Citizen Participation in Decision Making: Is It Worth the Effort?

It is widely argued that increased community participation in government decision making produces many important benefits. Dissent is rare: It is difficult to envision anything but positive outcomes from citizens joining the policy process, collaborating with others and reaching consensus to bring about positive social and environmental change. This article, motivated by contextual problems encountered in a participatory watershed management initiative, reviews the citizen-participation literature and analyzes key considerations in determining whether community participation is an effective policy-making tool. We list conditions under which community participation may be costly and ineffective and when it can thrive and produce the greatest gains in effective citizen governance. From the detritus of an unsuccessful citizen-participation effort, we arrive at a more informed approach to guide policy makers in choosing a decision-making process that is appropriate for a community's particular needs.     

Can non‐state global governance be legitimate? An analytical framework

In the absence of effective national and intergovernmental regulation to ameliorate global environmental and social problems, “private” alternatives have proliferated, including self‐regulation, corporate social responsibility, and public–private partnerships. Of the alternatives, “non‐state market driven” (NSMD) governance systems deserve greater attention because they offer the strongest regulation and potential to socially embed global markets. NSMD systems encourage compliance by recognizing and tracking, along the market’s supply chain, responsibly produced goods and services. They aim to establish “political legitimacy” whereby firms, social actors, and stakeholders are united into a community that accepts “shared rule as appropriate and justified.” Drawing inductively on evidence from a range of NSMD systems, and deductively on theories of institutions and learning, we develop an analytical framework and a preliminary set of causal propositions to explicate whether and how political legitimacy might be achieved. The framework corrects the existing literature’s inattention to the conditioning effects of global social structure, and its tendency to treat actor evaluations of NSMD systems as static and strategic. It identifies a three‐phase process through which NSMD systems might gain political legitimacy. It posits that a “logic of consequences” alone cannot explain actor evaluations: the explanation requires greater reference to a “logic of appropriateness” as systems progress through the phases. The framework aims to guide future empirical work to assess the potential of NSMD systems to socially embed global markets.     

Institutional Impediments To Efficient Water Allocation

Current water institutions were developed for conditions of water penty rather than scarcity and are unable to allocate water resources efficiently under conditions such as those in the arid West. This paper reviews riparian, appropriation and correlative water law as well as existing admin- istrative rules governing water use in California and finds that all of these institutions violate norms of economic efficiency. The review suggests that decentralized water systems such as mutual irrigation companies with their appropriate laws are more flexible than centralized federal or state systems in promoting water movement to higher valued use. The paper concludes that institutional mechanisms which promote rather than inhibit water trades and transfers are more appropriate to arid areas and that these institutions will become increasingly popular as water becomes increasingly scarce.     

Computer-Based Performance Information for Executives in Local Government

Performance information is crucial to effective management. Computer-based information systems (CBIS) now play a significant role in the effective delivery of information to senior managers. Executive information systems (EIS) are emerging as popular tools to assist organisations in their strategic decision-making processes. This trend has spread from the private to the public sector, and is now evident in Australian government organizations
This article draws on the findings of a survey into the uses and benefits of CBIS and EIS, from a sample of Australian local government organisations. The study shows that lessons from the private sector are being heeded by system developers in public organisations, leading to successful EIS projects, or at least improved CBIS. The study indicates that EIS, which were originally developed for profit-oriented private companies, are now seen as appropriate for many public sector organisations, providing effective delivery of information to senior managers. Survey results indicate that improved information systems give executives a more accurate picture of their organisation's performance and so provide support for improved strategic decision-making. In addition, EIS are seen by respondents as offering significant benefits not only to managers but also to the rest of the organization.     

