New development: Managing and accounting for sustainable development across generations in public services—and call for papers

Social and environmental justice across generations is a fundamental attribute of sustainable development. In this article, which is also a call for papers for a future theme in Public Money & Management (PMM), we develop our case for further research on how governments and public service organizations seek to address sustainable development in their decision-making processes. We believe that accounting for social and environmental aspects is an underdeveloped area of research and practice that is worthy of further critical enquiry. We therefore call on researchers and practitioners to submit their research to a themed issue of PMM on managing and accounting for sustainable development in public services.     

New development: Reinventing industrial policy—a Russian study in engineering and design

Engineering and industrial design services are closely connected to both an economy’s value and level of employment. While the global market for engineering services is growing steadily, the Russian engineering and industrial design market is very fragmented. Russia began a targeted policy for engineering and industrial design in 2013 to support service providers who were struggling with high interest rates on loans and insufficiently qualified staff. This article reports on this initiative and reflects on its impact.     

New development: Transparent impact reporting in charity annual reports—benefits,challenges and areas for development

The effect of charitable activities on beneficiaries and society is at the heart of what charities exist to do, and stakeholders’ reasons for engaging with charities. Reporting publicly and transparently on this impact can form the basis of improved effectiveness, accountability, legitimacy and trust: potentially securing stakeholders’ ongoing support and engagement. However, significant challenges to transparent impact reporting are also acknowledged. This article explores these possible benefits, and challenges and highlights areas for development in practice and research.     

New development: Decentralizing governance in England—transport's key role

Transport holds the key to effective decentralization of responsibilities in England. But transport cannot be considered in isolation from other functions. It has close links with spatial planning and other environmental, economic and social activities and they must function together. Decentralization must take this on board for England as a whole. There should be combined authorities established throughout England that are viable and accountable to the areas they serve.     

New development: Between politics and strategic planning—the management of government priorities in Lithuania

ABSTRACT

How do political agendas impact on strategic planning practices? This article shows that recent changes to the framework for managing government priorities have made Lithuania’s strategic planning system more politically responsive by mobilizing political attention, leadership and state funding to major government commitments. However, these changes have not yet translated into any longer term outcomes because policy implementation practices did not change very much.     

New development: The role of benchmarking in supporting improvement in local government— Scottish and Welsh practitioners' perspectives

A primary leadership challenge facing central budget agencies is sustaining the respect of finance ministers. Lessons are drawn in this article from the corrosive effect that missed opportunities to take the lead on economic strategy and public service modernization had on the long-term respect commanded by the Irish Department of Finance, and from the strategic re-orientation the New Zealand Treasury undertook to correct its tendency to ‘over-reach’ itself in these areas following a process of capacity-building and cultural transformation in the 1980s.     

New development: Faith and foreign policy—a perspective from the Vatican

Religion matters in foreign policy as much as it does in domestic society and, to understand the world in which we live, we have to comprehend religion as a source of influence and motivation in people's lives. That is not always easy for foreign policy specialists and diplomats. Britain's relations with the Holy See go back to 1479 when England sent its first resident ambassador overseas. The Holy See is one of the world's most global bodies—touching directly 17.5% of the world's population through the Catholic Church. It is a unique hybrid of the global and the local, which helps to form global public opinion. Today, the UK's oldest embassy is working on a whole range of issues with the Holy See from tackling climate change, disarmament, international development, interfaith dialogue and preventing and ending conflict.     

New development: Budgetary accounting in Colombia—arguments for a much-needed reform

ABSTRACT

Public financial management reforms are needed in Colombia to integrate the accrual-based accounting system with budgets. This would remove the need to make accounting variations through deficit measurement and would supply better information about the impact of public policies on the country’s financial situation. This article briefly explains why Colombia needs to integrate its accounting and budgeting systems.     

New development: Procurement and policy outcomes—a bridge too far?

This article furthers the discussion in the March 2015 (Vol. 35, No. 2) issue of Public Money &; Management on ‘Public procurement policy and practice— international lessons and debates’. In particular, it illustrates some of the major difficulties in achieving the required policy outcomes through the procurement processes. The numerous ‘failures’, particularly in the defence acquisitions area, are of ongoing concern both in terms of ‘blow-outs’ in costs and, more unfortunately, in achieving strategic defence capability and overall policy outcomes in required timeframes. Can current public sector reforms and observed better practice provide any encouragement for, discipline on, participants to achieve the required results or is it all just too difficult?     

New development: Financial reforms played in two octaves— yet again?

Major public service reforms are underway at the national level in Australia. The reforms are being implemented progressively over a three-year period. This is the third in a series of articles looking at the implementation of these reforms and focuses on the second stage, which was supposed to be completed in 2015. The author examines the recent report of the Joint Committee of Public Accounts and Audit which reviewed the development of the ‘Performance Framework’ through a series of public hearings. He explains why, for good governance, particularly in a difficult economic and budgetary climate (domestically and internationally), public interest considerations must prevail, not just in issues about ‘how’ but also about ‘what’ is being actually achieved. There is considerable scope for shared learning and experience across governments and sectors of the economy in any reforms of the public sector.     

