S. Jay Olshansky  Simon Biggs  W. Andrew Achenbaum  Gerald C. Davison  Linda Fried  Gloria Gutman  Alexandre Kalache  Kay‐Tee Khaw  Alvaro Fernandez  Suresh I. S. Rattan  Renato Maia Guimares  Colin Milner  Robert N. Butler 《Global Policy》2011,2(1):97-105

In 2008, the World Economic Forum (WEF) created the Global Agenda Councils – an amalgamation of scientists, public policy makers, academics, physicians and business leaders with the task of devising transformational innovation in global governance for the purpose of advancing knowledge and collaboratively developing solutions for the most crucial issues facing humanity. Because of its overarching effect on many aspects of society, a Council was created to address global issues associated with an ageing society. The Councils have the task of challenging prevailing assumptions, monitoring trends, proposing solutions, devising strategies, making public policy proposals and evaluating the effectiveness of actions using measurable benchmarks. This report is the first product of the WEF’s Council on the Ageing Society – our goal is to lay down the initial principles that will guide our actions in the coming years.  相似文献   

    

JAMES KER‐LINDSAY 《Journal of common market studies》2009,47(1):214-215

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ALI M. EL‐AGRAA 《Journal of common market studies》2009,47(3):684-684

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ALEX WARLEIGH‐LACK 《Journal of common market studies》2009,47(4):926-927

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Alan Kennedy‐Shaffer 《和平与变革》2009,34(3):318-321

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THOMAS FAROLE  ANDRS RODRÍGUEZ‐POSE  MICHAEL STORPER 《Journal of common market studies》2011,49(5):1089-1111

Since the reform of the Structural Funds in 1989, the EU has made the principle of cohesion one of its key policies. Much of the language of European cohesion policy eschews the idea of trade‐offs between efficiency and equity, suggesting it is possible to maximize overall growth while also achieving continuous convergence in outcomes and productivity across Europe's regions. Yet, given the rise in inter‐regional disparities, it is unclear that cohesion policy has altered the pathway of development from what would have occurred in the absence of intervention. This article draws on geographical economics, institutionalist social science and endogenous growth theory, with the aim of providing a fresh look at cohesion policy. By highlighting a complex set of potential trade‐offs and interrelations – overall growth and efficiency; inter‐territorial equity; territorial democracy and governance capacities; and social equity within places – it revisits the rationale of cohesion policy, with particular attention to the geographical dynamics of economic development.  相似文献   

    

ELENA A. KOROSTELEVA‐POLGLASE 《Journal of common market studies》2011,49(2):498-498

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Anita Casey‐Reed 《Public administration review》2011,71(5):795-797

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  总被引：1，自引：0，他引：1  

Michael E. Howell‐Moroney  Jeremy L. Hall 《Public administration review》2011,71(2):232-242

Following failed auctions for sewer debt in April 2008, major bond rating companies downgraded Jefferson County, Alabama’s bond rating to D (default) triggering massive mandatory payments by the county to its creditors. At the time of writing, the county teeters on the brink of actual default and bankruptcy, unable to pay service on its $3.3 billion sewer debt portfolio. If the county defaults, it will be the largest municipal bankruptcy in United States history, eclipsing Orange County, California’s 1994 default. The intriguingly complex tale of the Jefferson County debt crisis is recounted here by identifying and examining failures of transparency and accountability by local bureaucratic and political actors, private financial institutions, as well as the larger regulatory framework governing public finance. Enhanced regulation of local government and the financial sector plus greater local government capacity to close accountability gaps and thus prevent future crises of similar scale in this or other jurisdictions are recommended.  相似文献   

    

Alfred Tat‐Kei Ho 《Public administration review》2011,71(3):391-401

Despite academic findings that performance information seldom is used in appropriations decisions, many professional organizations and governments continue to press for integrating performance information into local public management, planning, and budgeting processes. Is it possible to reconcile such inconsistencies? Looking beyond the executive–legislative relationship and departmental appropriations, the author examines the budget implications of applying performance information at the subdepartmental program level. Case analysis of Indianapolis’s IndyStat initiative underscores that performance measurement application is positively related to intradepartmental program budget changes. Hence, performance‐based budgeting (PBB) can improve local budgeting despite severe political constraints. Still, successful use of PBB requires strong executive leadership, and its effects remain less visible at the departmental level or within the wider political arena of legislative bargaining. The author concludes by recommending some rethinking of the current analytical focus of PBB both in future research as well as recommended practice.  相似文献