Policy implications of climate forecasts for water resources management in the Pacific Northwest

The Columbia River Basin management system suffers from conflicts over water use and allocation, and vulnerability to climate variability that disrupt hydropower, fisheries, irrigation, water supply, and other vital activities. Climate forecasts have the potential to improve water resource management in this system supporting management decisions that decrease its vulnerability to droughts, floods, and other crises related to climate variability. This study shows that despite the potential utility, managers do not use climate forecasts except for background information. The barriers to managers' use of climate forecasts include low forecast skill, lack of interpretation and demonstrated applications, low geographic resolution, inadequate links to climate variability related impacts, and institutional aversion to incorporating new tools into decision making. To realize the potential of climate forecasts for water resources management, we recommend strategies that include technical improvements to the forecast products, and joint efforts between forecast producers and the management community to develop and demonstrate climate forecast applications through reciprocal and iterative education.     

Good Government Means Different Things in Different Countries

Work on good governance implies a one‐best‐way model of effective government. This has isomorphic influences on development, whereby governments are influenced to adopt a one‐size‐fits‐all approach to get things done. This article challenges whether such an approach exists, proposing that models actually do not hold even for the so‐called effective governments. Governments look different, even if they are similarly called models of good government. This proposition is examined through a study of public financial management practices in a set of Organisation for Economic Co‐operation and Development (OECD) and non‐OECD countries. The study shows that effective governments are not more likely to exhibit better practice characteristics implied in one‐best‐way models. Good public financial management means different things in different countries. The article concludes by suggesting that good governance models give way to menus and the development community invest more time in examining why different countries select different menu items.     

Institutional boundaries and common‐pool resource management: A comparative analysis of water management programs in California

Policymakers and academics often identify institutional boundaries as one of the factors that shape the capacity of jurisdictions to manage natural resources such as water, forests, and scenic lands. This article examines two key bodies of literature—common‐pool resource management theory and local public economy theory—to explain how the boundaries of political jurisdictions affect natural resource management. Two empirical methods were used to test hypotheses from the literature, using a study of water management programs in California. The results demonstrate that institutional boundaries that coincide with natural resources are likely to be associated with the implementation of more effective resource management programs. At the same time, where jurisdictions can control through coordination, they can also facilitate more effective resource management where jurisdictions do not match resource boundaries. © 2004 by the Association for Public Policy Analysis and Management.     

Capacity,Leadership, and Organizational Performance: Testing the Black Box Model of Public Management

According to recent “black box” models of public management, managerial capacity is a critical component for achieving service delivery improvement. In particular, black box models assume that the impact of management systems is maximized through integration with effective leadership. This assumption is tested by analyzing the effects of managerial capacity and organizational leadership on the performance of English local governments, while controlling for a range of other variables, including organizational size, resources, external constraints, and past performance. Empirical results show that capacity possesses a positive statistical association with local government performance and that leadership can enhance the impact of effective management systems.     

“If you Build it with them,they will come”: What makes a supermarket intervention successful in a food desert?

Using 71 planned supermarket interventions in food deserts, this study assesses the interplay between regional geography, management models, policy drivers, financing, and timing. We find that community engagement and cooperative management models are important factors to opening and sustaining a new store, contributing to subsequent improvements in the foodscape, built environment, and diet‐related health. Findings show that none of the nonprofit or community‐driven stores have closed whereas nearly half of the commercial‐driven and one third of government‐driven cases resulted in canceled plans or closed stores. Our research suggests community engagement is a critical component of effective policies for healthy food access. Future studies may wish to include measurements of community engagement with their case studies to better situate explanatory findings.     

Can Performance Management Best Practices Help Reduce Crime?

As performance management systems gain popularity in police agencies, they are increasingly being criticized for their ineffectiveness at reducing crime and for encouraging abuse of authority. Scholars and practitioners, however, argue that these systems can be effective if they are implemented properly with the use of best practices. This article contributes to this debate by evaluating the impact of performance management systems and associated best practices on improving police performance. An analysis of primary survey data of 308 U.S. police agencies shows that performance management systems are effective tools in helping reduce crime across almost all crime categories. However, the best practices of performance reporting to citizens and providing discretion to officers have no significant impact on crime reduction, while consulting officers in the target‐setting process has a negative impact on police performance.     

