Means,Motive, and Opportunity – Local Government Data Distortion in a High‐Stakes Environment

Regulatory authorities are increasingly relying upon performance data for developing public policy. However, this reliance necessarily assumes that the data are free from material distortion. This paper provides a conceptual framework for understanding the ‘means’, ‘motive’, and ‘opportunity’ for distorting data employed in high‐stakes performance‐management programmes. We present empirical evidence which suggests that the use of data drawn entirely from financial statements by no means guarantees a distortion‐free depiction of performance. In addition, we provide econometric evidence of some important determinants of performance data distortion. Taken as a whole, the following analysis provides a comprehensive picture of the salient matters which must be addressed to ensure accurate data for public policy‐making purposes.     

Recasting Leadership Reform in Australian Local Government: A Typology from Political Theory

Changes to elected leadership in Australian local government have seen greater authority assigned to mayors in several jurisdictions. A Discussion Paper recently released under the auspices of the Australian Centre for Excellence in Local Government (ACELG) has recommended further reforms, arguing inter alia that mayors ought to enjoy a personal mandate and a stronger strategic role. This paper places these suggested reforms into context by developing a typology of local government leadership from political theory. We argue that this quadrilateral typology provides a critical portrait of recommendations for stronger leadership which, in this instance, have been transposed from two unitary systems of government (England and New Zealand) to the Australian federal system, without due consideration of the literature examining stronger mayoral roles. It is argued that caution should be exercised when redrafting legislation governing mayoral authority, a process presently underway in New South Wales (NSW).     

New Millennium,New Public Management and the New Zealand Model

Recently the much‐discussed ‘New Zealand model’ of new public management (NPM) has become significantly revised. It now lacks the theoretical coherence and the market‐led focus that it relied on between 1987 and 1996. Labour‐led governments since 1999 have undertaken gradual and pragmatic – yet significant – changes in public management structures and principles, refining and sometimes reversing the model implemented in the late 1980s and early 1990s. This article does a ‘stock‐take’ of public management developments in New Zealand from 1999 to 2008, and argues that New Zealand can no longer be viewed as a leading exponent of market‐led NPM. Some NPM principles have been refined, but others have been quietly abandoned. The new National‐led government appears unwilling to undertake radical reforms, and, while it may seek a greater role for the private sector, looks set to continue with the ‘gradual and pragmatic’ approach adopted since 1999.     

Race,Medicine, and Social Justice: Pharmacogenetics,Diversity, and the Case of BiDil

In this article, I probe an example of high‐technology medicine as a case study in the problems of the regulation of advancing technology. Specifically, I address the implications of pharmacogenomics—an emerging form of population‐based health care intervention—for public policies designed to eliminate racial disparities in health. Using the case of BiDil, a historical precursor to pharmacogenetic technology, I offer a framework for further studies of high‐technology medicine in which policy analysis is part of a social review based on the justice standard of ex ante mutual advantage. It is the contention in this article that the most just and reasonable deployment of pharmacogenomics is as a compensatory tool to alleviate health disparities.     

Cross-Validation and Extension of the Violence Risk Appraisal Guide for Child Molesters and Rapists

A cross-validation of the Violence Risk Appraisal Guide was performed on a sample of 159 child molesters and rapists followed for an average of 10 years at risk The performance of the instrument was also examined on a 10-yr followup of 288 sex offenders that included both those in the original construction sample for the VRAG and the validation sample. The instrument performed as well as it had in construction for predicting violent recidivism in both the cross-validation and extended followup samples, and moderately well in the prediction of sexual recidivism. Survival analyses showed that child molesters exhibited higher risk of sexual recidivism than rapists or offenders against both children and adults, whereas the opposite was true for violent recidivism. As predicted, psychopathy and phallometrically determined sexual deviance exhibited a multiplicative interaction effect on sexual recidivism. Proportional hazards event history analyses supported the use of the VRAG for the prediction of violent recidivism among sex offenders.     

The Process of Government and The Governmental Process

This review finds little utility in Bentley's famous The Process of Government . It is asserted that his book is cited as a primary source of interest group writing, but in fact, the review argues, that this prominence is given mainly by those who want to criticise the interest group orientation. Critics commonly misinterpret the group approach as meaning that policy is the outcome of an interest group struggle: such critics seem to find in Bentley that banal and easily discredited position. The review argues that in fact Bentley's stress on group conflict was anything but coincident with interest group conflict. The charge is unfair on Bentley as it grotesquely simplifies his position and is unfair on the general interest group approach because that perspective is not adequately summarised by a distortion of Bentley. In contrast Truman's The Governmental Process is commended as raising issues that are strikingly contemporary.     

Defense Business Operations Fund (DBOF): Problems and Promise

In 1991, the United States Department of Defense established the Defense Business Operations Fund (DBOF). The DBOF includes support activities with a business volume well in excess of $80 billion annually, and it provides activities and services that are essential to the operation of the military forces. The necessity to reduce the defense budget and to find innovative ways of producing more defense than would be possible under prior operating and management arrangements caused the Department of Defense (DoD) to look to alternative economic and business models. The changes made are dramatic. The implementation has not gone as smoothly as some observers expected, and Congress and former Secretary of Defense Aspin each considered reversing the innovation. This article addresses the problems and the promised improvements in the context of the economic and management concepts undergirding the DBOF, concepts that are dramatically different than those previously applied in the DoD