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The 2008 financial crisis revealed systemic weaknesses in the global financial architecture, gave rise to the most severe economic collapse since the Great Depression and engendered a fundamental shift in the prevailing consensus on financial governance. It reminded us of the fragility of the international financial system and the politically unacceptable costs to society when it fails. This dissertation adds to the literature on the governance of private and public sector financial institutions. It presents a conceptual framework of linkage between the governance of financial institutions, systemic risk and financial crises. It is based on a review of the empirical and theoretical literature on the influence of financial regulation and governance on the stability of the international financial system. The dissertation examines the application of financial governance in three different contexts: (i) the introduction of a common regulatory framework for the European securities industry, known as MIFID; (ii) the introduction of a risk governance framework at a US federal agency, the US Export-Import Bank, and (iii) the introduction of performance metrics among Export Credit Agencies that operate within a common governance framework known as the Arrangement on Officially Supported Export Credits. In addition, the dissertation provides specific policy recommendations designed to enhance the portfolio risk management practices of the US Export Import Bank. By extension, these recommendations are relevant to a wider audience of federal agencies with similar portfolio credit risks and may help inform the design of a robust risk management framework that is critical to the government's ability to manage its burgeoning credit portfolio. ; Ph. D.

Issue of The Governance, the newsletter of the University of Scranton's student government, clubs, and organizations.

Issue of The Governance, the newsletter of the University of Scranton's student government, clubs, and organizations.

Issue of The Governance, the newsletter of the University of Scranton's student government, clubs, and organizations.

This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Politics. Please check back later for the full article.The New Political Governance (NPG)—or alternatively the New Public Governance—is best understood as a heuristic model that allows us to empirically consider, compare, and contrast the evolution of democratic governance and public administration beyond the reforms associated with New Public Management. Contributors have focused on NPG as both a product of and a response to the challenges of a complex, pluralist state. Key pressures said to spur NPG include aggressive, 24/7 media; greater demands for transparency; an expansion in government oversight and accountability; an expansion of the advocacy industry; and, an increasingly polarized and volatile electorate. While these pressures are not, unto themselves, new, what is new is the response to them. Four primary elements characterize NPG as a response to these forces: the onset of the permanent campaign; full, or nearly full, integration of the range of activities associated with governing with constant concerns and tactics historically associated with campaigning; the expansion and elevation of the role of partisan political staff; politicization through the personalization of appointments to senior public service positions; and the shift in norms from a neutral, non-partisan public service to an expectation of promiscuous partisanship that demands enthusiasm for the agenda of the government of the day.The NPG framework has not been without criticism. Theoretically, some have argued for greater precision in the core concepts of NPG (e.g., politicization). Others have questioned whether it is so much the behaviors themselves—expected or undertaken—or the more public context in which they occur that marks the real shift. Finally some have pointed out the lack of integration of exogenous influences in the NPG model. A number of commenters have pointed out the limited empirical evidence that has been provided to support the NPG model.

Standards developed by the Department to support embedding of organisation-wide risk management in HPSS bodies