The Policy Termination Process

Abstract

0The purposes of this article are twofold. First, f r o m a review of the extant literature on termination of policies, programs, and organizations, we identij) the "crucial variables '' that are believed to affect termination. In doing so, we develop a descriptive model of program termination. Then, we utilize this model as a hueristic device to examine the termination of federal revenue-sharing programs in 1986. After reviewing the available literature on this topic and analyzing the case of revenue-sharing, the article concludes that program termination is affected by three categories of variables: 1) inherent characteristics of the program in question; 2) the political environment within which termination takes place; and 3) specific barriers to termination.

When Do We “Just Say No”? Policy Termination Decisions in Local Hospital Services

“…These political contests can occur at any level of government, and presumably, the institutions if not the nature of the process varies by decision‐making arena. Most of the empirical work in policy termination has focused on the termination of federal policies, programs, and organizations (e.g., Frantz, 1997, 2002; Kaufman, 1976; Kirkpatrick, Lester, & Peterson, 1999; Lewis, 2002). Our interest is in local termination decisions, and these have not been widely studied.…”

“…Since public programs are supported with a government budget, it is reasonable to assert that budget deficits could force the termination of certain programs. Moreover, there is some empirical support for the role of budget deficits (e.g., Kirkpatrick et al., 1999). This suggests that cost savings are the motivation for some terminations.…”

The Termination of Public Organizations: Theoretical Perspectives to Revitalize a Promising Research Area

“…Kaufmann collected data on the number of organizations existing in 1923 and 1 E.g. the article by Robert Behn "How to Terminate a Public Policy: A Dozen Hints for a Would-be Terminater" (Behn 1978) and the conceptual framework by Kirkpatrick et al (1999). compared it with the organizations still "alive" in 1973. He found that 27 organizations had indeed been terminated, while during the same period 294 new organizations had been established.…”

De las “Galescolas” a la “Galiña Azul”. Conclusiones sobre un caso de terminación de políticas públicas

“…¿Cuáles de las variables a las que nos hemos referido en las páginas anteriores pueden aplicarse al caso que presentamos? Fuente: elaboración propia a partir de las aportaciones de Kirkpatrick et al, (1999), DeLeon (1978aDeLeon ( y 1987, Bothum y Comer (1979) y Bardach (1976).…”