Debate: Scotland, the United Kingdom and complex government
Debate: Scotland, the United Kingdom and complex government
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辩论：苏格兰、英国和复杂的政府
DOI：
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发表时间：
2014
期刊：
影响因子：
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通讯作者：
D. Mctavish
中科院分区：
文献类型：
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作者：
D. Mctavish
©2014 CIPFA公共服务提供。她是一家大型NHS信托基金的非执行董事，担任审计和财务委员会主席，也是英国财政部NHS和医疗慈善机构会计小组的成员。她目前是英国会计和金融协会(BAFA)公共服务和慈善团体的主席。显然，她带来了大量的公共部门金融经验和专业知识，我非常期待在未来几年与她合作。我也很高兴米凯拉·拉文德继续担任执行主编。正如编辑顾问委员会的一名成员最近所说：“米奇不仅是《公共资金与管理》的执行主编，她也是《公共资金与管理》的主编。”在过去的几年里，我有幸与她共事，这是我完全同意的观点。简于2013年11月发表的社论从最广泛的意义上全面总结了公共部门面临的问题。在未来几年，《公共资金与管理》将需要继续部署特别主题版本，以探索提供公共服务和衡量绩效和成果的特定部门、新发展和新方式。它还需要理清不可避免的行话和深思熟虑不足的政策举措，以便解释它们，并跨越学术界和实践者的界限对它们进行辩论。例如，近年来，文献中对联合制作的各个方面给予了极大的关注，在欧盟关于“社会创新”的辩论中，我们并没有对这些东西的组成做出无可争辩的定义，或者对它们应该做什么，或者甚至是它们的意思，都没有一个普遍接受的理解。在大张旗鼓的政策文件和新闻稿中宣布它们听起来很好，但它们有什么新意(如果有的话)，它们在以一种产生理想结果的方式提供公共服务方面有多有效？除了这些问题，我们还需要探讨专业人员在公共服务中的作用。关于职业经理人的崛起，人们已经说了很多，但他们没有能力提供医疗保健、法律咨询、技术援助、会计和金融服务，也没有能力教育我们的孩子。我们还需要审视问责制的多种形式，也许再次要求新一代，政府是用来做什么的，我们如何才能获得好的政府？每一代人都以不同的方式提出这些问题，但原因往往是相似的。公共资金和公共行政的作用代代相传，公共资金和管理的作用是试图理解、探索，有时甚至是领导这些变化。
© 2014 CIPFA public service provision. She was a nonexecutive director of a large NHS trust where she chaired the audit and finance committees and a member of the UK Treasury Panel on accounting for NHS and healthcare charities. She is currently chair of the public services and charities group of the British Accounting and Finance Association (BAFA). Clearly she brings a great deal of public sector financial experience and expertise and I very much look forward to working with her over the coming years. I am also delighted that Michaela Lavender remains the Managing Editor. As one of the editorial advisory board members recently remarked: ‘Micky isn’t just the Managing Editor of Public Money & Management, she is Public Money & Management’. Having had the privilege of working with her over the past few years, this is a view with which I entirely concur. Jane’s November 2013 editorial comprehensively summed up the issues that face the public sector in its widest sense. In the coming years Public Money & Management will need to continue to deploy special themed editions to explore particular sectors, new developments and new ways of delivering public services and measuring performance and outcomes. It will also need to untangle the inevitable jargon and inadequately thoughtthrough policy initiatives in order to explain them and debate them across academic and practitioner boundaries. For example, in recent years a great deal of attention has been paid in the literature to aspects of co-production and in EU debates about ‘social innovation’, but we don’t have uncontested definitions of what comprise these things, or a universally accepted understanding of what they are supposed to do, or indeed, even what they mean. They sound good when announced in a fanfare of policy documents and press releases, but what (if anything) is new about them and how effective are they in delivering public services in a way that produces desirable outcomes? Alongside these issues we need to explore the role of the professional in public service. Much has been made of the rise of the professional manager, but they are not equipped to deliver health care, legal advice, technical assistance, accountancy and financial services, or teach our children. We need to look also at accountability in its many guises, perhaps again asking for a new generation, what is government for and how can we obtain good government? Each generation asks these questions in different ways but for often similar reasons. The role of public money and public administration changes over the generations and it is the role of Public Money & Management to try to understand, explore and sometimes to lead those changes.