Privatization and bidding in the health-care sector.

Public provision of health care, as under Medicare and Medicaid, traditionally "privatized" major production decisions. Providers of care, largely private physicians and hospitals (but also public hospitals), made significant decisions about public beneficiaries' access to care, the quality and quantity of individual services, and the prices to be paid. The result was high access and quality/quantity, but also high program spending, which has prompted a reassertion of public budgetary control. Newly activist program administration is using various mechanisms to promote economizing. Unable and unwilling to specify standards of public access or quality/quantity too overtly, administration instead seeks to squeeze prices--mainly through administrative price setting but also through competitive bidding and voucherlike arrangements. Under such new incentives, major choices that in many non-American systems would be public are here "reprivatized" to be resolved out of the limelight by beneficiaries, traditional providers, or new intermediaries like Competitive Medical Plans.     

治理现代化视野下机关事务管理创新:从制度优势到治理效能

作为保障机关有序运行的重要制度设定,机关事务管理面多事杂任重,创新机关事务管理是实现从“制度优势”转向“治理实效”的重要一环。实现机关事务管理现代化,其本质是从“广度”到“深度”的深刻转变:新时代下的机关事务不再仅仅强调业务广度方面上的面面俱到,更期望其能在强化政府自身建设、优化政府职能等更深层面扮演积极角色。改革开放以来,我国不断推进机关事务领域改革,不仅仅是对其职能的不断调整,其本质在于对宏观行政体制变革的主动回应与渐进调试,是国家治理体系建构中的重要一环,并在此过程中逐渐形成职能现代化、体制法治化、行为职业化、能力智慧化等制度优势。基于行政管理要素构成的分析视角,职能体系、职权范围、管理体制、人力资源都将是创新机关事务管理的必要路径。     

Trends in the Higher Civil Services of Anglo-American Systems

The managerial reforms that have been implemented in the public sectors of many countries over the past decade are part of an international trend (Aucoin 1990, 134). Managerial reform in public administration can be seen as a Zeitgeist , a pervasive idea whose time has come. As Caiden (1988, 354) points out, effective administrative reform can be sustained only by a "crusading spirit" or the burning flame of idealism, and such a flame has blazed up in the past ten years. History may well show that the managerial reforms of the late 20th century had as dramatic an impact on public administration as the merit reforms of the late 19th century.
These managerial reforms have invariably involved an emphasis on giving the public better value for money, and have usually included the introduction of efficiency measures and corporate planning techniques, the improvement of financial management procedures, the assessment of performance in terms of results against goals, the adoption of private sector human resource management practices, and the use of management information systems and other management tools. The implementation of such managerial reforms has typically been heralded by the establishment of a unified elite group of senior executives in the higher civil service. This paper reviews the recent trends in the higher civil services of America, Canada, Britain and Australia, and considers how they exemplify the managerial approach to administrative reform.¹     

《铁路工程施工组织与概预算》课程改革项目分析

基于现代教学理念的深入,近几年,全国各高职院校均尝试采用"基于工作过程"的教学改革或"以项目为载体,任务导向"的教学改革。以《铁路工程施工组织与概预算》课程改革项目为例,将项目管理的概念引入课程改革项目中,有助于提高课程改革的教育。     

Implementing PBB: Conflicting Views of Success

A modern budget reform, performance‐based budgeting (PBB) emphasizes the measurement of government performance by agencies and public servants. In this article we define PBB as requiring strategic planning regarding agency mission, goals and objectives, and a process that requests quantifiable data that provide meaningful information about program outcomes. Performance‐based budgeting requirements are now pervasive in the states. Of forty‐seven states with PBB requirements, thirty‐one have legislated the process to be conducted, while sixteen have initiated the reform through budget guidelines or instructions.¹What remains unknown, yet of vital interest to state administrators, their staff, legislators, and citizens, regards implementation status of PBB systems. How many states are utilizing a PBB process as prescribed by law or administrative directive? And if PBB has been implemented, has it been successful regarding improvement of agency effectiveness and decision making about spending? Perhaps most importantly, has PBB influenced appropriation decisions?. This research is based on responses to a mail survey of executive and legislative budgeters regarding the PBB system established in their state. Results discussed in this article consider budgeters’ response about PBB implementation status and effectiveness as conducted. We find that there are differing perceptions across the branches of government regarding both the extent of PBB implementation as well as its success. Results show that states with better‐known PBB systems have not necessarily realized greater success in terms of effectiveness from this budget reform than states with less popularly known systems, at least as perceived by the budgeters included in this article.     

