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This article gives the overview of the implementation of strategic planning system in Lithuania and identifiesthe problems that were posed while implementing the mentioned system.The reforms were practically implemented in 2000 when the Strategic Planning Manual was adopted by theGovernment of Lithuania. The Manual provides instructions for the preparation of strategic plans. In 2000 for thefirst time ministries' and Government agencies' strategic plans were prepared following the budget formation cyclefor the year 2001. Following the Manual the ministries and Government agencies pointed out expected results theywanted to achieve. In this way the activity transformed from process oriented into result oriented. Monitoring andreporting is a fundamental part of a good planning process and in 2002 for the first time ministries and Governmentagencies have reported on the results achieved against their planning targets.This article also includes analysis of experience as well as suggestions for future improvement. Progress isrequired at two levels: first, the political level (the Prime Minister and Ministers) needs to be more actively involvedin the deliberations on priority setting. Second, the administrative level needs to improve decision–making process.

The traditional state administrative paradigm and it's connection with educational institutions is the focus of thisarticle. So, bureaucracy as the political institution is formed within the framework of universal educational paradigm. Thebureaucracy is connected with dysfunctions. The sociological research conducted in Republic of Komi has demonstrated,that, as a rule, managing posts takes the people with humanitarian university education. It is quite possible, that themodernisation of a system of a state and municipal service can begin from the development of regional educationaltraining institutions that would help "discovering" local elites that in turn would help in building public sector institutions.

High technology development and innovation transfer process is one of the backgrounds for economic developmentand modernization. The state and regional (local) administrative bodies are concerned in this field, becausethey go by the assumption that science and technology fuel economic growth. But they misconstrue the transformationof an innovative success to a market success process. The state and regional programs support explanations ofthe innovation process that are relatively simple and linear. But the relationship of science to technology and technologyto economic growth is complex, interactive and iterative. To explain them the system approach is needed. Toooften government programs address the initial transfer of technology that leads to new products, but they do notaddress the process improvements that are needed by firms for them to maintain a competitive status. The economicimpact and development are the end purpose of state and regional innovation transfer support initiatives. But statetechnology transfer efforts should be viewed more in terms of a response to concerns over the competitiveness crisis.The primary objective of local (regional) economic development policies, including technology–based policies, is toprovide jobs. It is obviously that entirely initiatives of state or private forces don't suffice to make the technologytransfer process effective. But the participation of the state and local administration bodies in innovation transfer isessential. The discussion whether the state is loosing its role in the regional development and innovation transferprocess area or not has no answers. There are some fields where the state has more competence, and some problemsthat must be solved by regions themselves. The most effect can be getting participatory by state, local or regionaladministration and business organizations or local communities.

Some well-established patterns in the education of American public managers are discussed in the article.Peculiarities of the Master of Public Administration Degree and intensive, short-term Public Management Educationprograms are described. Taking in account "government reinvention" or "high performance government" movements andstating that the content of public manager education is not constant, but must evolve to remain relevant, some recenttrends in the programmatic content of education are analyzed.

Continuously developing socio-economic context poses many challenges to public administrators. Public decisionmakingaffects not only those interest groups that are directly concerned by the decisions but also the general public.Therefore strict professional requirements to civil servants are justified and need to be adapted to the changes in theenvironment as well. This paper focuses on theoretical analysis of civil service professional competence and qualificationsstandards and their presence in Lithuanian civil service legislation.

During the third decade of XX century in the administrative machine of Lithuanian government the old officialdom,which has graduated studies in czarist Russia was dominant. The main attribute of that generation ofofficials was experience of life together with the maladies inherited from Russia, namely: sycophancy, patronage,reserve and reserved view to innovations. However already in the fourth decade [the second decade of independentLithuania] the new young administrations, graduates of the Western and Lithuanian schools started work at theinstitutions of public administration. The functional style of public administration, that was dominant at that time inWestern countries was more acceptable for them.The interwar Lithuania was a young nation which faced a lot difficulties, typical for the nations with the lack ofmanagement experience: malpractice of the officials, lack the education, instability of legal system etc.During the last decade of interwar Lithuania the government was putting its efforts to rationalize managementtaking into account the influence of global economical crisis and public opinion.

The changing of content and forms of civil service training and education in the public sector is analysed in the article.In the modern society, the role of the public institution staff in the planning and implementation of the strategic activitiesof the institutions has increased dramatically. The personnel management content of "putting out the fires" no longer meetsthe needs of the modern organization. The development of the capacities of civil servants is one of the directions in stateadministrative reform as well as one of the main conditions for effective public sector activities.It is possible to say that the existing training of civil servants in Lithuania is more extensive, based on personalmotivation. However the latter does not always coincide with institutional interests. The largest obstacle in effective civilservants training is insufficient capacity of the institutional personnel system of public administration. Although personnelunits carry out the analysis of the needs of qualification training the functions of training process and career planning areimplemented insufficiently. The staff of personnel management boards in state and municipal institutions is not adequate,and unable to carry mentioned functions while existing public administration institutions cannot administrate the processesof qualification assurance properly.

