LEADER 04606nam 2200637 450 001 9910816802103321 005 20230807203717.0 010 $a1-315-70045-X 010 $a0-585-01990-8 035 $a(CKB)111000211279346 035 $a(EBL)2055062 035 $a(SSID)ssj0000257211 035 $a(PQKBManifestationID)12096082 035 $a(PQKBTitleCode)TC0000257211 035 $a(PQKBWorkID)10246658 035 $a(PQKB)10201633 035 $a(MiAaPQ)EBC3569136 035 $a(EXLCZ)99111000211279346 100 $a20150527h20151997 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aTerminating public programs $ean American political paradox /$fMark R. Daniels ; with a foreword by William V. Roth, Jr 210 1$aOxfordshire, [England] ;$aNew York, New York :$cRoutledge,$d2015. 210 4$dİ1997 215 $a1 online resource (124 p.) 300 $aDescription based upon print version of record. 311 $a1-317-45890-7 311 $a0-7656-0124-9 320 $aIncludes bibliographical references and index. 327 $aCover; 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 327 $aThe 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 327 $aEvaluating 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 327 $aHint 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 327 $a7. Termination Is an American Political Paradox: Everyone Supports It, Everyone Opposes ItConclusion; Notes; Bibliography; Index 330 $aThis 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. 606 $aPolitical planning$zUnited States$xEvaluation 606 $aPolicy sciences$xEvaluation 606 $aPublic administration$zUnited States$xEvaluation 606 $aSunset reviews of government programs$zUnited States 615 0$aPolitical planning$xEvaluation. 615 0$aPolicy sciences$xEvaluation. 615 0$aPublic administration$xEvaluation. 615 0$aSunset reviews of government programs 676 $a320/.6/0973 700 $aDaniels$b Mark Ross$f1952-$01667282 702 $aRoth$b William V.$cJr., 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910816802103321 996 $aTerminating public programs$94027019 997 $aUNINA