Policy Alternatives in Adaptive Communities: Simulating the Environmental Justice Consequences of Hazardous Site Remediation Strategies

Many governments have implemented environmental justice mandates requiring agencies to consider the implications of cleanup decisions for poor and/or minority populations. To the extent that this mandate alters decisions, it usually does so by considering the composition of a community in the present without adjusting for potential demographic changes that may occur over time. However, communities change and these changes are likely to affect how well an agency meets its environmental justice mandate over the long term. In this research, an agent‐based model is introduced to simulate how alternative environmental remediation scenarios may affect environmental justice outcomes in a dynamic residential environment with two demographic classes with preferences for living in proximity to neighbors similar to themselves. Under these circumstances, there is unlikely to be one best strategy to achieve both environmental improvement and environmental equity, and a focus on valuable land is the least effective over the long run.     

The Reformer's Spirit: How Public Administrators Fuel Training in the Skills of Good Governance

The public administration literature has long identified public administrators as key players in achieving government reform. Public managers may be motivated to provide employee access to training in governance skills by several factors, including the need to fulfill the current functions of government, to expand employee responsibilities, or to reform administrative processes and/or programs. The authors examine the impact of public managers on the availability of governance skills training by observing how the desire to achieve reform influences their training decisions in light of other motivating factors. They find that training in citizen input, client relations, and performance indicators are significantly and substantively more prevalent in organizations when public managers believe that such training is necessary for reform, and that the more “democratic” a skill, the more likely a reform motivation will outweigh other factors.     

Managing economic reform: An alternative perspective on structural adjustment policies

The structural adjustment policies of international development organizations have been undermined in many developing countries by weaknesses in administrative capacity to manage economic reforms. If economic reform policies are to be implemented more effectively in the future, international organizations must take a broader view of the development process and assess more carefully the administrative and political capacity of the state to guide the decisions of public and private organizations toward development goals in four policy arenas. The experience of developing countries that were more successful at economic and social development during the 1970s and early 1980s, indicates the characteristics of development administration that policy analysts must assess in order to determine governments' capacity to implement economic reform policies effectively.     

From “New Institutionalism” to “Institutional Processualism”: Advancing Knowledge about Public Management Policy Change

Research on public management reform has taken a decidedly disciplinary turn. Since the late 1990s, analytical issues are less often framed in terms of the New Public Management. As part of the disciplinary turn, much recent research on public management reform is highly influenced by the three new institutionalisms. However, these studies have implicitly been challenged by a competing research program on public management reform that is emphatically processual in its theoretical foundations. This article develops the challenge in a more explicit fashion. It provides a theoretical restatement of the competing “institutional processualist” research program and compares its substantive findings with those drawn from the neoinstitutionalisms. The implications of this debate about public management reform for comparative historical analysis and neoinstitutional theories are discussed.     

“新公共管理运动”的困境与转型——新西兰公共部门改革的反思及参鉴

新西兰公共部门改革是"新公共管理运动"的先锋,作为"改革实验室"和"政策创新者",因其彻底性、持续性及成效性被誉为"改革的典范"。然而近年来,西方公共管理学界提出了若干质疑,甚至认为"新公共管理运动已经死亡"。本文在考察新西兰公共部门改革实践的基础上,对实践模式的局限性及时代转换的压力两方面的批判性反思进行了梳理和分析:其"公平"与"公共"价值已经失落?是"经济学帝国"的扩张?还是"新泰勒主义"的表现?亦或是随着改革主题的衰落,数字时代治理的来临。对这一改革的实践发掘和理论反思对于当前我国政府职能转换与行政改革具有重要的参鉴价值:首先,推进改革的政府需要具备必要的能力基础;公共部门改革的核心命题是转变理念,优化政府职能,提高政府的效率和效能;而改革能否顺利推进,取决于广大民众和政府之间的深入互动;此外,改革需要尊重地方政府的主动性,充分发挥其作用。     

基于转型期我国城市化视阈下的政府改革

社会转型期我国城市化具有特殊性,即政府主导型城市化。我国在取得巨大经济建设成就的同时,城市化也取得了很大成就,但依然存在着诸多需要解决的问题,譬如城市化水平有待提高、城市化进程中出现了某些"城市病"、城市化进程中农民利益需要得到更充分的保障、"土地城市化"大于"人口城市化"等。我国城市化过程当中出现的一些问题对我国政府改革提出了新的要求。政府应该努力做好以下几个方面的工作:政府应该努力加快政府职能的转变;政府必须坚持对城市化的进程、城市人口的增长、城市区域布局、城市规模扩大等方面实施必要的宏观调控;政府要切实充分保障农民权益。     

