ADOPTING PERSONNEL PRODUCTIVITY INNOVATIONS IN AMERICAN LOCAL GOVERNMENTS

Improving the productivity of public employees has increasingly attracted the attention of urban policymakers and administrators concerned about the quality, cost, and efficiency of governmental service delivery. A national survey of local personnel managers was undertaken to ascertain the degree of jurisdictional receptivity to personnel-based management tools, preferred approaches, and the most serious policy and institutional barriers to the implementation of these changes. Research findings concerning the adoption of personnel reforms are generally consistent with those reported in prior studies except for an increase in the utilization of job enrichment techniques by local administrators. The reluctance of labor organizations to accept productivity bargaining and the unwillingness of local authorities to consider financial incentive plans for governmental executives are cited b y our respondents as the chief obstacles to greater managerial effectiveness.     

LOCAL GOVERNMENTS AS INNOVATORS*

Abstract: This article opens with a non-Australian example of innovation in local government. Next, attention is devoted to the concept and definition of “innovation”—necessary because the word has been used in many different and often confusing ways. Some illustrations of overseas research work on local government innovation are given. The paper then considers what is currently known about innovative practices in Australian local government management. It concludes by exploring the bases of innovative managerial activity and suggesting ways in which the capacity to innovate might be enhanced.     

THE NORTHERN TERRITORY GOVERNMENTS CANBERRA REPRESENTATIVE

On 14 July 1980 an experiment began in Australian Federal-State relations which has been accorded little recognition. On that day the Northern Territory government opened an office in Canberra for its new "Canberra Representative". It was a step no State government had ever taken, although several had discussed such a move over the previous decade during general reconsiderations of the machinery of Federal-State relations. In particular, Sir Henry Bland's Board of Inquiry into the Victorian Public Service saw some benefits in the location in Canberra of one or more members of a proposed Commonwealth/State Relations Unit (now the Federal Affairs Division of the Premier's Department) in the State public service, although it chose finally not to recommend it     

LOCAL GOVERNMENTS AS IMPLEMENTORS OF PUBLIC POLICY

This study expands the growing literature in comparative public policy that examines welfare services. By now, it is accepted that a combination of economic, social, and political factors are influential in the delivery of these services by the 60 states. This paper finds that similar factors are also operating at the county level in New York state. Most notably, political factors affect the distribution of welfare benefits–despite federal and state mandates that require distribution to be based solely on need. This raises a number of issues. concerning the nature of political influence and the autonomy of local bureaucracies, which require further exploration.     

FINANCIAL INDICATORS AND TRENDS FOR LOCAL GOVERNMENTS: A STATE-BASED POLICY PERSPECTIVE

Recent federal reports, the projected "new" federalism, research in financial and economic trends, and the emerging consensus concerning local government distress have highlighted the fact that no comprehensive or systematic federal, state, or local policies exist to deal with the problems that have been identified. The purpose of this article is to perform a statebased study of financial patterns and trends in local governments that have implications for state policy. Included in the analysis were correlations between constant dollar financial indicators and an instability index for four data points. The results of the analysis and trends suggest that certain consistent patterns which have implications for state policy exist.