Celebrity on a Train

<正>It was another Monday morning as I rode Line 2 toward Fuchengmen, the closest subway station to my office in west Beijing. I had missed the morning rush and a few empty seats near the end of the bench awaited my still sleepy body.With headphones firmly planted into each ear     

The Big Society: Back to the Future

This article contributes to the steady flow of critiques of the big society idea contained in The Political Quarterly. It focuses chiefly on two sets of parallels. The first is between the big society and the policies pursued by the Thatcher government which, despite their obvious rhetorical differences, contain many striking similarities, including their neoliberal origins, application of the ‘crowding out’ thesis and uncritically idealised notions of community. The second is between the big society and a policy with the same name pursued doggedly by the Chinese Communist Party for nearly 20 years until being abandoned as a failure. Lessons for the Prime Minister's flagship policy are drawn from the Chinese experience. The article concludes with a welcome for the rediscovery of the social by public policy and some suggestions as to how a more participative and democratic state could follow from this breakthrough.     

STRENGTHENING THE LINK BETWEEN PERFORMANCE MEASUREMENT AND DECISION MAKING

Many public agencies now face dual pressures to meet external accountability demands on one hand, and improve their internal performance on the other. This begs the question whether the demands that are made on public agencies to externally report on their performance have a limited or wide ranging impact on the utilization of performance indicators (PIs) for internal improvements. This article addresses this question via a small group of public agencies and public accountability authorities in Australia. It also examines the main factors that affect the use of PIs for decision making. The evidence suggests that the agencies use PIs more for meeting external reporting requirements than for achieving internal improvements. Various constraints on the use of PIs were identified, mainly technical problems, and to a lesser extent, political and organizational issues.