Terminating public programs : an American political paradox /

This text examines why and when policies or organizations are terminated, how they can be terminated successfully, and what often prevents them from being terminated. The literature on termination and a variety of case studies are reviewed in order to identify theories supported by research.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Daniels, Mark Ross, 1952- (Autor)
Otros Autores: Roth, William V., Jr (Autor de introducción, etc.)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Oxfordshire [England] ; New York, New York : Routledge, 2015.
Temas:
Political planning > United States > Evaluation.
Policy sciences > Evaluation.
Public administration > United States > Evaluation.
Sunset reviews of government programs > United States.
Politique publique > États-Unis > Évaluation.
Sciences de la politique > Évaluation.
Administration publique (Science) > États-Unis > Évaluation.
Programmes gouvernementaux > Réexamen > États-Unis.
Policy sciences > Evaluation
Political planning > Evaluation
Public administration > Evaluation
Sunset reviews of government programs
United States
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; Tables and Figures; Foreword; Preface; 1. Public Policy and Organization Termination: An Overview; Defining Termination; Termination and the Public Policy Process; Reasons for Termination; Types of Policy Termination; Termination's Current Political Popularity; The Study of Public Policy and Organization Termination; Conclusion; 2. The Literature of Termination; The 1976 Policy Sciences Symposium; Herbert Kaufman and Organizational Death; Peter deLeon and the Politics of Termination.
  • The 1997 International Journal of Public Administration Symposium on TerminationConclusion; 3. Sunset Legislation: Exploring the Linkages Between Termination and Innovation; Sunset Legislation and the Federal Government; Sunset Legislation and State Governments; Termination and Innovation; Measuring Termination and Innovation; Testing Termination and Innovation; Conclusion; 4. Organizational Termination and Policy Continuation; The Death of Oklahoma's Public Training Schools; ""In Need of Treatment"" Adjudication; Medicaid and Juvenile Services.
  • Evaluating Hypotheses: Patterns and GeneralizationsConclusion; 5. Implementing Policy Termination; Implementing Policy Termination: TennCare; Testing Behn's Twelve Termination Guidelines; Hint 1: Don't Float Trial Balloons; Hint 2: Enlarge the Policy's Constituency; Hint 3: Focus Attention on the Policy's Harm; Hint 4: Take Advantage of Ideological Shifts to Demonstrate Harm; Hint 5: Inhibit Compromise; Hint 6: Recruit an Outsider as Administrator/Terminator; Hint 7: Avoid Legislative Votes; Hint 8: Do Not Encroach Upon Legislative Prerogatives; Hint 9: Accept Short-term Cost Increases.
  • Hint 10: Buy Off the BeneficiariesHint 11: Advocate Adoption, Not Termination; Hint 12: Terminate Only What Is Necessary; Conclusion; 6. Evaluating Termination Research; Conclusions from Termination Research; 1. Termination Rarely Has Economic Justification; 2. Termination Is Highly Political and Hard to Achieve; 3. Termination Requires Cooptation of Opponents; 4. Termination Often Involves Changing Ideologies; 5. Termination Is Often Followed by Rebirth; 6. Successful Termination Is Difficult to Predict.
  • 7. Termination Is an American Political Paradox: Everyone Supports It, Everyone Opposes ItConclusion; Notes; Bibliography; Index.

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