Managing Disasters: The Role of Local Government

In major disasters, local communities are often on their own for several hours or days. Local governments can play a key role in taking the initiative to protect their citizens. This essay compares the experience of New Orleans before, during, and after the catastrophe of Hurricane Katrina with the performance of Qinglong County, China, during the Tangshan earthquake of 1976. Qinglong County exemplifies local government taking initiative in risk assessment, decision making, operations, information sharing, and communications.     

Policy Expansion in Local Government Environmental Policy Making

Relatively little is known about when, why, and how some jurisdictions “double down” on policy priorities, rapidly adopting multiple measures tackling the same issue. Rapid policy expansion can emerge in fast‐evolving, uncertain, and contested policy arenas in which pressures for policy making are not satisfied, and even may be strengthened, by initial policy innovation. This article analyzes local government policy making on high‐volume hydraulic fracturing by New York State municipalities from 2008 to 2012. Policy path dependence, peer influence, and policy design appear to play a critical role in determining whether public officials respond to these pressures with policy expansion. Initial policy innovations can open windows for policy participants to secure additional measures that strengthen or enlarge the scope of action. Public officials and stakeholders seeking particular policy outcomes should take a long view of the policy process while simultaneously remaining alert for opportunities afforded by pressurized policy dilemmas.     

论公共应急领域的地方"二次立法"

为实施<突发事件应对法>而进行的地方立法,以制定地方性法规较为适宜.而地方性法规的制定,在立法空间上,应当排除法律保留事项、限制公民基本权利的事项、中央职权事项等内容,而把落实法律授权,并就突发事件应对做出程序性、保障性和补充性规定作为立法重点.     

Local Government Risk Financing and Risk Control Pools: Understanding Their Forms, Functions, and Purposes

One of the most significant public risk management developments of the past 15 years has been the creation of local government risk control and risk financing pools. Today it is estimated that over 200 pools provide services for up to 20,000 local governments. This article is an introductory discussion of pooling and includes information drawn from the first nationwide survey of pools, and gives suggestions for future research.     

Power and Cognitive Accuracy in Local Emergency Management Networks

Using network power bases and cognitive accuracy concepts, this study examines two local emergency management network changes. The authors review five power bases—structural-based, resource-based, actor-based, cognitive-based, and political-based power—to explore the perceived power of network actors. Three research propositions are proposed with respect to the relationship between the network power bases and the cognitive accuracy of network participants. The authors find that political-based power is strongly correlated with perceived power. The article concludes with future research questions and directions for advancing current scholarship on emergency management networks.     

Local Elections and Local Government Performance

Over the past couple of decades, the level of turnout in Norwegian local elections has shown a steady d. This decline is paralleled by a greater range of variation in turnout across Norwegian municipalities. Arguing from the perspective of rational utility-maximizing voters, the article examines to what extent such variations in the level of turnout may be accounted for by the policy performance of local authorities – in addition to certain structural features of the municipalities and local communities. Using aggregate data on turnout and measures of policy performance. the analysis testifies to the suggestion that policy exerts an influence in determining the level of turnout, indicating a turn in the direction of more rational voting behaviour as far as local elections arc concerned. It is also evident from the analysis that the appearance of smaller single-issue parties does have a mobilizing effect in local elections while the Downsian suggestion about the effect of party competition on turnout levels is not supported by the mule of the analysis.     

地方政府创新的驱动模式——地方政府干部视角的考察

由地方政府推动的创新是一个国家政治体制改革的风向标,地方政府创新的发展特征可以展现出这个国家的政治文化和政治发展活力.以"中国地方政府创新奖2007-2008"年度20个地方政府创新获奖项目为研究单位,通过问卷调查收集和分析地方政府干部对本地政府创新项目的认知和态度,从创新动因、创新动力和阻力、创新价值取向、创新的参与性和可持续性五个方面出发,得出研究结论:由地方政府推动的改革创新具有突出的"低风险取向",创新过程中公共参与不足,地方领导的"精英作用"和基层政策空间是推动地方政府创新的主体力量,创新的可持续性也主要取决于能否获得体制内的认可和支持.本文的研究方法和研究结论为观察和判断中国政府改革和政治发展提供了新的视角和信息.     

Context and Mechanisms in Administrative Reform Processes: Performance Management Within Italian Local Government

ABSTRACT

This article aims to present new research on the politics of public management reform in Napoleonic countries. Drawing on the institutional processualist approach, the empirical analysis tracks and explains the trajectory and outcomes of episodes where performance management has been introduced at the local level in Italy. The comparative case analysis shows that plausible causal explanation of the outcomes of public management reform can occur only if researchers are attentive to the interaction between social mechanisms and contextual features together with their interconnections through time.     

Strategic Planning and Management in Local Government in Norway: Status after Three Decades

Strategic planning and management was introduced in the public sector more than three decades ago and has become a core component in many new public management reforms. Although strategy has been widely adopted in the public sector, the knowledge base regarding its practices and its impacts remains scarce, particularly outside Anglo‐American countries. This article replicates an American and British survey by analysing the adoption and impacts of strategic planning and management in Norwegian municipalities. The results show that, in 2012, a majority of the Norwegian municipalities used strategic planning and management, and that the respondents viewed the impact positively overall. Municipalities that had chosen the strategic stance of prospector and had financial resources from positive net operating results margin adopted strategic planning and management more than other municipalities. Municipalities with a high degree of strategic management and high stakeholder involvement had better perceived impacts of strategic planning than other municipalities.     

Managing Racial Diversity: Matching Internal Strategies with Environmental Needs

Although demographic diversity has been of paramount concern to researchers and practitioners in public management, studies exploring managerial strategies to capitalize on and respond to the needs of diverse client populations are scarce. This article examines strategies for managing diversity as a way to buffer environmental challenges in service delivery and performance resulting from heterogeneous client demands. Findings suggest that administrators prioritize diversity efforts when faced with higher levels of regulatory violations (a performance measure). A higher percentage of black residents is associated with lower service quality. However, the effect of managerial strategies for diversity on performance is conditioned by the racial composition of the clients: as the percentage of black nursing home residents increases, diversity management efforts are associated with a lower number of regulatory violations. Similarly, at higher levels of racial heterogeneity, diversity management efforts are associated with fewer regulatory violations.     

Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne

Local governments have been involved in a continuous reform process during recent decades. In many cases, this process has focused on the introduction of performance measurement and management. Reforms have evolved from the mere use of indicators to integrated management systems. In this article, the Balanced Scorecard, a system designed to answer the need for integrated management systems, is used as the framework to analyse how local governments have managed the use of performance management systems. The demands for better public performance, for greater customer focus, for enhanced decision-making and for increased responsiveness have an important role in the design of performance management systems. In addition, a perceived crisis in the area of management can act as catalyst for the implementation.     

Devolution and Local Government

Devolution was introduced amid a rhetoric of democratic renewaland promised the active engagement of local government. Localgovernment has responded in different ways in different partsof the United Kingdom. In Scotland and Wales local authoritieshave built on their advocacy of devolution before 1997 to realizea close partnership with devolved government. In London, too,local authorities have come to engage closely with regionalgovernment. In the rest of England local authorities were atbest ambivalent about the possibility of regional government,preferring to work in a national context with UK governmentinstitutions. Northern Ireland local government is parochialand appears suspicious of engagement with devolved government.These differences express some of the wider relationships ofthe component societies of the United Kingdom to the UK stateand have helped to embed continued centralized government inEngland.