Suchergebnisse

Contemporary debates concerning the nature of "new governance" typically focus upon the shifting roles played by bureaucracies, networks & markets in the provision of public services (Kooiman 1993; Ormsby 1988). At the core of these recent changes we find a strong interest in having private agents deliver public services. Sometimes this is expressed as privatization & in other cases a "mixed economy" of public & private participation may be devised (Williamson 1975; Moe 1984). In this study, a number of central elements of neoliberal public management are brought together in a single focus on the "contract regime" to examine the extent to which single initiatives might combine to produce a recognizable system of governance. Such an institutional form may then be more carefully specified & its impact compared in different governmental systems. Using a four-country comparison of employment service reform, the study shows that distinctions based on degree of privatization do not adequately explain regime types, whereas distinctions based on "compliance-centered" or "client-centered" forms of contracting are more powerful. The type of reflexive interaction between different elements or levels of contracting also explains country differences. 1 Table, 28 References. Adapted from the source document.

One of the most important aspects of policymaking in any political system is the pre‐decision stage at which a potentially wide range of concerns and preferences are fashioned into some actionable list of proposals or a recognizable hierarchy of priorities. As well as indicating which concerns may dominate the thinking of officials who will later take formal decisions, it is at this early stage of policy development that non‐government elites and other key actors may succeed or fail in their attempts to exercise significant power and influence (Schattschneider 1960; Downs 1972; Lukes 1974).

Little is known about the impact of recent cost‐cutting measures on
organization structure. Identifies a new type of reorganization in major
service delivery organizations. The Strategic Core Reorganization (SCR)
is being used in several Australian bureaucracies. Provides a case
study, model and research hypothesis concerning the impact of SCR.