Search

A substantial body of research finds local governments use financial incentives to promote economic development despite mixed evidence of the incentives’ effectiveness. Using Missouri county data f...

Participatory budgeting is a democratic process through which citizens make decisions about budgeting. It has received attention in public administration literature. Many scholars apply “participatory budgeting” too broadly. They conflate nominally participatory practices with those that emanated from the Global South and now expand throughout the United States. This article explores various applications of “participatory budgeting.” It also presents a heuristic framework, developed out of the work of Arnstein and Fung, which assists practitioners and researchers in identification and evaluation of participatory processes, including participatory budgeting. This framework is applied to four cases to illustrate determination of participatory budgeting practices.

Substantial research has been conducted examining policy diffusion among both the American states and the nations of the developed world and to a somewhat lesser extent, developing worlds. Little research, especially at the nation-state level, has focused upon budget systems, however. We use case studies of 18 diverse countries (Menifield, 2011) to conceptualize national budget systems and, based upon this conceptualization, to identify clusters of nations with similar systems. We found evidence suggesting that policy diffusion may be occurring in the realm of national budget systems. Our analysis shows that budgetary institutions and behaviors can and do form clusters that are useful in analyzing national budget systems. Our ability to describe clusters of nations with similar budget systems could prove to be a helpful tool for analyzing international policy diffusion.

This article applied the policy diffusion model as a theoretical framework for interpreting the international spread of performance-based budgeting, based upon 33 OECD case studies of countries that have implemented this reform. The data show that the historical development of performance-based budgeting was fairly consistent with the diffusion model. In particular, the adoption of performance budgeting took off during 1985–1995 and then accelerated over the following 15 years, and the primary innovators were a group of four English-speaking countries with comparatively laissez-faire economies (the United States, Canada, Australia, and New Zealand). The case studies indicated that performance-based budgeting was generally part of a broader program of governmental reform, that executive agencies were more important than parliaments in managing it, that it became quite important in budget- and policy-making, and that implementing it faced a significant number of challenges.

Purpose – Statistical evidence shows that medication errors are a major cause of injuries that concerns all health care oganizations. Despite all the efforts to improve the quality of care, the lack of understanding and inability of management to design a robust system that will strategically target those factors is a major cause of distress. The paper aims to discuss these issues. Design/methodology/approach – Achieving optimum organizational performance requires two key variables; work process factors and human performance factors. The approach is that healthcare administrators must take in account both variables in designing a strategy to reduce medication errors. However, strategies that will combat such phenomena require that managers and administrators understand the key factors that are causing medication delivery errors. Findings – The authors recommend that healthcare organizations implement the Toyota Production System (TPS) combined with human performance improvement (HPI) methodologies to eliminate medication delivery errors in hospitals. Originality/value – Despite all the efforts to improve the quality of care, there continues to be a lack of understanding and the ability of management to design a robust system that will strategically target those factors associated with medication errors. This paper proposes a solution to an ambiguous workflow process using the TPS combined with the HPI system.

This paper presents a preliminary analysis of the first participatory budgeting experiment in the United States, in Chicago's 49th Ward. There are two avenues of inquiry: First, does participatory budgeting result in different budgetary priorities than standard practices? Second, do projects meet normative social justice outcomes? It is clear that allowing citizens to determine municipal budget projects results in very different outcomes than standard procedures. Importantly, citizens in the 49th Ward consistently choose projects that the research literature classifies as low priority. The results are mixed, however, when it comes to social justice outcomes. While there is no clear pattern in which projects are located only in affluent sections of the ward, there is evidence of geographic clustering. Select areas are awarded projects like community gardens, dog parks, and playgrounds, while others are limited to street resurfacing, sidewalk repairs, bike racks, and bike lanes. Based on our findings, we of...

Researchers have recently taken an interest in the accumulation and use of fund balances by local governments. Nevertheless, there is no consensus on the ideal percentage of savings governments should maintain to deal with unforeseen circumstances, and indeed little is known about the level of savings set aside by local governments. This situation raises questions about ethical and financial management practices of officials. This article discusses budgetary transparency through the lenses of utilitarian and Kantian ethical perspectives and examines three case studies that highlight the financial and political risks associated with the lack of transparency and the misuse of funds.

Background The adoption of health information technology has been recommended as a viable mechanism for improving quality of care and patient health outcomes. However, the capacity of health information technology (i.e., availability and use of multiple and advanced functionalities), particularly in federally qualified health centers (FQHCs) on improving quality of care is not well understood. We examined associations between health information technology (HIT) capacity at FQHCs and quality of care, measured by the receipt of discharge summary, frequency of patients receiving reminders/notifications for preventive care/follow-up care, and timely appointment for specialty care. Methods The analyses used 2009 data from the National Survey of Federally Qualified Health Centers. The study included 776 of the FQHCs that participated in the survey. We examined the extent of HIT use and tested the hypothesis that level of HIT capacity is associated with quality of care. Multivariable logistic regressions, reporting unadjusted and adjusted odds ratios, were used to examine whether ‘FQHCs’ HIT capacity’ is associated with the outcome measures. Results The results showed a positive association between health information technology capacity and quality of care. FQHCs with higher HIT capacity were significantly more likely to have improved quality of care, measured by the receipt of discharge summaries (OR=1.43; CI=1.01, 2.40), the use of a patient notification system for preventive and follow-up care (OR=1.74; CI=1.23, 2.45), and timely appointment for specialty care (OR=1.77; CI=1.24, 2.53). Conclusions Our findings highlight the promise of HIT in improving quality of care, particularly for vulnerable populations who seek care at FQHCs. The results also show that FQHCs may not be maximizing the benefits of HIT. Efforts to implement HIT must include strategies that facilitate the implementation of comprehensive and advanced functionalities, as well as promote meaningful use of these systems. Further examination of the role of health information systems in clinical decision-making and improvements in patient outcomes are needed to better understand the benefits of HIT in improving overall quality of care.