Caring, Controlling, Contracting and Counting: Governments and Non-profits in Community Services

Performance measurement and contracting out are central elements of new public management systems. At first sight these elements seem necessarily connected for reasons of accountability. However, for some kinds of services, implementation of conventional performance measurement systems may exacerbate tensions in contracting out. Using a case study of child and family welfare services in NSW, this paper shows that differences in the missions and operating modes of public and non-government community service providers are thrown into sharp relief by performance measurement, when observed from the perspective of practitioners in service-providing agencies. Practitioners perceive that their priorities in service provision differ sharply from those of the department funding their activities — and seeking to measure their performance. These findings pose challenges for the 'partnership' model now prevalent in community services provision.     

Determining the Optimal Size of Local Government: The Case of Tasmanian Councils

We estimated the optimal size of the most significant functions performed by Tasmanian councils between 1999 and 2008 using a non‐parametric technique based on the shared input data envelopment analysis model. The principal advantage of this technique is that it not only provides an overall estimate of efficiency but it also allows for the estimation of ‘partial efficiencies’ and ‘cost shares’ when one input is shared among multiple outputs. Our results indicate that water supply and sewerage services, on average, were more efficient, whereas activities related to community health and safety and information systems warrant improvement. However, because the costs associated with water supply and sewerage services are considerably higher than the costs related to community health and safety and information systems, the elimination of these inefficiencies would result in greater cost savings for the Tasmanian local government sector.     

Management and change in northern Nigerian local government

This paper looks at some recent changes introduced by the Federal Government of Nigeria which seek a return to civilian rule in a stable polity. A first step in this policy has been completed with the election of chairmen and councillors at the local government level. The stated purpose of this initiative is to encourage ‘grass roots democracy’, which is expected to mobilize local action for urban and rural development. It is envisaged that local politicians and local administration will work together to this end. The paper concentrates on the consequences of the policy for the management of local government in Northern Nigeria, in which the predominant need is for rural development. The resource and management issues that arise for local government from the introduction of this polity are discussed under the following headings: finance, material resources, human resources and political relationships. The measures adopted appear radical, but have not led to a situation in which local government can easily predict what resources will be available to it. The question that is addressed is how, in an uncertain environment, local governments might use the powers and resources that are within their control to facilitate rural development in the Northern States. Suggestions are made as to what a management agenda should be and how this might be achieved through appropriate management systems and improved training.     

Reshaping government at the local level in Cambodia: with an example of urban water supply in Battambang

The transition from communism to a market economy poses many important questions concerning the appropriate role for the state, and the institutional capacity for service delivery and development. Cambodia, after the turmoil of the Khmer Rouge and a decade of Vietnamese-guided communism, has opted for a market economy. This article considers some of the problems facing the Cambodian government following the UN-backed elections. It outlines the system of government at national and local level, focusing on Battambang province and district. It considers the current debate there about centralization and decentralization, and examines the problems of finance at national and local levels. The case study on water supplies in Battambang town contrasts the public provision through the provincial water enterprise with private sector and community/NGO provision. Whilst there is an urgent need to increase water supply capacity and improve quality, there are institutional constraints in relation to the various providers. The development of the capacity of the local government to manage service delivery will be crucial. © 1996 by John Wiley & Sons, Ltd.     

