Government Reformed

Though written thirty-five years ago as Sam Waldron's ThM thesis, Political Revolution in the Reformed Tradition brings crucial perspective to guide the church and the Christian through perplexing ethical and societal questions that have emerged in the present day. Does the Bible support or prohibit political revolution? What did John Calvin, the founder of the Reformed tradition, believe on the topic of political insurrection, and did his thoughts line up with the Word of God? Does Romans 13 call us to obey the government blindly in all situations? What is the relationship between subordination to civil magistrates and obedience to the same authorities? You'll find answers to these questions and more in this scholarly examination of the tension between living in the kingdom of God and, simultaneously, in the kingdom of man.

How high levels of corruption limit investment and growth can lead to ineffective government.

The consequences of governmental reform are not always intended. In this book, Suzanne J. Piotrowski examines how federal management reforms associated with the National Performance Review have affected, and are still affecting, implementation of the Freedom of Information Act. The intersection of the New Public Management movement and the implementation of the U.S. federal government's transparency policy is, she argues, a clear example of unforeseen outcomes. Particular attention is paid to performance management, customer service, and contracting out initiatives, as well as to unintended consequences and their future implications for public administration scholars, practitioners, and reformers.

One of the RCAs foremost researchers here offers commentary that explains the proper roles of elders, deacons, classes, and synods and details the procedures necessary for successful church life. Based on the Book of Church Order, this helpful volume will assist church leaders in their callings and prevent the myriad difficulties that arise when appropriate procedures are not followed. A necessity for every pastor, elder, and deacon.

This new edition of a 1999 classic shows how institutionalized corruption can be fought through sophisticated political-economic reform.

During the past fifty years, the Congresses and presidents of the United States have made many efforts to improve the performance of the federal government. In this book, a leading expert in public management examines the most important reform statutes passed and concludes that the problem is not too little reform but too much. Paul Light explains that Congress and the presidency have never decided whether they trust government and its employees to do their jobs well, and so they have moved back and forth over the decades between four reform philosophies: scientific management, war on waste, watchful eye, and liberation management. These four philosophies, argues Light, operate with different goals, implementation strategies, and impacts. Yet reform initiatives draw on one or another of them almost at random, often canceling out the potential benefits of a particular statute by passing a contradictory statute soon afterward. Light shows that as the public has become increasingly distrustful of government, the reform agenda has favored the war on waste and watchful eye. He analyzes the consequences of these changes for the overall performance of government and offers policy recommendations for future reform approaches.

Chapter 20. How the Progressives Became the Tea Party's Mortal Enemy: Networks, Movements, and the Political Currency of Ideas -- Chapter 21. What Is to Be Done? A New Progressivism for a New Century -- List of Contributors -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W -- Y -- Z

The authors of this book contend that the civil service system, which was devised to create a uniform process for recruiting high-quality workers to government, is no longer uniform or a system. Nor does it help government find and retain the workers it needs to build a government that works. The current civil service system was designed for a government in which federal agencies directly delivered most public services. But over the last generation, privatization and devolution have increased the number and importance of government's partnerships with private companies, nonprofit organizations, and state and local governments. Government workers today spend much of their time managing these partnerships, not delivering services, and this trend will only accelerate in the future. The authors contend that the current system poorly develops government workers who can effectively manage these partnerships, resulting too often in a gap between promise and performance. This short, lively, and bipartisan volume, authored by the nation's leading experts on government management, describes what the government of the future will look like, what it will need to work well, and how in particular the nation can build the next generation of workers required to lead it.