The use of intergovernmental grants to municipalities for electoral purposes by subnational governments

Subnational governments devote a significant share of their financial resources to help municipalities provide local public services to their citizens. Compared to the large number of studies on national governments, little effort has been devoted to the influence of distributive politics on the use of intergovernmental grants by subnational governments. To fill this gap, this study uses a data set covering the period 2001–2011 to verify to what extent the Québec government used conditional grants to municipalities for electoral purposes. The results of this study show that the allocation of grants to municipalities is not exempt from electoral politics as municipalities located in districts held by governing parties or in high electoral competition districts receive more grants than other municipalities. However, the influence of electoral politics decreases substantially when the management of intergovernmental grants is under tight scrutiny by the opposition parties, mass media and the population. These findings suggest that distributive politics can be conceptualised as a political agency problem whose prevalence is seriously constrained by the improvement of the transparency of public policies management.     

Big change,little change? Punctuation,increments and multi-layer institutional change for English local authorities under austerity

This paper draws on new institutionalist theories to consider how we might characterise the process and outcomes of change occurring in English local government as a result of the UK’s austerity policies. It uses national and local empirical data to argue that changes are best understood as multi-layer processes, whereby radical ‘punctuated’ shifts in national funding can be mitigated to incremental adjustments in service delivery at a local level. However, the paper also suggests that the incremental appearance of change may be temporary, and that diminishing institutional resilience and emergent discursive shifts potentially prefigure a paradigm change in local governance.     

Dealing with Austerity: a case of local resilience in Southern Europe

Southern countries are undergoing a severe economic crisis that has renewed debates about the available strategies to economise their public resources. Political leaders have launched a wide range of different strategies aimed at reducing spending. According to generally accepted political discourse, drastic actions should be taken to guarantee economic and financial sustainability in times of austerity. We explore the main measures adopted by Spanish municipalities in order to examine their impact in budgetary terms. First of all, we identify the most frequently implemented mechanisms including organisational structure, public services and operational economic restructuration. After their quantification, we monitor the presence and impact of each set of policies to analyse the relationship between concrete measures and effective economic impact. The effective reduction of budgets is being implemented but data show that local governments are resilient to non-compulsory changes. The ‘government at a distance’ policy pursued by the central state administration has effectively reduced budgets but has not affected the institutional core of Spanish local governments.     

Small Countries,Big Performers: In Search of Shared Strategic Public Sector HRM Practices in Successful Small Countries

This article compares strategic public sector HRM practices between 10 small countries that have consistently shown extraordinary economic, social, and governance performance. The fact that these small countries, which are traditionally considered to be disadvantaged, have become benchmarks of good government suggests they have uniquely maximized and leveraged their key resource: people. In search of novel lessons, we assess through secondary data how their public sectors have organized and institutionalized four key HRM activities: 1) selection, 2) appraisal, 3) training, and 4) compensation, and whether they engage in strategic, centralized efforts to architect and “bundle” these activities. Our exploratory case study findings show that these high performing countries employ various integrated efforts to attract the best and brightest into their public sectors, and train and reward them well, although they differ in terms of their centralization dynamics. We conclude our article with seven propositions for future research and implications for emerging small countries.     

Unpacking Local Economic Development: A Case Study from Nekemte Town and Its Hinterlands,Oromia, Ethiopia

Most agree that local economic development (LED) is a “bottom-up” development approach seeking to unleash the development potential of a locality. Nonetheless, focusing closely on the dynamics of specific localities, this can be criticized for being too local and overlooking extra-local links. This article explores the drivers of LED from the local economic actors’ perspectives in Nekemte town and its hinterlands, Oromia region, Ethiopia. The results clarify that LED is not only just “local”, but also an approach that links urban and rural areas, and thus, understanding rural–urban linkages is a prerequisite for a better understanding of the local economic development.     

Local elected administrators’ career characteristics and revenue diversification as a managerial strategy

Local governments have endeavoured to be fiscally better prepared against adverse economic downturns, and revenue diversification (RD) is considered one of such efforts. This study examines how Korean local governments have utilised diversification as a managerial strategy between 2007 and 2010. Focusing on local elected administrators’ (LEAs’) previous career, it reports that local governments with administrators with business experiences diversify revenues more than those with politics-turned administrators. It further finds that the effects of socio-economic and institutional factors are moderated by administrators’ career characteristics. Based on such evidence, theoretical and practical implications are discussed.     

War-torn countries,natural resources,emerging-power investors and the UN development system

The unsustainable aid dependency of war-torn countries – most of which are rich in natural resources – makes it imperative to start gradually replacing aid with foreign direct investment (fdi) and exports. This article identifies ways in which stakeholders – governments, the international community, including the UN development system, foreign investors, and local communities – could work together in a ‘win-win’ situation. Most crucial is avoiding conflict-insensitive policies that fuel discord by putting governments and foreign companies, often from emerging markets, in direct confrontation with local communities. The control of natural resources is often a root cause of conflict, and the latter’s exploitation can become a major challenge as wars end. The peculiarities of war-torn countries are discussed along with the specific impediments to attracting fdi into the exploitation of natural resources. An effective and fair legal framework is necessary to ensure that investors do not operate as ‘enclaves’, creating new conflicts.     

How Public Officials Gain Policy Influence—Lessons from Local Government in Sweden

That public officials influence public policy is generally agreed upon, but the issue of how individual officials gain this influence is less developed in the literature. Here, the stories and experiences of 10 officials, active in local environmental governing in Sweden, are used to identify, describe, and discuss key strategies for gaining policy influence. The result shows the importance of accessing key politicians; avoiding isolation within the administration; developing long-term strategies; and being skilled in communication, networking, and generating external resources. The way these officials act and think challenges some well-established theoretical notions and adds empirical insights to the democratic dilemma of bureaucratic power.     

Unlocking from Community Stakeholders,Corporate Social Responsibility (CSR) projects for effective Company–Community relationship

Abstract

Conflicts in mining fields that revolve around the type and perceived impact of CSR projects seem to be daunting to solve. Such conflicts emerge from misconceptions among community stakeholders’ that lead to a failed company–community relationship. This inimical situation threatens peace, security, lives, and properties at the community level. To resolve the company–community conflicts, it is important to minimize the misconception among community stakeholders’ by identifying their preferences of CSR projects. However, the challenge of identifying these projects in mining fields is yet to be fully explored and understood. The aim of this paper is to identify community stakeholders’ topmost preferences of CSR projects for an effective company–community relationship and propose a path for community engagement. A sample of 604 respondents comprising community leaders’ and local residents’ from three regions which host Gold Mining Firms with level ‘A’ membership from the Ghana Chamber of Mines were drawn for this study. Using a questionnaire made up of close and open ended questions, a survey was conducted. With SPSS 16.0, the data on the close ended questions were analyzed with ranking and factor analyses while the open ended were drawn into teams to support the former. The results of the ranking analysis show that different group of stakeholders’ had a different preference for CSR projects. The factor analysis revealed that for effective company–community relationship both stakeholders’ preferred a Streamline Social Intervention and Improve Stakeholder Economic related CSR projects. Base on these findings, the study recommends that Mining firms’ should give maximum consideration to projects that seek the welfare of both stakeholders’ and have equal engagement with all stakeholders’. Also, managing expectations before, during and after mining should be a shared responsibility of all the stakeholders’.