The effectiveness of the road accident fund (RAF) performance‐management development system at the RAF office in Durban,South Africa

In today's globalised business world characterised by a high level of competition and unstable markets, businesses are called upon to utilise their resources in the most effective and efficient manner to survive. It has become critical for businesses to monitor their employees' performance and to constantly develop and train employees to eliminate inefficiencies and improve productivity. Performance management has come to play an indispensable role in helping organisations reach their productivity goals. However, research indicates that many organisations have failed to implement and maintain effective performance‐management systems owing to employees' negative attitudes towards performance‐management practices. This paper through a quantitative approach investigates the effectiveness of the Road Accident Fund (RAF) performance‐management development system (PMDS) at the RAF office in Durban, South Africa. The sample of participants were selected from different structures across the organisational hierarchy. The key findings from the study indicated that within RAF performance management review outcomes are very subjective; the performance management system is not fully implemented; there is inconsistent implementation of performance management amongst different departments; and a lack of managers' involvement in implementing the performance management system. Some of the recommendations made include the use of 360° feedback appraisal for employee performance evaluation; keeping up‐to‐date job profiles outlining the roles and responsibilities of staff; and making sure that employees are aware of performance measurements and performance criteria used during performance reviews to reduce subjectivity.     

Community not the Councillors: A Study of Commitment of Australian Senior Council Officers Working under a Politicised Employment Relationship

Council officers as public managers are expected to work for the community. Yet, it has been argued that council officers working under a politicised employment relationship are likely to be more committed to the elected councillors than to the community. This proposition has been examined through a survey of senior council officers across Australia and the results are presented in this article. This study develops an analytical approach which combines for the first time the multi-focus and the multiple bases of managerial commitment approaches, applies this to the case of Australian local government managers and finds that although most senior council officers perceive that their employment is politicised they remain committed to the community. Based upon these findings, it is argued that a conceptual framework utilising a combined multi-focus and multiple bases approach is more appropriate to the study of commitment of local government managers and to managers in the public sector in general than the use of either approach alone.     

Management of Australian Water Utilities: The Significance of Transactional and Transformational Leadership

What organisational factor has the most significant impact on the management of water utilities? This article seeks the views of middle managers in several water utilities across four Australian states to address this question. It also examines their views of leadership in their organisation. It draws upon Bass's full‐range leadership theory to examine their views on three models of leadership: transactional leadership, transformational leadership, and a combination of both transactional and transformational leadership. The respondents identify leadership as the most critical enabling factor for the effective management of water utilities. They believe that effective leadership requires a mix of transactional and transformational leadership skills. They state that their supervisor's leadership skills are below their expectation of an effective leader. These leadership issues are discussed in the article.     

The Impact of Management Capacity on Government Innovation in Korea: An Empirical Study

ABSTRACT

A common assertion within public management is that management capacity drives policy outcomes. This study tests that argument, focusing on an important policy outcome—innovation. Data were drawn from the Korean government to examine the impact of government's management capacity for the adoption and implementation of innovation. The results confirm that both managerial behaviors and structures are drivers of government innovation. The adoption and implementation of innovative projects require full-scale management capacity, encompassing innovative leadership, a quality workforce, appropriate structures/systems, and the ability to manage external influences. These results suggest that public management capacity drives innovation in government by changing managerial behaviors and structures. Implications of these results for managing government innovation are discussed.     

Community acceptance of recycled water: can we inoculate the public against scare campaigns?

Without improved water resource management, it is predicted that water shortages will affect two‐thirds of humanity by 2025. One solution that has traditionally faced fierce public resistance is recycled waste water. This study investigates the extent to which public communication strategies can influence community acceptance of recycled water, using the framework of Inoculation Theory. A four‐phase experimental design was conducted. Participants completed an initial questionnaire and were then randomly assigned to a control group, a manipulation check group or a treatment group. A final follow‐up survey measured changes in the dependent variable: stated likelihood of using recycled water for different uses. Results indicate that communication strategies based on Inoculation Theory are limited in their effectiveness for this product category. Findings do, however, identify a clear recency effect, indicating that continuous public communications are key to ensuring that community scare campaigns do not prevent implementation of water augmentation projects. This study differs from previous applications of Inoculation Theory because of the challenges associated with marketing a monopoly commodity, which is a necessity to support life. This empirical study uses fictional marketing stimuli to test the theory in a context, which is growing in global importance. Copyright © 2012 John Wiley & Sons, Ltd.