B. Explaining the Governor's Influence
IX. CONCLUSIONS AND FUTURE IMPLICATIONS
148 Robinson
tinctive governmental features which have made states the focal points for governmental changes in the 1990s. The longevity of independent political state executives in these positions provides a stabilizing force in states during times of great political volatility. This continuity has allowed states to engage in a clear pursuit of policy outcomes not possible in the more transient structure of political actors at the federal level.
Independent Political Executive 149 Implicit in the discussions of independent political executives building a base of support over time and developing independent networks is the notion that in government, as in most other endeavors in life, knowing colleagues and coworkers makes a difference in interaction patterns and outcomes Longevity at the state level builds improved communication and trust between political actors and their employees and allows these individuals to direct their efforts to external problem solving These discussions raise significant questions about the ultimate advisability of term limits Enforced shortened stays in government may not lead to more responsiveness and accountability Term limits in fact may create even more government instability and distrust than now exists
This chapter has also raised the possibly that governors may never achieve the role ot sole executive in a state Given that states may continue to have dis persed authority structures, governors and other state leaders need to develop alternative approaches to governance than traditional leadership approaches based on control structures The information in this chapter suggests that recent public administration theorists who have suggested that ' 'process must triumph over structure'' may be providing new directions for executive leadership in con- temporary society (Kettl, 1994 176) Using these theoretical models, the potential for reform in government lies in finding incentives for political actors to develop interdependent networks committed to identifying and achieving new definitions of the public interest rather than creating new governmental structures
Ultimately, the literature presented in this chapter is consistent with Robert Putnam's (1993) research on democracy in Italy Democracy seems to work best in settings where citizens know each other and know their elected officials Ef- forts at long-lasting governmental reform might be better focused on creating horizontal linkages of reciprocity and cooperation between citizens than on struc tural changes Building trust and communication among citizens, government workers, and political executives has the potential of strengthening the very fiber of governmental processes
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Budgeting in State Government:
Control and Management
Thomas P. Lauth and Paula E. Steinbauer University of Georgia, Athens, Georgia
Public budgets are instruments of accountability—governmental accountability to the public, executive branch accountability to the legislature, and executive agency accountability to the chief executive. In addition to being instruments for accountability and financial control, public budgets are also instruments of management—for achieving efficiency and productivity improvements, and for determining the degree to which program goals have been accomplished. This chapter first identifies several functions of public budgets and describes the devel- opment of the executive budget in state governments. Next, it discusses trends of the past half-century toward the incorporation of program and performance information into state budget systems. Finally, based on recent information ob- tained from state budget offices, it identifies the kinds of control and management activities currently used by state budget offices and reports state budget office perceptions of the effectiveness of those activities.