Changes in Legislative Support for the Governor's Program Over Time

Abstract This study examines changes in legislative support for the governor's legislative agenda in Georgia during the governor's first term in office (1991–94). I analyze the factors that led legislators to support the governor's agenda, as well as how the level of support changed between election years and off‐years. I use multivariate OLS models of gubernatorial support to determine how support varied (1) between the parties, (2) between factions within parties, and (3) over time. I find that there was wide variation in support among factions in the majority party and that support varied widely between election years and off‐years.     

Some Aspects of Economic Development in Uganda

This lecture was given at a joint meeting on the 29th November,with Lord Hailey in the chair. Sir John Hall is the retiringGovernor.     

CONTRACTING FOR PUBLIC SERVICES: A REVIEW OF ANTIPODEAN EXPERIENCE

In this article the evolution of competitive tendering and contracting ( ctc ) policy in Australia and New Zealand is documented and evaluated. Policy implementation at Commonwealth, State and local levels in Australia is examined in some detail. This was followed by a similar analysis of the two levels of government in New Zealand. An overall appraisal of the impact of CTC on efficiency and effectiveness of service delivery is undertaken, based on disaggregated contracting surveys of State and Commonwealth government agencies as well as a wide range of other sources of information. The key findings, which are summarized in tabular form, indicate that the pace of implementation has varied widely across jurisdictions. This variability is largely a function of differences in political orientation of the governments in power, particularly in Australia. Despite these differences, the findings suggest that efficiency gains stemming from the application of ctc are substantial and widespread. Furthermore, quality of service has not, in general, been sacrificed to cost reductions. There is every indication that the current rate of progress of policy implementation is set to continue. In Australia, it may even accelerate with the onset of a national competition policy which will place competitive pressures on providers of public services.     

A Chinese Vintage

<正>hen I was invited to visit east China’s Shandong Province for awine festival held on September 23-26, I erroneously believed I would be drinking beer in the coastal city of Qingdao, home of     

REMOVING THE CULTURAL AND MANAGERIAL BARRIERS IN PROJECT‐TO‐PROJECT LEARNING: A CASE FROM THE UK PUBLIC SECTOR

Project‐based initiatives form a major part of government investment and, so, learning from past projects should be a major concern for public sector organizations. Previous research has explored systems and processes for project‐based learning but little research has examined the social and cultural factors that enable this learning to be applied with useful effect. This paper reports on two successive major UK government projects. The introduction of independent learning accounts (ILAs) and the subsequent introduction of educational maintenance allowances (EMAs) following the scrapping of the former. Although similar in many respects, the first was a major failure while the second, having learned the lessons of the first, was acclaimed as a success. Using a cultural analysis, this case study shows how project‐to‐project learning enabled the EMA project team to learn from the failed project. This resulted in two significant changes in government and civil service organizational culture.