Fighting with one hand tied behind the back: political budget cycles in the West German states

Theories of political budget cycles have been contested because scholars find that incumbents can manipulate deficits in the pre-election period only if fiscal transparency is low. I argue that these findings do not generally rule out the possibility of fiscal electioneering. Governments may increase spending on highly visible policies. The composition of the budget serves as a second-best strategy. It increases political support without straining the budget balance. An empirical analysis of the West German states reveals alternative electoral budget strategies and ultimately point to the importance of analyzing how governments choose between alternative fiscal instruments.     

Greening an international organization: UNIDO’s strategic responses

The United Nations Industrial Development Organization’s (UNIDO) portfolio of technical cooperation projects changed radically between 1992 and 2004. In 1992, industrial-development-related projects constituted 98% of the portfolio in monetary terms, and environment-related projects 2% while, in 2004, the former constituted 43% and the latter 57%. However, the larger share of the environment-related projects in 2004 was only marginally, if at all, linked to UNIDO’s industrial development agenda. A compelling explanation for this radical change in the organization’s technical cooperation portfolio is provided by a model of strategic choice that draws on resource dependency and institutional approaches and that allows for staff strategic actions. Two factors, UNIDO’s financial and confidence crisis in the 1990s and an organizational culture wedded to industrial development, shaped UNIDO’s strategic responses, which, for the most part, did not integrate environmental concerns into industrial development projects and programs as instructed by its principal governing body.

Money laundering: some facts

This paper tackles the quite difficult topic of money laundering. After defining money laundering, and after explaining the three stages (steps), placement, layering and integration, the paper tries a quantification and estimation of the volume and development of money laundering activities. Besides it shows national and international measurements to fight money laundering and various effects on macroeconomics. The overall turnover in organized crime for example had a value of 800 billion USD in 2001 and increased to 1.700 billion USD in 2007. These figures are very preliminary with a quite large error, but give a clear indication how important money laundering and the turnover of organized crime is nowadays.

Thinking about the future in criminal justice administration: Trends and implications

This paper utilizes the technology of Futures Research to discuss issues that may confront the criminal justice system in the year 2000. Conceptually, the criminal justice agencies are viewed as a social system which is open to external influence both in terms of organizational design and operation. The specific model of criminal justice agencies is based on the work of Lyman Porter and recognizes three primary factors: 1) contextual factors; 2) structural factors; and 3) behavioral consequences. The specific administrative issues discussed are derived from a series of long term social trends identified by futurist Herman Kahn of the Hudson Institute.     

THE TASMANIAN PUBLIC SERVICE AND THE FUTURE

Abstract: State governments in Australia have been regarded essentially as service deliverers, with the result that the specialist heads of public organizations, although technically competent, have rarely questioned the need for their activities. Nor does the argument that such questioning is the responsibility of the politician take account of the inertia of the existing system; an analysis of the activities which the Tasmanian government has undertaken over the past six years—including those of statutory authorities—shows a fair degree of stability. Thus we should consider building into the State's existing organizational arrangements some means of evaluating existing programs and new proposals. Such policy analysis should widen the narrow focus of the advice currently offered by public servants. Although there have been some moves in this direction in Tasmania (particularly in the Premier's Department), it has not been reflected in the structures of the public service generally. A survey of 22 government departments showed that only eight had officers concerned with evaluatory planning, and only three departments were engaged in innovative and initiatory planning. Other directions in which Tasmania's public organizations could move with benefit include an increase in lateral recruitment; breaking down the rigidity of the promotion appeals and classification systems; introducing flexible management and budgeting procedures throughout the service as a whole; and continually reviewing the structure and functions of public organizations. The questions that have been raised by recent inquiries into State and Federal government administration, namely coordination, efficiency, economy, effectiveness, decentralization and participation, have not stressed sufficiently the key issue for the public services of the 1980s, which is the nature of the relationship between the politician, the public service and the community.     

Projecting the impact of the 1976 Medical Device Amendments on innovation in clinical chemistry tests

This paper is concerned with the impact of the Medical Device Amendments of 1976 and its implications in terms of innovation. With this objective the paper first describes the Medical Device Amendments of 1976. The paper then reports empirical evidence on the sources of a subset of innovations regulated by the Amendment's clinical chemistry diagnostic products. Finally, based on the pattern of innovations found, some thoughts are expressed about the likely effects of the Amendments.