This multidisciplinary work explores ways of making environmental policy decisions regarding the management of public goods and natural parks with the goal of maximizing economic benefits to society. The contributors to the volume seek the best strategies for improving the environmental sustainability and quality of a public resource by showing how to develop quantitative information about the natural area and how it interacts with the economy. Such an analysis can be used to define policies that encourage interactions among institutions, local economic agents and park users. At the same time, it provides a measure to account for the implications of those policies on the local economy.
Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change.In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs. Organizational Assessment and Improvement in the Public Sector provides that framework, an understanding of assessment itself, and a methodology for assessment focused on the public sector. The book introduces the concept of organizational assessment, its importance, and its significance in public sector organizations. It addresses the organizational theory that underlies assessment, including change management, organizational and individual learning, and organizational development. Building on this, the author focuses on the processes and demonstrates how the communication that results from an assessment process can create a widely accepted case for change. She presents a model grounded in the Malcolm Baldrige National Quality Program criteria but adapted for the culture of government organizations. She also addresses the criteria that form the basis for assessment and implementation and provides examples and best practices. Facing decreasing budgets and an increasing demand for services, government agencies must increase their capabilities, maximize their available fiscal and human resources, and increase their effectiveness and efficiency. They often operate in an atmosphere that prizes effectiveness but measures it in silos assigned to individual programs and a structure that encourages people to do more with less while systematically discouraging efficiency. Stressing the significant and important differences between a business and a government, this book supplies the knowledge and tools necessary to create a culture of assessment in government organizations at all levels.
This major annual publication presents a comprehensive overview of cutting-edge issues in environmental and resource economics. The expert contributors address some of today s most pressing environmental concerns including: pollution control policies Graphical Information Systems (GIS) and spatial analysis disclosure strategies for pollution control environmental policy under imperfect competition transport and the environment optimal forest harvesting. The Yearbook is an essential resource for economists, scholars and practitioners working in environmental and resource economics.
Sustainability is based on a simple and long-recognized factual premise: Everything that humans require for their survival and well-being depends, directly or indirectly, on the natural environment. The environment provides the air we breathe, the water we drink, and the food we eat. Recognizing the importance of sustainability to its work, the U.S. Environmental Protection Agency (EPA) has been working to create programs and applications in a variety of areas to better incorporate sustainability into decision-making at the agency. To further strengthen the scientific basis for sustainability as it applies to human health and environmental protection, the EPA asked the National Research Council (NRC) to provide a framework for incorporating sustainability into the EPA's principles and decision-making. This framework, Sustainability and the U.S. EPA, provides recommendations for a sustainability approach that both incorporates and goes beyond an approach based on assessing and managing the risks posed by pollutants that has largely shaped environmental policy since the 1980s. Although risk-based methods have led to many successes and remain important tools, the report concludes that they are not adequate to address many of the complex problems that put current and future generations at risk, such as depletion of natural resources, climate change, and loss of biodiversity. Moreover, sophisticated tools are increasingly available to address cross-cutting, complex, and challenging issues that go beyond risk management. The report recommends that EPA formally adopt as its sustainability paradigm the widely used "three pillars" approach, which means considering the environmental, social, and economic impacts of an action or decision. Health should be expressly included in the "social" pillar. EPA should also articulate its vision for sustainability and develop a set of sustainability principles that would underlie all agency policies and programs.
Public financial management (PFM) consists of all the government’s institutional arrangements in place to facilitate the implementation of fiscal policies. In response to the growing urgency to fight climate change, “green PFM” aims at adapting existing PFM practices to support climate-sensitive policies. With the cross-cutting nature of climate change and wider environmental concerns, green PFM can be a key enabler of an integrated government strategy to combat climate change. This note outlines a framework for green PFM, emphasizing the need for an approach combining various entry points within, across, and beyond the budget cycle. This includes components such as fiscal transparency and external oversight, and coordination with state-owned enterprises and subnational governments. The note also identifies principles for effective implementation of a green PFM strategy, among which the need for a strong stewardship located within the ministry of finance is paramount.
The Integrated Water Resources Management (IWRM) paradigm has been worldwide recognized as the only feasible way currently available to ensure a sustainable perspective in planning and managing water resource systems. It is the inspiring principle of the Water Framework Directive, adopted by the European Union in 2000, as well as the main reference for all the water related activity of UNESCO in the third world countries. However, very often, real world attempts of implementing IWRM fail for the lack of a systematic approach and the inadequacy of tools and techniques adopted to address the intrinsically complex nature of water systems. This book explores recent and important contributions of System Analysis and Control Theory to the technical application of such paradigm and to the improvement of its theoretical basis. Its prior aim is to demonstrate how the modelling and computational difficulties posed by this paradigm might be significantly reduced by strengthening the efficiency of the solution techniques, instead of weakening the integration requirements. The first introductory chapter provides the reader with a logical map of the book, by formalizing the IWRM paradigm in a nine-step decisional procedure and by identifying the points where the contribution of System Analysis and Control Theory is more useful. The book is then organized in three sections whose chapters analyze some theoretical and mathematical aspects of these contributions or presents design applications. The outstanding research issues on the border between System Analysis and IWRM is depicted in the last chapter, where a pull of scientists and experts, coordinated by Prof. Tony Jakeman describe the foreseeable scenario. The book is based on the most outstanding contributions to the IFAC workshop on Modelling and Control for Participatory Planning and Managing Water Systems held in Venice, September 28- October 1, 2004. That workshop has been conceived and organized with the explicit purpose of producing this book: the maximum length of the papers was unusually long (of the size of a book chapter) and only five long oral presentations were planned each day, thus allowing for a very useful and constructive discussion. - Contributions from the leading world specialists of the field - Integration of technical modelling aspects and participatory decision-making - Good compromise between theory and application
Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.
