Public Officials and Their Institutional Environment: An Analytical Model for Assessing the Impact of Institutional ChangES

Manning, Nick; Mukherjee, Ranjana; Gökçekuş, Ömer

doi:10.1596/1813-9450-2427

Cited by 31 publications

(23 citation statements)

References 24 publications

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“…We can look to extreme examples of developing countries to illustrate how an unstable or unpredictable flow of resources overwhelms the ability of managers to plan for basic service delivery (Manning, Mukherjee, and Gokcekus 2000). Recent public management theory has also shown a renewed appreciation of the importance of stability -it is central to O'Toole and Meier's (1999) theory of effective public management, and Provan and Milward's (1995) theory of network success.…”

Section: Conceptualizing Counter-cyclical Fiscal Capacitymentioning

confidence: 99%

The Case for Countercyclical Fiscal Capacity

Hou¹,

Moynihan

2006

Journal of Public Administration Research and Theory

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A growing literature has sought to demonstrate when and how government capacity links to performance. This article examines those questions in the area of financial management. A basic challenge for state governments is to maintain budgetary stability and program predictability in face of economic downturns. State governments can best meet this challenge by developing what we call counter-cyclical fiscal capacity. We present the concept of countercyclical fiscal capacity as the creation and use of financial tools that help state governments maintain counter-cyclical spending and program stability during revenue shocks. We operationalize the concept in terms of fiscal reserves that are used to mitigate emergency spending cuts and tax increases, and analyze the operation of such reserves over a period that includes recessions in 1991 and 2001. We find evidence of the efficacy of counter-cyclical fiscal capacity, and argue for greater investments in this aspect of government capacity.2

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Section: Conceptualizing Counter-cyclical Fiscal Capacitymentioning

confidence: 99%

The Case for Countercyclical Fiscal Capacity

Hou¹,

Moynihan

2006

Journal of Public Administration Research and Theory

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“…At the most general level, the central agencies are likely performing well when the environment that they create for downstream bodies has three features (Manning et al. ): Credible rules (for financial management, accounting, audit, career management, payroll controls, procurement, constraining growth of the wage bill, etc. ) Credible policy (objectives and output targets are reasonably stable and legitimate, a multiyear orientation to the budget with a recognition that deferring problems to the next year [or the next administration or management team] is unsustainable, etc.…”

Section: The Public Sector As Public Managers See Itmentioning

confidence: 99%

Fukuyama Is Right about Measuring State Quality: Now What?

Holt¹,

Manning²

2014

Governance

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Much has recently been written about how to best measure governance or “state quality.” Should we evaluate government performance by looking at what government achieves (outputs) as Robert Rotberg and Craig Boardman recently suggested? Or should we focus on measuring state capacity and bureaucratic autonomy, as Francis Fukuyama concludes? This commentary argues in support of Fukuyama's approach by using a public administration lens to disaggregate the public sector into two domains: upstream bodies at the center of government and downstream delivery bodies that deliver, commission, or fund services under the policy direction of government. It goes further by recommending a measurement framework that focuses on identifying indicators that are behavioral and action worthy in relation to five public management systems ultimately owned and operated by the central, upstream agencies.

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“…Second, if individual ministers or secretaries are not reliable, then private businesses, the public at large, and even the civil servants charged with day to day implementation, will lose confidence in the unreliable members and in the government as a whole (Dorotinsky et al. , 2000; Manning et al. , 2000).…”

Section: What Is Ministerial Unreliability and Why It Does Matter?mentioning

confidence: 99%

Do Ministers do what they Say? Ministerial Unreliability, Collegial and Hierarchical Governments

Blondel

Manning

2002

Political Studies

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This paper is concerned with the extent to which individual members of governments reliably implement the decisions of the governments to which they belong, a matter which is rarely discussed, if ever, and yet can be critical for the operation of national executives. After a general presentation of the problem, the paper examines the reasons why members of collegial governments are more likely to be reliable than members of hierarchical governments. As ‘cabinet’ governments tend to be more collegial while ‘presidential’ governments tend to be more hierarchical, unreliability seems also more likely to take place in presidential governments, to the extent that these are indeed hierarchical. Progress in this area has been hampered so far by the absence of a tight operational definition of collegial and hierarchical governments: such a definition is presented here, opening the way for the empirical testing of the impact which the distinction may have on the reliability of members of governments.

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Public Officials and Their Institutional Environment: An Analytical Model for Assessing the Impact of Institutional ChangES

Cited by 31 publications

References 24 publications

The Case for Countercyclical Fiscal Capacity

The Case for Countercyclical Fiscal Capacity

Fukuyama Is Right about Measuring State Quality: Now What?

Do Ministers do what they Say? Ministerial Unreliability, Collegial and Hierarchical Governments

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