Strategic Nuclear Forces: Unrealistic Planning

The Department of Defense has embarked on a program of strategic modernization that will demand substantial budgetary growth for strategic forces—roughly 29 percent after inflation—during the 1990s. However, defense funding overall is unlikely to grow during the next several years. This article projects the funding that the Bush Administration's strategic modernization plans would demand, assesses the feasibility of these plans given budgetary limits, and describes some options which would reduce this funding.     

The Legitimacy Audience Shapes the Coalition: Lessons from Afghanistan, 2001

ABSTRACT

Legitimacy considerations profoundly affect coalition-building strategies for contemporary military interventions. However, the nature of this impact depends on which of three distinct legitimacy audiences intervening governments are most concerned about: their domestic publics, the international community or the host-country population. Intervening actors typically value all three audiences, but may be more confident of some audiences’ approval than of others’. Moreover, these audiences may raise divergent demands regarding coalition design, each entailing distinctive strategic, operational and/or political costs. Intervening actors therefore make strategic choices about how to adjust their coalition, including which legitimacy audience to prioritize. Juxtaposing the two Western-led coalitions deployed to Afghanistan in 2001 highlights how profoundly such choices affect coalition design – and what unintended longer-term consequences they can have.     

中国共产党执政合法性的战略思考

世纪之交,以江泽民同志为代表的中国共产党人站在历史发展和时代要求的高度,提出了"三个代表"重要思想.这是我们党的立党之本,执政之基,力量之源.其出发点、着眼点在于坚持和巩固党的领导和执政地位.     

Organising Strategic Spatial Planning: Experiences from Italian Cities

Strategic urban and regional planning, which emerged in Europe in the 1980s, has become an instrument to establish sustainable development of previously successful industrial areas today affected by the crisis caused mostly by the globalisation of the 1990s. Strategic urban planning concerns organisational land use which in turn regulates resource protection, sustainable development, regeneration and infrastructural investments and multilevel governance. Careful planning is imperative to reach goals such as enhancing local competitiveness and life quality. These dimensions represent the two focal points of the majority of city planning strategies. Their implementation depends not only on planning effectiveness, but also on the organisation and the management of the implementation process by the planning agency or the equivalent local promoter. This paper looks at the experience of Italian cities, in order to derive implications for theory and for future planning processes. More specifically, it analyses the extent to which Italian cities follow similar or divergent paths at the stage of the design process; the Italian case study is then compared with the guidelines proposed by the planning literature and with other European cities.     

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.     

Elements of Strategic Planning and Management in Municipal Government: Status after Two Decades

This article focuses on the use of strategic planning and management processes in municipal governments with populations over 25,000. Strategic planning has been used in municipalities for 20 years now, but little is known about how it is used and the results obtained. In particular, we explore whether municipal governments tie other components of the overall strategic management process to their strategic plans. Findings do not show a dramatic expansion in the use of strategic planning, but there is some evidence of growing sophistication, as demonstrated by links to other management and decision-making activities. Managers were enthusiastic about their experiences with strategic planning and largely satisfied with their achievement of goals and objectives. Overall, we find a raising of the bar as far as strategic planning is concerned, but the use of comprehensive strategic management is only beginning to develop in a small number of leading-edge municipalities.     

Everyday Legitimacy in Post-Conflict Spaces: The Creation of Social Legitimacy in Bosnia-Herzegovina's Cultural Arenas

Abstract

The international community has long been criticized for its lack of social legitimacy in Bosnia-Herzegovina and its creation of a dysfunctional public space in the light of people's everyday experiences of peace. This article contends that, as a result, legitimacy has been moved from such public spaces to semi-public spaces, wherein the public and the private are interrelated. One example is local cultural arenas, where hopes emerging in people's everyday lives are projected onto alternative visions of peace and a corresponding social contract. In that sense, cultural agencies have served as alternative social locations of legitimacy due to their closer connection to people's lives and needs.     

Enhancing the Legitimacy of Local Government Pandemic Influenza Planning through Transparency and Public Engagement

Ethical issues in an influenza pandemic often require local government officials to make unprecedented, complex decisions. Effective planning with significant input from key community stakeholders is required well ahead of time in order to anticipate and mitigate a serious health crisis. The author evaluates the pandemic plans of 28 large cities across the United States using criteria derived from guidelines issued by the U.S. Department of Health and Human Services. The analysis reveals that planning legitimacy can be enhanced by wider transparency and civic engagement, greater opportunities for the inclusion of all stakeholders in decision making, mock community‐wide exercises and drills, as well as more public access to comprehensive emergency planning information.     

