Termination Theory and National Climate Change Mitigation Programs: The Case of New Zealand

In 2008 New Zealand (NZ) changed from a Labour‐led to a National‐led government, and this resulted in a shift to government's carbon emission mitigation strategy, including the abandonment of the Communities for Climate Protection (CCP) and the Carbon Neutral Public Service (CNPS) programs. Using deLeon's seminal model for program termination, the objective of this research is to determine why NZ's newly elected government discontinued these initiatives. This empirical research is investigative and probing, and comprises a series of semi‐structured interviews with senior managers responsible for the delivery of the respective program within their organization. The architects of each program are also investigated. In the end, this study finds that while economic constraints and programmatic inefficiencies may have played a contributing role, political ideology is the primary rationale for the termination of the CNPS and the CCP‐NZ programs.     

New Millennium,New Public Management and the New Zealand Model

Recently the much‐discussed ‘New Zealand model’ of new public management (NPM) has become significantly revised. It now lacks the theoretical coherence and the market‐led focus that it relied on between 1987 and 1996. Labour‐led governments since 1999 have undertaken gradual and pragmatic – yet significant – changes in public management structures and principles, refining and sometimes reversing the model implemented in the late 1980s and early 1990s. This article does a ‘stock‐take’ of public management developments in New Zealand from 1999 to 2008, and argues that New Zealand can no longer be viewed as a leading exponent of market‐led NPM. Some NPM principles have been refined, but others have been quietly abandoned. The new National‐led government appears unwilling to undertake radical reforms, and, while it may seek a greater role for the private sector, looks set to continue with the ‘gradual and pragmatic’ approach adopted since 1999.     

Information and Environmental Policy: A Tale of Two Agencies

In recent years, scholars and practitioners have focused increasing attention on the role of information in achieving environmental policy goals. This article develops a framework for understanding how information is used in making environmental policy, and compares the kinds of information development and communication efforts undertaken by the U.S. Environmental Protection Agency (EPA) and the European Environment Agency (EEA). The analysis suggests that institutional factors such as organizational structure and the mix of policy instruments used by the agency affect the kinds of information efforts undertaken. It also suggests possible areas of focus for environmental information efforts within the EPA and the EEA. These suggestions and the framework provided may also be of use to other environmental agencies.     

新公共管理：反思、批判与超越——兼评新公共服务理论

通过采用企业化政府的理念,新公共管理提高了效率,但也导致了公共性、公平、责任、价值诉求等公共管理价值的缺失.通过对新公共管理的反思和批判以及对新公共服务的理论基础、原则和内容的介绍,说明新公共服务在理论基础、价值选择、政府责任、公民精神方面不仅可以弥补和纠正新公共管理的偏颇,并可以替代新公共管理成为公共管理的发展趋势.     

A Tale of Two Milibands: From Environmental Citizenship to the Politics of the Common Good

Two different proposals for a political basis for a low carbon transformation in Britain have been put forward in recent years by the Miliband brothers. In 2006, David Miliband argued for a new ‘environmental contract’ between state and citizens, in the spirit of the post‐war social contract. Last year Ed Miliband proposed a ‘politics of the common good’. The historical sociology of citizenship suggests that the environmental contract approach will not work, mainly because of the pure public bad nature of the climate nature and the politics that flow from this. The ‘common good’ approach is more promising, but to make any headway, will have to tackle the strengthening of materialism and populism over the last generation.     

Campaigning and split-ticket voting in new electoral systems: the first MMP elections in New Zealand, Scotland and Wales

New electoral systems create learning problems for parties and electors: the parties have to learn how to focus their campaigns and the electors how best to use their votes. This was the case in three countries in the late 1990s where MMP was used for the first time rather than first-past-the-post: New Zealand in 1996 and Scotland and Wales in 1999. MMP involves each elector voting twice — for a candidate in a single-member constituency contest and for a party in a regional/national list contest. Survey and (in New Zealand) official data show that substantial proportions of the three electorates voted a split ticket — the candidate they supported was from a different party to that they voted for in the list contest. (Approximately one-in-five did this in Scotland and Wales and two-in-five in New Zealand.) We argue that split-ticket voting will be influenced by the amount of information received by electors regarding the candidates for the constituency seats. Using the amount of campaign expenditure by each candidate as a measure of the volume of information provided, we find strong supporting evidence for this responsive voter model in each of the three countries.     

