How best to open up local democracy? A randomised experiment to encourage contested elections and greater representativeness in English parish councils

Interventions aimed at increasing the supply and representativeness of elected officials range from facilitative to the formally authorised. This paper reports on a field experiment aimed at testing the effect of facilitative approaches at the local level based on a collaboration between parish councils and the research team. We randomly allocated 818 parish council clerks across five counties in Southern England, either to receive information and the opportunity for member training for recruitment, or not to receive this contact. We investigated the effect of this intervention on political recruitment. Despite evidence of an effect on use of social media, our results suggest that there are significant institutional and structural barriers to participation in local politics that cannot easily be overcome using facilitative measures.     

Preventing the Emergence of Self-Determination as a Norm of Secession: An Assessment of the Kosovo ‘Unique Case’ Argument

When Kosovo declared independence, in February 2008, it was stated that the move was not an act of self-determination. Instead, the key states that supported the decision insisted that the case for statehood arose from a unique set of circumstances. Kosovo was not a precedent; it was a sui generis case in international politics. This essay considers the arguments underpinning this claim to exclusivity and argues that, taken either individually or collectively, the main justifications used to support Kosovo's ‘unique’ statehood—such as the abuse of human rights—in fact have serious consequences for other separatist conflicts elsewhere.     

Strategic budgeting: Reviewing the literature of an emerging theory

Among all the public management functions, the budget process comes closest to the scenarios pictured in the literature of strategic management and game theory. Unfortunately there has been very little written on the strategic aspects of public budgeting. Generally, writers on strategic management view budgeting as a secondary-level operation functioning as a means of implementing the strategic goals of the organization. Much of the public budgeting literature, however, suggests that budgeting serves a broader function, often helping to determine agency objectives as well as serving to implement objectives defined at top (usually political) levels. In this article the writer argues that strategic management in public agencies must be defined differently from the definition used for that process in private firms. The literature of strategic management and budgeting is reviewed in an effort to clarify the relationship between these two public management functions.     

Efficacy,effectiveness and efficiency in human resource use: A primer on the three e's

Disputes over resource use, particularly in the public sector, often stem from conflict over what is “efficient.” This paper systematizes and critiques the most frequently encountered efficiency notions, focusing on their their use and misuse in making human resource decisions. The conclusion is drawn that a triad comprising technical, cost, and allocative efficiency is the base upon which decisions ultimately must be founded if the aim is to obtain the most value from available resources. A corollary is that other conceptions mislead more often than clarify.

Technical efficiency requires getting the most from inputs; there must be no way to obtain greater output from those we are using. It underpins cost efficiency, which requires using the production technique that sacrifices least value from other outputs foregone. Allocative efficiency demands that resources cannot be redirected to produce outputs of higher value and in turn has both technical and cost efficiency as necessary preconditions.

Allocative efficiency is by far the most problematic. Few economists object to the Pareto principle, which states that resources are being misused if redeploying inputs or redistributing outputs can yield added benefits for some members of society without harming any others. However, it is rare to find real-world cases that simple and even when it can be applied, the approach risks biasing policy toward piecemeal methods when broader perspectives may be called for. The Kaldor-Hicks approach in part overcomes these limitations, but at a price. Since it sanctions what may be substantial income redistribution, willingness to accept its implications is much less certain.     

Public administrators and policy implementation--a social work perspective

Professional social workers in both macro and micro settings are vitally concerned with public policy, particularly that of social welfare policy, and its implementation. They are keenly aware of the quality and quantity of services and other end products of policy implementation. Social workers serve as public administrators and staff many public and private agencies that form the delivery system network. They are also concerned with social problem-solving as is the public administrator, and see themselves as behavior change agents. Their generalized value perspective addresses the political conflicts arising from the nature and causes of poverty and inequality, the role of government in society, and the nature and methodology of the decision-making process. Organization and administration become means to ends, not ends in themselves.

The conclusions arise that public administrators will have to assume more governmental responsibility, rather than less. This is seen as a natural evolutionary outgrowth of the need to regulate increased conflict fueled by growing interdependence and rapid societal change. While public agencies are continuing results of governmental intervention, they are condemned to operate in the midst of paradox.     

Teaching the “introduction to public administration” course from a generic perspective: putting business and public administration undergraduates in the same classroom

A “generic” oriented management course was developed for business and public administration majors. A study was completed to determine the effects of learning generic management principles with 48 college students. Results indicate that generic learning can be fostered without adversely affecting the learning of management principles specific to either business or public administration. Similar generic learning did not take place in a control group consisting of 39 students. A discussion of generic management and implications for further study are offered.     

Reflections on public administration's critical stage, 1937–1940: a structural synthesis

The central theme of this article is that the critical stage in the development of the field of public administration—the most concentrated burst—covered the period between 1937-1940. Although this occupation experienced times of diffuse but substantial activity around World War 1 and during the 1960s and 1970s, the most profound changes took place shortly before the second world war. What chiefly sets this period apart from earlier and later periods of fermentation centers not so much on the quantity of innovations but, rather, on their nature (that is, their structural genre) and on their breath (their institutional reach).

This article starts with a perspective so that it may be better understood why this particular time span was instrumental to the growth of public administration. It reviews the contributions of preceding and subsequent eras in the evolution of the field, the article presents a structural synthesis by examining organizational innovations in four areas at the national level: (1) the executive branch, (2) the judiciary, (3) Congress, and (4) the profession of public administration. The paper concludes by exploring the forces that, in our view, made this period the most productive one in this history of the occupation. Finally, the research for this article rests on a reservoir of publicly available primary and secondary materials relevant to this period.     

Private administration of a public function: The news election service

The United States government has no elections office and does not attempt to administer congressional and presidential elections. The responsibility for the administration of elections and certification of winners in the United States national elections rests with the states. The states divide election administration responsibilities between state and local election officials, whose objective is an efficiently administered honest election, with the ballots correctly tabulated. The formal structure of election administration in the United States is not capable of providing tirely results of the presidential and congressional election. Similar structural difficulties in other policy areas often result in ad hoc operating agreements or informal cooperation among agencies at different levels of the federal system. In the case of election administration, however, the public officials have abdicated responsibility for election night aqgregation of the national Vote totals to a private organization, News Election Service, which is owned by five major news organizations. This private organization performs without a contract, without public compensation, and without supervision by public officials. It makes decisions concerning its duties according to its own criteria. The questions of responsibility and accountability have not arisen in part because of the private organization's performance record and in part because the responsibility was assumed gradually over a lengthy period without ever being evaluated as an item on the public agenda.     

The Bombing of Omagh, 15 August 1998: The Bombers,Their Tactics,Strategy, and Purpose Behind the Incident

The purpose of this article is to review the above incident: what happened, how it happened and who did it and why. Also, to place it in the context of the current "peace process," Irish history and the history of Irish Republican violence. In looking at who carried out the bombing there is also an attempt to explain the split between the Provisional and Real IRA, their motives and ideas, the complex relationship between the two and what they hope to achieve. This is then followed by an analysis of the actual bombing, the tactics involved in carrying it out and what went wrong. And finally to look at the after effects of the bombing. In many ways the bombing was not as unusual as portrayed by the media, just a continuation of what had been happening for the last 30 years; thus, it is instructive in itself as an "ideal" terrorist operation.