Nonmission–Based Values in Results–Oriented Public Management: The Case of Freedom of Information

Since the 1940s, Congress and the federal courts have sought to make U.S. federal administration more responsive to democratic–constitutional values, including representation, participation, transparency, and individual rights. As manifested in the National Performance Review, the New Public Management emphasis on results may reduce attention to these values, which for most agencies are not intrinsically mission–based. Freedom of information illustrates the problem of protecting nonmission–based, democratic–constitutional values in results–oriented public management. Agencies' annual performance plans under the Government Performance and Results Act overwhelmingly ignore freedom of information, even though it is a legal requirement and performance measures for it are readily available. This study concludes that focusing on results may weaken commitment to democratic–constitutional values by default. It suggests that using a balanced scorecard approach in performance plans could enhance attention to freedom of information and other democratic–constitutional values.     

Levels of Value Integration in Federal Agencies' Mission and Value Statements: Is Open Government a Performance Target of U.S. Federal Agencies?

The Barack Obama administration advanced open government initiatives to make federal administration more open, accountable, and responsive to citizens. Yet a question remains whether federal administrators took notice. This article examines changes in the extent to which U.S. federal agencies have integrated the three core principles of open government—transparency, public participation, and collaboration—into their performance planning. By analyzing 337 annual performance plans of 24 major federal agencies from fiscal years 2001 to 2016, the authors found that, overall, the level of integration of open government into performance planning has been trending higher since the early 2000s. During the Obama presidency, integration initially rose sharply but later declined. Findings also show that agencies' stated core values regarding open government are not consistently integrated into their performance plans. The implications of these findings for incorporating democratic‐constitutional values into holistic performance management are considered.     

Key Issues for Implementation of Chinese Open Government Information Regulations

The Chinese context is in many ways fundamentally different from other countries where freedom of information laws and regulations are currently implemented. The authors, Suzanne Piotrowski, Yahong Zhang, and Weiwei Lin of Rutgers University – Newark, and Wenxuan Yu of Nanyang Technological University, Singapore, identify the primary issues surrounding implementation of China's new Open Government Information (OGI) regulations and compare the key concerns with those that have emerged in other contexts. The research included a survey of mid- and upper-level Chinese government bureaucrats. The authors compare their findings to an established international framework of freedom of information implementation. The essay concludes that while the Chinese context is unique, the key issues surrounding implementation of the OGI regulations mirror in many ways what is found in other countries.