The Role,Scope and Scale of Local Government in New Zealand: Its Prospective Future

This article contributes to the current debate as to the role, scope and scale of local government in New Zealand. In 2008, the Nationals Local Government Minister announced his intention to undertake a fundamental review of local government in NZ. This review finally took shape in mid 2011 with the publication of the consultation document ‘Smarter Government, Stronger Communities: towards better local governance and public services’ ( Hide 2011 ). This article adds to the debate by identifying four key themes within the NZ local government system, namely: the legislative framework; managerial capabilities; calibre of elected members and finally democratic deficit and community disengagement. Whilst the first two themes are undoubted strengths, the latter two are equally weaknesses in the local governance system of NZ. Hence the article makes a number of recommendations, seeking to exploit the strengths and to correct the weaknesses in order to create a robust and credible local governance system for NZ.     

论加强新时代党的全面领导的法规制度建设

新时代党的领导以全面领导为特征,以法治化为基本方向,为此,必须在准确把握党的全面领导内涵的前提下,完善党的全面领导的法规制度,使党的全面领导做到有法可依、有法必依。党的全面领导以政治领导为核心和根本,在党的全面领导的法规制度建设中,要着重围绕政治领导,首先从《宪法》《党章》层面对党的全面领导做出规定,同时也要在党的全面领导的主要领域做到有规可依,注重用党内法规制度解决党的全面领导存在的突出问题,这样才能更好地保证党的全面领导要求得到真正贯彻落实。     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.     

新公共服务对新公共管理的批判与超越：——中国服务型政府建设路向分析

服务型政府是对政府职能的重新审视和定位,其实质是贯彻＂以人为本＂理念的制度架构。不仅有新公共管理所关注的如何从组织技术和管理手段等操作层面上改进公共服务效率的问题,更涉及到政府与公民关系的宪政民主主义的重构,涉及到公共行政的理念转变与制度创新。以新公共服务为代表的民主治理理论突破了新公共管理＂管理主义＂思维的窠臼,指出了一条通过政府与社会、公民关系的民主化治理模式的重构,推进公共行政改革,为服务型政府建设指明了正确的改革方向。     

Structural Changes to the Public Sector and Cultural Incompatibility: The Consequences of Inadequate Cultural Integration

Structural changes are commonly undertaken to achieve gains, such as enhanced efficiency and performance. In this paper, we explore the cultural issues associated with a structural change in the Australian Public Service. We argue that cultural differences across merged functions were disruptive and challenging to overcome. We posit, however, that these challenges were exacerbated by the lack of systemic effort to integrate cultures, thus impeding synergy realization. Our findings are consistent with the private sector literature that warns mergers and acquisitions undertaken with too much haste and without adequate planning can lead to cultural issues when not managed appropriately.     

Public Sector Change,Organisational Culture and Financial Information: A Study of Local Government

Local government has undergone substantial change in Victoria, but the reforms have not necessarily resulted in improved financial management practices. This article examines the organisational culture of a sample of local governments, the critical events which have impacted on them, and their use of accounting, budgetary and financial (ABF) information. We find that despite the change process, organisational culture is not focused on competitive practices, although compulsory competitive tendering remains the most influential event. Consistent with the aims of reform, the quality and use of ABF information has improved over the last decade. This article will be of interest to those in government wishing to implement change programs aimed at increasing financial resource use efficiency.     

Institutional Change Through Policy Learning: The Case of the European Commission and Research Policy

Research initiatives to enhance knowledge‐based societies demand regionally coordinated policy approaches. By analyzing the case of the European Commission, Directorate‐General Research and Innovation, this study focuses on examining the cognitive mechanisms that form the foundation for institutional transformations and result in leadership positions in regional governance. Drawing on policy learning theories, the study emphasizes specific mechanisms of institutional change that are often less noticeable but can gradually lead to mobilizing diverse groups of stakeholders. Through historical and empirical data, this study shows the importance of policy learning through communication processes, Open Method of Coordination initiatives, and issue framing in creating a stronger foundation for policy coordination in European research policy since the 2000s.     

