand

In this article I examine the efforts to promote performance measurement in the public sector with particular reference to New Zealand. In section two I examine the State Sector Act of 1988 and the Public Finance Act of 1989, which together brought about changes in the New Zealand public sector. In section three I examine the problems of implementing the reform. In section four I discuss the experience of developing statements of performance measurement required under the Financial Administration Act of 1989 and in section five I develop an alternative scheme on the basis that a uniform approach is less likely to be applicable to a range of public sector agencies. The final section contains a brief conclusion.     

Coming Apart: Fiscal and Budgetary Policy Processes in the Johnson Administration

Budgeting in the 1980s seems very different from budgeting in the 1960s. The differences have more to do with economic conditions than with the techniques of budgeting. In the article published below, David C. Mowery and Mark S. Kamlet present their interpretation of how budgeting was transformed during the Johnson administration. The editors of this journal, both of whom have conducted research on the Johnson administration, do not share the point of view expressed in this article, but believe that the readers of Public Budgeting and Finance should be provided a diverse range of viewpoints. The editors invite comment on this article and expect to publish articles presenting different interpretations in subsequent issues of the journal.     

Book Reviews

Books Reviewed in this article:
Thomas D. Lynch, Exercises in Public Budgeting
Richard Wagner, Balanced Budgets, Fiscal Responsibility and the Constitution
Edward M. Gramlich, Benefit-Cost Analysis of Government Programs
Richard E. Brown, Meredith C. Williams and Thomas P. Gallagher, Auditing Performance in Government, Concepts and Cases
John L. Mikesell, Fiscal Administration: Analysis and Applications for the Public Sector
Frederick O.R. Hayes, David A. Grossman, Gerry E. Mechling, John S. Thomas, Steven J. Rosenbloom, Linkages: Improving Financial Management in Local Government     

Inquiry into Local Government Responsibilities and Funding

On 30 May 2002 I announced a major inquiry into local government. The inquiry is to be conducted by the multi–party House of Representatives Standing Committee on Economics, Finance and Public Administration. In this article I look at the background to the inquiry and at some of the things I hope it will achieve.     

Stakeholder partnerships as collaborative policymaking: Evaluation criteria applied to watershed management in California and Washington

Public policymaking and implementation in the United States are increasingly handled through local, consensus‐seeking partnerships involving most affected stakeholders. This paper formalizes the concept of a stakeholder partnership, and proposes techniques for using interviews, surveys, and documents to measure each of six evaluation criteria. Then the criteria are applied to 44 watershed partnerships in California and Washington. The data suggest that each criterion makes a unique contribution to the overall evaluation, and together the criteria reflect a range of partnership goals—both short‐term and long‐term, substantive and instrumental. Success takes time—frequently about 48 months to achieve major milestones, such as formal agreements and implementation of restoration, education, or monitoring projects. Stakeholders perceive that their partnerships have been most effective at addressing local problems and at addressing serious problems—not just uncontroversial issues, as previously hypothesized. On the other hand, they perceive that partnerships have occasionally aggravated problems involving the economy, regulation, and threats to property rights. © 2002 by the Association for Public Policy Analysis and Management.     

Evaluating Administrative Modernization in German Local Governments: Success or Failure of the “New Steering Model”?

This article evaluates the results and impacts of administrative modernization in Germany after more than 10 years of New Public Management experience, concentrating on the most advanced level of public sector reform: local authorities. Drawing on a broad empirical basis, the authors pursue the following questions: Do “Weber‐ ian” administrative structures and processes continue to characterize the German public sector, or have the reforms left behind lasting traces of a managerial administration? Are local authorities performing better today, and if so, can this be attributed to the New Public Management modernization? The presented results show that no paradigm shift from the “Weberian” bureaucracy to New Public Management has occurred so far. Performance improvements notwithstanding, the new mix of steering instruments causes numerous unintended consequences, causing “Weberian” administration to reemerge.     

Reforming Social Services in Hong Kong: The Role of Contracting and Performance Management in the Non‐Profit Sector

Contracts and performance management, along with the concept of consumerism, have become the fundamental metaphors for New Public Management (NPM) and key changes in the public service. ‘Doing well while doing good’ and finding generally acceptable accountability measures for social services have become the perennial aspirations of planners, service providers and funders. This article examines the contingent factors and rationales behind the quality movement and recontracting exercise in reforming the delivery of personal social service programs in Hong Kong within the framework of New Public Management (NPM). It explains the use of long‐term relational contracts rather than the standard business contracts between the government as funder and non‐profit organisations as service providers. It also deals with the complex relationships among quality issues, quality standards, consumerism, accountability, performance indicators, and performance management.     

Mapping a Field's Development: 20 Years of ABFM Conferences

Public budgeting and financial management has grown into a vibrant and productive research field of study with multiple journals and conferences devoted to the topic. One way to map the field's development is to examine the participants and topics covered in its longest-running dedicated gathering of researchers, the 20 annual conferences of the Association for Budgeting and Financial Management (ABFM). This article traces the 20-year history and composition of ABFM in terms of the participants and topics. It documents the evolution of the field and provides clues to the future direction of public budgeting and financial management published research.     

The New Public Service: Serving Rather than Steering

The New Public Management has championed a vision of public managers as the entrepreneurs of a new, leaner, and increasingly privatized government, emulating not only the practices but also the values of business. Proponents of the New Public Management have developed their arguments largely through contrasts with the old public administration. In this comparison, the New Public Management will, of course, always win. We argue here that the better contrast is with what we call the "New Public Service," a movement built on work in democratic citizenship, community and civil society, and organizational humanism and discourse theory. We suggest seven principles of the New Public Service, most notably that the primary role of the public servant is to help citizens articulate and meet their shared interests rather than to attempt to control or steer society.     

Negotiating Urban Space: The Challenge of Political Steering in Market‐ and Network‐oriented Urban Planning

This article examines challenges related to the political steering of New Public Management‐inspired planning practices in Norway and asks if local politicians have sufficient and adequate instruments to hand, and if they are willing and have the knowledge to use them. The discussion is based upon a broad survey of the 145 largest municipalities and qualitative interviews in the three largest cities. It is found that local politicians do not lack steering instruments, as the different managerial practices represent a spectrum of suitable tools for giving direction to urban development. However, the data indicate that local politicians do not utilise the full steering potential of the instruments due to lack of knowledge and will. These findings contribute to the discussion of the strategic steering role of local politicians.     

PUBLIC BUDGETING: CONCEPTS AND APPLICATIONS

Robert W. Burchell, James H. Carr, Richard L. Florida and Jarnes Nemeth. The New Reality of Municipal Finance: The Rise and Fall of the Intergovernmental City .
Government Finance Officers Association. Capital Budgeting: Blueprints for Change .
Edward A. Lehan. Budgetmaking: A Workbook of Public Budgeting Theory and Practice .
Thomas D. Lynch. Public Budgeting in America , 2nd Edition.
John L. Mikesell. Fiscal Administration: Analysis and Applications for the Public Sector , 2nd Edition.