A Holistic Theoretical Model for Examining Welfare Reform: Quality of Life

Policy makers, public administrators, the media, and others are celebrating the "success" of the latest version of welfare reform, codified into law by the Personal Responsibility and Work Opportunity Reconciliation Act of 1996. Most often, success is defined in terms of declining case loads or some other economic measure—a practice that does not provide a true sense of the impact of policy changes such as welfare reform. Assessing the human impact of policy change requires more than evaluating economic outcomes; it requires knowing the resources of beneficiaries of social services and their conditions of life from various perspectives. Thus, we must strive for greater understanding about the sociocultural aspects of people's lives that create the whole person—aspects such as health, family and friendship networks, housing situations, public and private support service and program use, conditions of work, and so forth. This is how we come to understand one's quality of life. The present research creates a conceptual model of quality of life and illustrates the model using data from a follow–up study of former welfare recipients in a county in northern Virginia. Evaluation activities that are premised on a quality–of–life model will help policy actors understand the impact of policies and how public institutions can be managed strategically within their very complex contexts, especially in an era of welfare reform.     

Budgetary constraints and municipal revenue forecasting

Conclusion The objective of this research has been to determine whether key budget participants see forecasting as making significant contributions to the budgetary process. The issue is important for at least two reasons. Budgetary tools will be used to the degree budget players perceive them as providing net budgettary benefits. Moreover, the continuing trend toward technological sophistication gives governments opportunities, red herrings or not, to incorporate the technology into the budget process. The issue is also very timely; with the demise of packaged budget reforms but not the values of budget reforms, there may be new opportunities for improving budgeting on a less grandiose, more piecemeal basis, such as using forecasts to analyze budgetary options. The findings here provide some insight into two questions concerning governmental forecasting. First, why do governments use complex methods? In support of previous research, since cities most dependent on intergovernmental aid tend to use complex forecasting, such methods may indeed be seen as a way to help cope with fiscal stress. Also, reflecting the ambiguity of current research, since cities tend to use relatively simple techniques regardless of the revenue source being forecasted, the source is at best a partial determinant of complexity. The most important predictor of complexity, however, was budget format; cities that emphasize reform methods, especially planning, tend to use the most complex forecast methods. The forecasting process was not as important as expected.Second, so what? Does forecasting influence budgetary choices? The evidence from the second part of the study suggest that it can, but within definable limits. Budget directors are more likely than councils to value outyear estimates, but both actors are much less likely to value long-term estimates. The survey results also indicate that revenue forecasts are not as useful for making political decisions as for making management decisions: the forecast is usually used as an internal document, is only sometimes intended to affect council decisions, and is not usually included in the budget. In short, the forecast may be most useful for making managerial decisions since that is what most cities want out of it. It also tends to be more useful if the budget format is less traditional. Finally, the findings indicate that forecasting may be more useful to management to the degree the council finds it politically useful. This is extremely important since it suggests that as powerful as technology may be, budgetary tools that do not meet political needs will be managerially confined.Clearly, more research is needed in this area. Does forecasting actually shape long-range plans? In the long run, will the forecasting effort change the ways cities budget? Can the availability of forecasting information strengthen one actor relative to another? These are important questions that need answering to clarify the impact of forecasting and other technologies on the budget process.     

公共利益与政府职能

公共利益是一个特定社会群体存在和发展所必需的,该社会群体中不确定的个人都可以享有的社会价值。从公共利益视角考察政府职能,包括两方面内容:一方面,政府应该以实现公共利益为己任,通过公共利益可以界定政府公共职能的基本内容;另一方面,从公共利益的实现机制来看,政府不是公益物品的唯一提供者,它应该在公共利益的实现机制中承担“掌舵”的角色。为了更好地发挥政府在实现公共利益过程中的作用,西方政府正在积极推行新公共管理运动。我国政府也在经历深刻的治理变革,具体内容体现在民主化改革、市场化改革和政府自身改革等三个方面。     

PROGRAM BUDGETING REFORMS IN SOUTH AUSTRALIA

Abstract: This study describes and assesses the recent progress (1975–83) in implementing program budgeting in South Australia. It outlines (1) the leadership of South Australia in this field in Australia, (2) the ways in which administrators adapted program budgeting for successful implementation, (3) the changing emphases which occurred in the reform process, involving parliamentarians, central control departments of government, and responses in ordinary departments, and (4) the relationships of the reforms to political change where that change was reflective of different government attitudes to social reform and to the economic management of stagflation. The study also evaluates what more needs to be done, especially in the more difficult analytical components of program budgeting. In appreciation that program budgeting is of recent origin in Australian public administration, the writing is deliberately structured to explain the essential nature of program budgeting, using the relevant general principles to assess the progress of implementation in South Australia.     

