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Financing public universities : The case of performance funding
"Financing Public Universities" addresses newer practices of resource allocation which tie funding to indicators of performance. The gist of these efforts is to raise the quality of institutional systems. Performance-based budgeting and funding of public universities is part of broader efforts to reform public management, and it is being promoted and implemented by various government agencies around the globe. In particular, European universities with their normally strong governmental ties, or higher education systems molded on European universities, are prime targets of such reforms. Performance funding has made its inroads in attempts to grant university systems managerial autonomy: autonomy was to be granted in exchange for funding modes which are tied to the measurement of performance indicators. Unfortunately, performance-based budgeting or funding measures cannot meet the various expectations: they do not raise the quality of teaching or learning; they do not raise research performance; they take back a great deal of managerial autonomy which is commonly judged to be essential for the well being of higher education institutions, in particular research universities; and they act as automata in place of proper governance and management.
Financial management and accounting in the public sector
Public sector managers are confronted daily with targets and demands that are often set in confusing accounting and financial language. In Financial Management and Accounting in the Public Sector, Gary Bandy employs a clear and concise narrative to introduce the core concepts of public financial management to help those managers to deliver programmes, projects and services that are value for money. As the author puts it, managing public money is an art, not a science.
Electronic Government ; Vol. 4084 ; 5th International Conference, EGOV 2006, Krakow, Poland, September 4-8, 2006, Proceedings
Constitutes the refereed proceedings of the 5th International Conference on Electronic Government, EGOV 2006, held in Krakow, Poland. This book contains papers that are arranged in topical sections on research, review and outlook, participation and democracy, designing government services, legal dimensions in e-government, and more.
Electronic Government ; 7th International Conference, EGOV 2008, Turin, Italy, August 31 - September 5, 2008. Proceedings
This book constitutes the refereed proceedings of the 7th International Conference on Electronic Government, EGOV 2008, held in Torino, Italy, in August/September 2008 within the DEXA 2008 conference cluster.
Collapsing Structures and Public Mismanagement
This book demonstrates how accidents happen, how social processes are fundamental to their occurrence, and how learning and inference about their causes is a core public management function. Along the way, Seibel masterfully musters evidence from a multitude of sources to painstakingly document both bridge and building failures and the organizational pathologies that accompany them. This is a must-read for those who want to better understand such 'black swan' events and the search for resilience.
Managing public services : Making informed choices
Chapters provide a valuable frame of reference for the 21st-century manager of public services by assessing the renewal of existing practices such as strategic costing, performance management, digitization and procurement and innovations in management practices, including branding, Lean Management, resilience and risk management. The book suggests that, as the management of public services is imbued with financial, social, economic and political uncertainties, management needs to be flexible and responsive to new ideas and practices to fulfil its purpose. This book ultimately supports the reflective manager, those who think about their job and are open to new ideas on how their job can be done better, by revisiting existing practices and examining innovations in public management.
Leadership and Performance in Public Sector Networks
Analyses two key aspects of network management in the public sector: leadership and performance. It investigates what integrative leadership is, and how it differentiates from leadership in single-agency structures. It also examines the performance of public interest networks by proposing an analytical framework that highlights which factors lead to high performance networks.
