Suchergebnisse

The cornerstone of the American republic is an educated, active, and engaged citizenry; however, the multifaceted inner workings of government and the political forces that shape it are incredibly complex. Kentucky Government, Politics, and Public Policy is the first book in nearly three decades to provide a comprehensive overview of the commonwealth's major governing and political institutions and the public policy issues that profoundly affect Kentuckians' daily lives.In this groundbreaking volume, editors James C. Clinger and Michael W. Hail have assembled respected scholars from across the

This paper examines the impact of agency design upon the perceived workplace conditions within state agencies. The research examines whether insulating features of agency structure such as independent commission status, removal of officers only for cause, and fixed terms for agency leaders are associated with perceptions by state agency managers that their work processes and environments are free of micromanagement and interference from political actors. Data are drawn from the National Administrative Studies Project III, with additional information collected from state agency web sites and statutes. We largely find that administrators working within agencies headed by officials with fixed terms of service believe that top management trusts employees much more than do employees in other agencies. They also have much more pride in the agencies in which they work. We also find that agencies having a commission structure have managers that are perceived to be willing to take risks.

"In government administration and leadership, rural community leaders face unique challenges in delivering public services including (but not limited to) education, health care, and public safety. Meanwhile residents who live in smaller and more isolated rural settings often face greater difficulties accessing provisions and services or commuting to work, among other economic development challenges. These factors may affect a community's resiliency to and recovery from shocks such as the COVID-19 pandemic. Local Government Administration in Small Town America devotes some overdue scholarly attention to the governance and administration of public programs in small towns and rural communities in the United States. The chapter contributors to this volume analyze some of the unique challenges rural communities face, as well as the policy tools that their governments employ to address them. The book explores ways that small town governments collaborate with one another, the state, and the federal government, and examines how local government officials use knowledge of people and place to improve policy performance. The chapters are designed to provide cases and strategies for students and practitioners in public administration to use in a small town environment, while also considering a community's distinctive social and political culture which determines how local political leaders and government practitioners might respond to demands and challenges they face. Local Government Administration in Small Town America is an essential resource for undergraduate and graduate students studying local government, as well as for rural practitioners navigating evolving challenges unique to their communities"--

Whether organizations should contract out for goods and services or produce them internally continues to be a subject of debate. Service contracting patterns in cities may be explained by the characteristics of goods and services and the extent of political and administrative uncertainty in city leadership. Turnover in executive leadership can affect the ability of local governments to negotiate contracts, make credible commitments to suppliers, and faithfully uphold and enforce contracts. When transaction costs resulting from turnover are high, contracting out becomes less likely. The results of this study show that both city manager turnover and certain service types significantly reduce the likelihood of service contracting, particularly with private, for-profit providers. Adapted from the source document.

This article explores the consequences that local government institutions and turnover among local government officials have for local borrowing. We outline how turnover affects choices in policy arenas involving public and private sector actors, long-term obligations, or future commitments. Turnover creates political uncertainty that alters the time horizons of local leaders as well as the transaction costs involved in the floating of bond issues. Empirical analysis of city borrowing patterns in the late 1980s provides evidence that turnover of council members and managers in council—manager cities increases municipal debt burdens. However, turnover of chief administrative officers in mayor—council cities is associated with less city borrowing.