Strengthening administrative capabilities in India

Reform in public administration has been pursued in India since 1947 and received particular attention since the 1960s. The approach in the 1940s and 1950s was to hold inquiries into different facets of administration, then in the 1960s the strategy was adopted of having an administrative reforms commission with terms of reference which gave it uniquely wide powers and an opportunity to recommend an overhaul in the country's administration. Its recommendations were, indeed, far reaching, but the failure of its report to result in significant reforms being implemented has contributed to a change in emphasis in the 1970s. Attention has come to be directed once more to administrative improvements at the microlevel, and there are a number of significant criticisms to be made of these currently continuing approaches to improvement and reform.     

When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed

Cost-benefit analysis, as a tool of general use in policy analysis or as a mandated analytical process in some rulemaking, provides protocols for assessing the relative efficiency of policy alternatives. However, inconsistent and apparently irrational decisions by consumers in some situations call into question the validity of inferring the values that consumers place on outcomes from their observed choices. It also opens the door for “nudges” that change the architecture of choice to promote more “rational” consumer choice. Differences between decision utility and experience utility and the willingness of consumers to pay for reductions in temptation provide conceptual bases for thinking about the efficiency of nudges. However, assessment of nudges and their role in behavioral public administration should also recognize that heterogeneous preferences can result in increases in utility for some and decreases for others. Therefore, nudges require systematic assessment like other policy instruments.     

Three Lenses of Evidence‐Based Policy

This article discusses recent trends to incorporate the results of systematic research (or ‘evidence’) into policy development, program evaluation and program improvement. This process is consistent with the New Public Management (NPM) emphasis on efficiency and effectiveness. Analysis of evidence helps to answer the questions ‘what works? and ‘what happens if we change these settings?’ Secondly, some of the well known challenges and limitations for ‘evidence‐based’ policy are outlined. Policy decisions emerge from politics, judgement and debate, rather than being deduced from empirical analysis. Policy debate and analysis involves an interplay between facts, norms and desired actions, in which ‘evidence’ is diverse and contestable. Thirdly, the article outlines a distinction between technical and negotiated approaches to problem‐solving. The latter is a prominent feature of policy domains rich in ‘network’ approaches, partnering and community engagement. Networks and partnerships bring to the negotiation table a diversity of stakeholder ‘evidence’, ie, relevant information, interpretations and priorities. Finally, it is suggested that three types of evidence/perspective are especially relevant in the modern era – systematic (‘scientific’) research, program management experience (‘practice’), and political judgement. What works for program clients is intrinsically connected to what works for managers and for political leaders. Thus, the practical craft of policy development and adjustment involves ‘weaving’ strands of information and values as seen through the lens of these three key stakeholder groups. There is not one evidence‐base but several bases. These disparate bodies of knowledge become multiple sets of evidence that inform and influence policy rather than determine it.     

How Policy-Making Affects Implementation: The Decentralization of the Danish Disablement Pension Administration*

‘Presidents are more likely to be punished for not making promises of administrative reform than for not implementing them.’ (March & Olsen 1983, 291) Policy-making and implementation have usually been treated as two distinct disciplines. In this article it is argued that implementation is affected by the prior policy-making process. Hypotheses regarding such impacts are derived from the policy-making theories resting on a) the rational decision-making model. b) the conflict-bargaining model, and c) the garbage-can model: Implementation failures are more likely 1) if goals are absent or vague and if alternatives and their consequences have not been considered; 2) if the policy-making process involves participants with conflicting interests and compromising; 3) if there are many and changing participants with limited attention and if symbols are important in the poky-making process. These hypotheses are tested and discussed in relation to a reorganization case, the decentralization of the disablement pension administration in Denmark in 1976.     

Research and Social Security policy in the United States

This article is adapted from a paper presented at a conference that investigated the role of policy research in shaping public policy. The conference focused on how studies of economic and social forces and their relationship with public problems and programs affect the decisions of public policymakers. The author contends that research has the potential to inform policy-making in any of its five stages: problem identification, option development, passage of new laws or development of new procedures, implementation, and evaluation. She notes that different players in the policy-making process use research differently, from the senior government official who needs a quick review of what is known relating to a "hot" issue to the interest group lobbyist who wants access to raw data. The article concludes that research can best achieve its potential when (1) it anticipates policymakers' information needs, (2) it is disseminated in an accessible form understandable to nonresearchers, and (3) the policy analyst is willing to engage in the policy process as an advocate for efficiency.