Public Support for Climate Change Policy: Consistency in the Influence of Values and Attitudes Over Time and Across Specific Policy Alternatives

This study examines the factors that explain public preferences for a set of climate change policy alternatives. While scholarly work indicates a relationship between attitudes and values on views toward specific issues, the literature often examines general support for issues rather than specific policy proposals. Consequently, it is unclear the extent to which these attitudes and values affect specific policy considerations. This project examines public support for five climate change policy options in two national surveys taken three years apart. The empirical analysis reveals that time is a factor and that those who are liberal, have strong ecological values, report greater concern for climate change, and trust experts are consistently more supportive of the climate policy options considered here. The results shed new light on the nuanced views of the American public toward climate change.     

Cultural Penetration and Punctuated Policy Change: Explaining the Evolution of U.S. Energy Policy

Punctuated equilibrium theory (PET) suggests that the policy process is characterized by long periods of incremental change and short periods of punctuated change. The impetus for the latter is usually a focusing event that breaks open policy monopolies, allowing for major changes in legislative decision making. While a burgeoning body of literature, a shortcoming in the PET literature is that it has yet to explain why focusing events and subsequent breakdowns in policy monopolies sometimes fail to result in punctuated policy. We integrate theories on cultural change with punctuated equilibrium to explain why focusing events do not always result in the dramatic policy changes that we might expect. Specifically, we use the context of national energy policy and the lexical database, Google Ngram Viewer, to trace punctuating energy‐related events and the occurrence or lack thereof subsequent policy change from 1952 to 2000.     

Slow Change at the Top: ‘Old Hands’ and ‘Accidental Executives’ in New South Wales Local Government

Scholars and practitioners alike have recognised that an increased role for women leaders in Australian local government would strengthen the sector, yet little research to date has examined the career paths of non‐elected officials. This article combines the gender in organisations literature with career theory to examine the career paths of 16 general managers (GMs) in New South Wales. We found that half the participants had linear career paths based entirely within local government and half had boundaryless careers originating outside the sector. This second cohort consisted overwhelmingly of women. Nevertheless, a high incidence of happenstance characterised both career types. Several participants saw themselves pitted against a gendered (i.e. male) group of ‘old hands’ who were resistant to change being driven by ‘accidental executives’, a high proportion of whom were women. The findings have implications for a sector attempting to attract and retain skilled staff, particularly women.     

Earth Day and Its Precursors: Continuity and Change in the Evolution of Midtwentieth‐Century U.S. Environmental Policy

Earth Day 1970's legacy overshadows two earlier events resulting in popular misconceptions about U.S. environmental politics: that environmental policy began with Earth Day and that Congress and the president were not concerned with the environment until public opinion and interest groups pressured them. These misconceptions increase public opinion ambivalence and frustrate environmental leaders. This paper describes Earth Day 1970, the congressionally established Outdoor Recreation Resources Review Commission established in 1958, and President Kennedy's Natural Resources Tour of September 1963, arguing the latter two prepared for the convergence of multiple streams of policy change that resulted in the first Earth Day.     

Toward a Model of International Environmental Action: A Case Study of Japan's Environmental Conversion and Participation in the Climate Change Environmental Regime

This article explains the empirical puzzle of Japan's green conversion from an environmental pariah to a leading player in the climate change environmental regime. My argument is that Japan pursued environmental action to reconstruct its international image and demonstrate itself to be a responsible global actor. Claiming that existing explanations fall short, I delineate an international environmental action model that incorporates a more comprehensive cost–benefit framework examining both real and ideational factors. To test the model, I examine four key episodes of Japan's participation in the climate change environmental regime. The empirical analysis reveals the relevancy of the environmental action model, as all four episodes are either fully or partially explained by the model's mechanisms. Finally, I provide some conclusions, suggest that this model fills in the gap in the literature on environmental foreign policy, and provide topics for future research.