Policy Lessons from Iraq on Managing Uncertainty in Intelligence Assessment: Why the Strategic/Tactical Distinction Matters

This paper focuses on how pre-existing policy priorities and goals among policy elites in the US, UK, and Australia encouraged the blurring of strategic and tactical intelligence assessment as a mechanism for legitimising the Iraq invasion. Through the selective use and interpretation of sometimes vague or unsubstantiated tactical and technical intelligence and the many uncertainties it contained, proponents of the war were able to undermine existing strategic assessments on Iraq by introducing a range of possible, but largely unsubstantiated, threat scenarios as justification for military action. The paper argues that in so far as intelligence reforms are needed, they should be focused primarily on the interface between analysis and policy making, and the issue of how policy makers interpret and understand the uncertainties that intelligence assessments necessarily contain.     

Legitimacy and context: implications for public sector reform in developing countries

This article examines the interplay between legitimacy and context as key determinants of public sector reform outcomes. Despite the importance of variables such as legitimacy of public institutions, levels of civic morality and socio‐economic realities, reform strategies often fail to take such contextual factors into account. The article examines, first, relevant literature – both conceptual and empirical, including data from the World Values Survey project. It is argued that developing countries have distinctive characteristics which require particular reform strategies. The data analysed shows that in Latin American countries, there is no clear correlation between confidence in public institutions and civic morality. Other empirical studies show that unemployment has a negative impact on the level of civic morality, while inequality engenders corruption. This suggests that poorer and socio‐economically stratified countries face greater reform challenges owing to the lack of legitimacy of public institutions. The article concludes that reforms should focus on areas of governance that impact on poverty. This will in turn help produce more stable outcomes. Copyright © 2008 John Wiley & Sons, Ltd.     

Organizing for Crisis Management: Building Governance Capacity and Legitimacy

What makes a well‐functioning governmental crisis management system, and how can this be studied using an organization theory–based approach? A core argument is that such a system needs both governance capacity and governance legitimacy. Organizational arrangements as well as the legitimacy of government authorities will affect crisis management performance. A central argument is that both structural features and cultural context matter, as does the nature of the crisis. Is it a transboundary crisis? How unique is it, and how much uncertainty is associated with it? The arguments are substantiated with empirical examples and supported by a literature synthesis, focusing on public administration research. A main conclusion is that there is no optimal formula for harmonizing competing interests and tensions or for overcoming uncertainty and ambiguous government structures. Flexibility and adaptation are key assets, which are constrained by the political, administrative, and situational context. Furthermore, a future research agenda is indicated.     

Activity-Based Costing in Government: Possibilities and Pitfalls

Activity-based costing (ABC) is at the center of the larger management perspective known as activity-based management, or ABM. Despite its popularity in the literature, relatively little is still known about the details of ABC, especially in government circles. There are many unanswered questions relating to the details of how to go about implementing ABC, its possible uses, and its costs and benefits. Indeed, it is still unclear to many whether it is even appropriate to use ABC in government, given the reality that many governmental programs do not sell their services This article attempts to address these concerns by presenting the conceptual underpinnings and details of ABC, contrasting the system with more traditional cost accounting systems, discussing the fit of ABC in government, and considering in some detail how one small city might benefit from implementing ABC.     

Parity Reform in France: Promises and Pitfalls

In the 1990s, a new social movement emerged in France to address the underrepresentation of women in elected bodies and to promote womens's and men's equal representation, in French called parité. On the eve of the twenty‐first century, the movement achieved its main goal—a constitutional reform. The purpose of this article is to present both the promises of the parity movement and the limits of the reform. During the 1990s, parity reform appeared as a tool to achieve sex‐based political equality, but it was also seen as an indicator of feminist movement renewal and of improving French democracy. The legal texts adopted in 1999 and 2000 did not keep the promises of the movement. While the legal obligations and financial incentives in the reforms established new mechanisms for achieving parity between the sexes in elected office, they have not yet translated into actual parity in electoral outcomes.