Die Studie wurde von einem interdisziplinärzusammengesetzten Evaluationsteam aus Politologenund Ökonomen während des Zeitraums 1997bis 2001 angefertigt. Sie richtet sich nach folgendenevaluationstheoretischen Ansätzen: ZielorientierterAnsatz, formative und summative Evaluation sowieImpact-Analyse. Es wurden Datenerhebungen auffünf Ebenen durchgeführt: (1) Reformumsetzungauf der Ebene der politischen Steuerung (zwei Ratskammerndes Eidgenössischen Parlaments), (2)Exekutivebene (Regierung und Ministerien), (3)Ebene der betrieblichen Steuerung (Amtsleitungen),(4) Ebene des betrieblichen Wandels (Mitarbeitende),(5) Wirkungsebene bei Leistungsempfängern(Amtskunden). Die Evaluation untersuchtein einer umfassenden Studie die drei FLAGPilotämterSchweizerische Landestopographie,Schweizerische Meteorologische AnstaltMeteoSchweiz sowie die SozialversicherungskasseZentrale Ausgleichsstelle Genf und als Vergleichsamtin fortgeschrittenerem Reformstadium dasEidgenössische Institut für Geistiges Eigentum.Ergänzend wurden alle restlichen acht FLAG-Amtsstellenin einer weiteren Evaluationsphase einbezogen.Das dafür eingesetzte Evaluationsdesign erhobDaten im Rahmen von 92 teilstrukturierten Interviews,einer Parlamentsumfrage, Kundenbefragungenbei zwei Ämtern, sieben Mitarbeiterbefragungenbei vier Ämtern (inkl. Längsschnittvergleich),Sekundäranalyse von Vergleichdaten aus einerPersonalbefragung der Bundesverwaltung sowieDokumentenanalysen.

All the sciences and even philosophical, ethic thinking and also practice are grounded by so called "line -thinking", which is efective in only limited sphere and time as synergetic paradigmus born in the 20 century. Unfortunatelypropositions under "line thinking" influence gave miserable results as much in politics as in government.The article shortly deals with some paradoxical synergetic confirmities (regularities) and the first observed resultsand chances of their using in the prevention of crimes, goverment in connection with the problem of theory andpractice. It is suggested to change "strategic planing" conception into "strategic thinking" concept which joins theoryand practice most effectively. In conclusion, connect of theory and practice are visible in teleonomy of emergeticevolution of social processes which are expressed namely by "strategic thinking" as intentionality obeyed to thesame synergetic laws.

This paper investigates local government budgeting and local debt with three preoccupations(i) the existence of any legal requirement for a local balanced budget,(ii) a possible control from higher government levels on local budgeting and borrowing and(iii) the implementation of the Maastricht convergence criteria for local public finance.The framework of discussion is given in six sections. The introductory section recalls two issues, Maastrichtand recurring public deficits, which give the general background to the paper. Ten key issues are formulated insection 2. Owing to the heterogeneity of the accounting systems of local finance in Europe, some common definitionsare necessary and are given in section 3. Section 4 presents a sequence of six questions with the intent ofassessing the degree of budget discipline in the particular country. Questions about how the budgetary rules influencethe budgetary position and the fiscal outcome of the communes in one country are presented in section 5.Tentative results are discussed in section 6.

This paper addresses the question how policy-values among policy makers change in times of turbulence. In fivecountries, experiencing radical political change in the last ten years the change in policy values is measured andrelated to the succession of local policy makers, in terms of rejuvenation, generational succession and period-effects.The research is based on a survey conducted in 1989, and repeated in 1996 and 2000 among politicians and senioradministrators at the local level in Sweden, the Netherlands, Russia, Lithuania and Belarus. The conclusion is that itare first and foremost period effects that account for the attitude change among local policy makers. This can beexplained by the development of the urgency of policy problems, through these periods.

The tensions between the administrative reform plans and their impact on effectiveness and legitimation ofthe politico-administrative system have both theoretically and practically been important and interestingquestions in administrative sciences. The aim of this article is firstly to give a comprehensive evaluationsummary of the profile and success or failure of the administrative reforms in the 1990's in Finland. Heavyeconomic depression and changes in international environment with the collapse of Soviet Union andmembership in the European Union caused an active reform wave in the Finnish public administration. Themain target of the reformers was to modernise the structures, steering systems and administrative culture of theadministrative machinery to meet new challenges of administration. The international New Public Management(NPM) doctrine had clear impact on Finnish reform activities. These reforms have been successful in causingmany real changes in Finnish administration. In spite of that, the citizen reactions have been passive and evennegative concerning legitimation of the modernised administration. In this article there are someconsiderations of the reasons and backgrounds of citizen response and trust in the NPM-type administrativereforms. Partly the citizen response seems to be slow and depending more of real changes in every day life thanpolitical reform decisions. Partly it seems to be a "winners' and losers' game" in which the losers' response isloud and even aggressive and winners are mainly passive. In fact the case of Finland shows how much NPMtypereform programme can be described as a structural and cultural renovation of systems which can createmore efficiency and service-orientation in the administration, but these impacts are instrumental, indirect andtime taking.

The front page article discusses political art at CCAC in early 2002, focusing on Jose Galindo's Ethnic Studies undergraduate course "Mexican Muralism" and the mural that the class created on the Martinez Hall mural wall. Several student muralists are quoted.

Testimony issued by the General Accounting Office with an abstract that begins "The Air Force is developing the F/A-22 aircraft to replace its fleet of F-15 air superiority aircraft. The F/A-22 is designed to be superior to the F-15 by being capable of flying at higher speeds for longer distances, less detectable, and able to provide the pilot with substantially improved awareness of the surrounding situation. The National Defense Authorization Act for Fiscal Year 1998 requires us to annually assess the F/A-22 development program and determine whether the program is meeting key performance, schedule, and cost goals. We have issued six of these annual reports to Congress. We have also reported on F/A-22 production program costs over the last 3 years. Most recently, we reported on F/A-22 production and development in February and March 2003 respectively. This testimony summarizes our work on the F/A-22 program, covering performance, cost, and scheduling issues."