New development: Fundraising in UK charities—stepping back from the abyss

Fundraising techniques used by charities can enhance or diminish public trust. The dangers of questionable and over-aggressive fundraising practices are very real. In particular, in the UK, the ‘Olive Cooke affair’ in 2015 triggered a highlevel examination of fairly widespread dubious practices. In this article, the reflections of a key actor on the events surrounding the affair, and subsequent fallout, are examined. It is argued that this whole saga has the potential to encourage the development of a charity sector that is more trusted by the public; a sector that has stepped back from the abyss.     

New development: Implementing and evaluating government strategic plans—the Europe 2020 Strategy

ABSTRACT

This article examines the implementation of the Europe 2020 Strategy. The authors analysed the strategic and management plans of the European Commission’s directorates-general (DGs) to identify the main and dominant discourses in the documents. The supplementing or supplanting of the simple strategy framework of the early years by a political framework after 2014 can be seen as caused by an interaction between rational management evaluation on one hand and political values and will on the other.     

New development: Accountability in public partnerships—The case of Local Strategic Partnerships

Present arrangements for the accountability of Local Strategic Partnerships (LSPs) and Local Area Agreements (LAAs) are confused. While only local authorities have a direct accountability to the electorate for them, yet they lack powers over their public partners to make that accountability genuine. These partners should be obliged to follow the lead of the local authority.     

New development: Local public audit—the changing landscape

This article considers the implications for local public audit of the abolition of the Audit Commission and its audit practice (District Audit). The audit regime of NHS foundation trusts, where the Audit Commission is not responsible for auditor appointments or their oversight, is investigated to provide insights for the future of local public audit.     

New development: Policy tsars—Whitehall's expert advisers revealed

The number of tsars in government acting as external experts has been steadily growing. Policy tsars are mostly businessmen and retired public servants. They are left free to work as they wish, so their practices vary greatly. In consequence, issues of propriety (since these are public appointments) and effectiveness (since they advise ministers very directly) arise.     

New development: The unknown world of transnational organizations in Europe—challenges for accountability

ABSTRACT

Mostly unknown to the general public, a fragmented landscape of transnational organizations has been developing in Europe. These organizations work across borders, but not entirely in the EU, and they generally have some basis in European law or policies. An inventory by the authors suggests there are at least 370 transnational organizations in Europe. Transnational organizations challenge basic notions of accountability: it is often very difficult to understand what the organization is doing, to whom it is accountable or even where it is located. This is not to say that accountability is necessarily a problem but much more research and insight is definitely required.     

New development: Turning around failing schools—lessons from Lahore

This article reviews the operation of two improvement partnerships in Pakistan, where third sector organizations adopted selected state schools. The authors reflect on the lessons arising from both schemes in the light of the Institute of Educational Sciences’ (IES) guidance on turning around schools. Although the operation of both partnership schemes is context specific, the findings should nevertheless be of interest to policy-makers in other countries. They also show how some aspects of the IES’s guidance may need to be adapted and augmented, especially in the context of developing countries.     

New development: Faith,community organizing and migration—the case of ‘regularization’

When civil society organizations pool their muscle, it is amazing what they can achieve. The London Citizens ‘Strangers into Citizens’ campaign has put the idea of a conditional amnesty for illegal immigrants on the political table—and won powerful backers, including the Mayor of London and the Catholic Church.     

New development: Integrating risk management in management control systems—lessons for public sector managers

Exploring multiple dimensions of management control systems (MCS), this article proposes a new framework to integrate risk management with strategy, MCS and performance measurement systems (PMS). Considering the public sector as a focal point, the article points to some enterprise risk management (ERM) issues and argues that ERM-enabled MCS has potential to improve PMS and strategic decision-making, leading to a more proactive risk management framework and a culture that promotes performance driven accountability. Consequently, the article calls for further research towards solving the public sector’s risk management problems, motivating its managers to adopt best practices, and stimulating suitable policy developments.     

New development: Reviews of public sector performance—groundhog day?

ABSTRACT

The purpose of this article is to canvass, and comment on, the main features of the recently completed Review of Governance, Performance and Accountability legislation/framework at the national level of government in Australia. Most of the Report’s 52 recommendations are procedural and will only be discussed when they may be of particular relevance in a broader context. The review reported on 4 September 2018. It continues the long line of reform reports conducted over the last 30 to 40 years. However, before the review was even completed, the Australian government announced (on 4 May 2018) another wide-ranging Independent Review of the Australian Public Service (APS), with a reference group of national and international experts having ‘diverse public and private sector experience’. Some suggested that the latter review should encompass the findings and recommendations of the former and be considered together, particularly as the announced chair was also a member of the earlier two-person review team. While no one would question the need for continuous learning, the main issue is about effective implementation of agreed recommendations that would improve performance and promote greater public confidence and trust in government.