Closing the door

States no longer can afford to provide illegal immigrants with the health care and education federal law says they deserve.     

The European Union as the next step of delegation and accountability

Abstract. The Principal–Agent approach guides a comparison of the scrutiny and implementation records of the EU member states. The main argument is that there is systematic co–variation. Cross–nationally, an influential scrutiny process is associated with a strong implementation record. But because both of these variables also co–vary with the North–South dimension of EU politics, a fundamental challenge for future research is to evaluate the importance of existing between–country variation relative to the new Principal–Agent relationships that are emerging within the integration process.     

Revolving door laws and state public utility commissioners

This paper investigates the effects of revolving door regulations – laws that restrict the post‐government employment opportunities of public sector workers – on the characteristics of state public utility commissioners. We find that commissioners from states with revolving door regulations have less expertise, serve shorter terms, and are less likely to be subsequently employed by the private sector, compared with their counterparts from states without revolving door laws. These findings suggest that revolving door regulations may have costly unintended consequences.     

In through the back door: Social equity and regional governance

Abstract

A leading impulse for new regionalism in the 1990s was the sense that suburban and central cities are economically interdependent and should work cooperatively toward common regional welfare in the face of globalized competition. If this is so, we should witness an emergence of regional policies that combat concentrated poverty, segregation, and place‐based inequalities that impose significant economic costs. This article assesses the extent and types of metropolitan equity efforts under new regionalism, the pathways through which they arise, and their prospects.

Research finds that equity‐based regional policies are increasing; they take diverse forms and are commonly shaped by state or federal programs, but they are not explicit and primary parts of regional agendas. While regional entities have not advanced explicit discussions about equity, a confluence of intergovernmental programs and quality of life issues has added regional equity to the portfolio of metropolitan goals.     

Effectiveness: the next frontier in New Zealand

Central agencies face a critical test on how to approach the resolution of issues and problems related to improving the New Zealand public sector management systems from the author’s perspective. A decade has passed since the legislative changes were approved that initiated major financial management reform, and much of the initial reform energy has faded. It is time to assess what has and has not been achieved, and to search for ways to continue to move forward. There is a sense of anticipation, as well as some apprehension, across the New Zealand public sector, particularly in light of the election of a new Government. As New Zealand moves into a new phase of reform, one of the key challenges is to take advantage of what has already been achieved. New Zealand has one of the world’s leading public sector management systems, and should take advantage of that foundation. The key issue focused on in this article is effectiveness. A critical part of raising effectiveness is enhancing information. Better information is needed on outcomes, and it should be packaged in more accessible and relevant ways. More disciplined evaluation of the effectiveness of what is done is necessary. Systems that encourage public servants to raise their horizons should be improved or put in place. Managers who understand what they are doing and why are critical to reform success. Purchase agreements—or output agreements—will play a pivotal role, but they need to be improved. A fresh approach to output specification to better accommodate the range of output relationships that exist is required. Central agencies can facilitate customization of output specifications by being clearer about the basic output framework, and more flexible about how that framework is applied. Outcome measures should be refined and used along with outputs where feasible. Better ways must be found for managing problems of inter-agency coordination. Technology offers a new set of tools, but IT facilitates rather than creates effective relationships. Other coordination mechanisms that help agencies to communicate and to make trade-offs must evolve. New Zealand can move into a new phase of building a “world’s best” public sector. The public sector has an appetite for action at the moment, and a willingness to debate the issues. How this potential will be used is, to a great extent, the critical issue faced by the new Government.     

Help-seeking from public authorities: Who arrives at the agency door?

For ordinary citizens, political life is increasingly characterized by a request for a check, not a trip to the polls. Yet for all their frequency, very little is known about help-seeking encounters. This article asks the question “Who gets to the agency door?” or, more formally, “How do individuals decide to apply for public social benefits or services, and what does that decision signify?” Three topics are explored. The first defines help-seeking as a type of political participation. The second conceptualizes the process by which individuals decide to seek help from public social agencies. The third presents an agenda for research and action on the politics of help-seeking.     

Some reflections on the next twenty-five years of public choice

I gratefully acknowledge the comments of Jan Potters and Joep Sonnemans on an earlier version of this paper.     

Natural gas deregulatin: The need for further reform

Like attempts at achieving effective regulation of economic activity where it is warranted, deregulation can entail hidden complexities and produce unintended outcomes. The principle that deregulation begets “second order” effects that may necessitate further regulatory reform is epitomized in the case of natural gas. This article shows how the partial deregulation of natural gas wellhead markets under the Natural Gas Policy Act of 1978 caused a variety of distortions to emerge in other segments of the industry. Because the distortions are mutually reinforcing, no single policy, such as immediate decontrol of “old” gas or subjecting pipeline companies to common carrier obligations, will solve all of them; rather an integrated program of regulatory reform is required. The article concludes by outlining such a program and commenting on how its implementation through administrative and legislative actions should be carried out in order to reduce the need for further reform in the future.     

Benchmarking sustainability performance: the next step in building sustainable business models

Developing sustainable business models incorporating effects on people, profit, and planet is becoming an increasingly important strategic issue. Benchmarking with peer companies can assist a company in setting goals of improving its performance. As such, developing a methodology for effectively benchmarking sustainable business practices is an important step in the evolution of sustainability management. However, a company's sustainability performance is composed of many elements that may involve difficult tradeoffs, and its performance may vary over time. In this paper, we propose a data-driven approach of innovatively adapting statistical process control charts, conventionally used in quality control, to simultaneously compare multiple performance measures and analyze variation in both trend and performance among companies in a given industry. We apply this approach to benchmarking the sustainability performance of companies in the US utility industry and demonstrate it is robust and reliable for benchmarking the performance of companies in virtually all industries. Copyright © 2016 John Wiley & Sons, Ltd.