Reforming Local Government Institutions and the New Public Management

Wollmann, Hellmut; Thurmaier, Kurt

doi:10.1093/oxfordhb/9780195367867.013.0010

Cited by 11 publications

(10 citation statements)

References 50 publications

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“…The second theme attributes the formation of special districts to nonfinancial factors, such as competitive political environments (Bourdeaux, 2005), state institutions, public entrepreneurs, and service demand (McCabe, 2000) and demographic characteristics such as population size, area, and urbanization (Frant, 1997). Debates rage about whether or not the special districts are representative of new public management principles of business-like management and efficiency (Berman & West, 2011; Bourdeaux, 2007; Chicoine & Walzer, 1985; Doig, 1983; Wollmann & Thurmaier, 2012). Literature in this theme is less sanguine than in the first as critics view the proliferation of special districts as “private” or “shadow” governments that have created metropolitan fragmentation with a confusing maze of overlapping functions (Deller, 1998; McKenzie, 1994; Stephens, 2008).…”

Section: Cdds As Special Districtsmentioning

confidence: 99%

Community Development Districts

Scutelnicu

Ganapati

2012

Economic Development Quarterly

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Community Development Districts (CDDs) are multipurpose, independent special districts, which are empowered to finance and manage infrastructure services in Florida. Since their authorization through a state statute in 1980, the CDDs have grown across many counties in the state. This article presents exploratory research evaluating the role of CDDs in financing and managing infrastructure services. CDDs finance infrastructure through tax-free bonds, which are paid by property owners. The arrangement is beneficial for city/county governments since infrastructure is not financed through general obligation bonds. Managerially, however, CDDs pose accountability problems, since developers rather than residents control them during their initial stage of existence.

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Section: Cdds As Special Districtsmentioning

confidence: 99%

Community Development Districts

Scutelnicu

Ganapati

2012

Economic Development Quarterly

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“…Experience of NPM inspired reforms question in the basic: whether focusing on results does not surpass the aims of reforms (e.g. Drechsler, 2005;Kuhlmann and Fedele, 2010;Lane, 1996;Nemec, 2008;Pollitt et al, 2007;Wollmann and Thurmaier, 2011).…”

Section: Modernising Public Administration -From Traditional Public Amentioning

confidence: 99%

Considering New Public Governance Possibilities in Central and Eastern Europe

Reinholde¹,

Guogis²,

Smalskys³

et al. 2021

Tiltai

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“…In general terms, public administration in Sweden is characterized by strong state governing combined with considerable independence of local governments and national agencies. These have had for some time extensive decision-making powers and public officials generally enjoy high levels of autonomy, while major disagreement among the political parties as well as the major interest groups is uncommon (Hall 2013;Olsson and Hysing 2012;Wollman and Thurmaier 2012). The Scandinavian corporatist system, in general, implies that while the state is the central actor, the decision-making process involves a number of actors and stakeholders (Pierre and Peters 2005).…”

Section: Planning In the Swedish Context And The Strategies Of Policymentioning

confidence: 99%

Entrepreneurship in the Swedish municipal polis: the case of Mer [*] Östersund

Petridou

2018

Policy Studies

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Scholars in political science and policy studies have been paying increasing attention to a specific kind of actor, the policy entrepreneur, as an agent of change. Less attention has been paid to the contextual factors that may shape entrepreneurial action as most of the extant research is performed in pluralistic systems and in high complexity policy sectors. This is a study of a routine planning process in the municipality of Östersund in Northern Sweden with the purpose of studying the kind of actors that may act entrepreneurially (the who); the kind of strategies they use; and what contextual powers facilitate these strategies (the how). This two-and-a-half-year routine, low-complexity process was analyzed with in-depth interviews and a survey, participant observation, document analysis, and formal social network analysis. Findings suggest that professional administrators acted entrepreneurially by employing a set of six strategies while the members of civil society were centralthough not entrepreneurialparticipants. ARTICLE HISTORY

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Reforming Local Government Institutions and the New Public Management

Cited by 11 publications

References 50 publications

Community Development Districts

Community Development Districts

Considering New Public Governance Possibilities in Central and Eastern Europe

Entrepreneurship in the Swedish municipal polis: the case of Mer [*] Östersund

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