What makes some governments perform better than others? With rising levels of decentralization and local democracy, the focus of "good governance" is increasingly shifting from national to subnational levels. While much of the existing development literature remains preoccupied with formal institutional and society-centered explanations, there is growing evidence that local policy reforms are strongly affected by informal norms and elite-centered processes.

Post-Suharto Indonesia, a country with one of the most pronounced shifts to democratic decentralization anywhere in recent history, is a case in point. Drawing on empirical comparisons across ten districts (comprising 1000 business surveys and 150 interviews), Dr. von Luebke argues that societal pressures are often less significant in explaining policy differences than the quality of local government leadership. In the early transition to democracy, local firms, associations, and district councils continue to be constrained by collective action and political incentive problems. Local government leaders, on the other hand, have wielded historically strong formal and informal powers and stand, for better or worse, at the gateway to local policy reform. Motivated by direct elections and prospective donor funding, some district heads have become catalysts for better governance by introducing informal public-private dialogues, innovative monitoring instruments, and meritocratic promotion schemes. In response to current development debates, these findings highlight the importance of government leadership as an often underestimated policy determinant that can compensate for weak societal checks in periods of transition from authoritarian rule.

Christian von Luebke is completing a book manuscript titled “Heterodox Governance: The Political Economy of Local Policy Reform in Post-Suharto Indonesia.”  He has been awarded a 2009-2011 German Science Foundation Fellowship for a follow-up project incorporating cases from the rest of Southeast Asia and China.  In 2001-2006 he worked in rural Indonesia as a technical advisor for the World Bank and the German Development Agency. He holds a Ph.D. in public policy from the Crawford School of Economics and Government at the Australian National University.

A group of writers and academics in China in recent years have come to be known as the "New Left." But the range of views encompassed under this rubric is broad and seemingly contradictory. Many are critical of the inequality that has come from the market reforms; some seem to look fondly back on the Maoist system and even the Cultural Revolution, while others hold very different views, preferring to call themselves "critical intellectuals," who see a "Chinese alternative" to a neoliberal market economy. This panel will explore the range of views within this group loosely termed the "New Left," to understand what exactly the "New Left" is. How are these "New Left" views different from the Old Left? What are the implications of these views for China's political and economic reforms? Discussing these issues are Wang Hui, a central figure in the "New Left" in China, and David Kelly, a leading Western scholar on the subject.

Wang Hui is professor of Chinese language and literature at Tsinghua University and guest professor at Nankai University. In May 2008, he was named one of the world's top 100 public intellectuals by Foreign Policy magazine. His essays, commentary, and teaching examine the paradoxes of social change in modern and contemporary China. He was editor-in-chief of Dushu, China's leading intellectual journal.

David Kelly is Professor of Chinese Politics at the China Research Centre, University of Technology Sydney. Professor Kelly's work ranges widely across Chinese politics: intellectual history, especially of Marxism and liberalism; political sociology, mainly of intellectuals, urban homeowners and migrant workers; and public policy, focusing on the dilemmas of governance under turbulent current conditions.

Human Resource Management (HRM) is a core element of any organization.  This is especially true in public service organizations whose employees are often their most valuable resource. As an employee in a Japanese local government, Ichinomoto attempts to analyze the current problems in the personnel system that are severely criticized, to find a solution on how to develop more motivated government employees to provide efficient and customer satisfactory public service.

Mari Ichinomoto is a corporate affiliate visiting fellow at Shorenstein APARC for 2007-08 and 2008-09. She is also an official of the Industrial Recruitment and Location Division, Kumamoto Prefectural Government in Japan, with a mission to promote overseas direct investment into the country. Prior to this position, she was sent to Kumamoto trade promotion office in Singapore as a representative of the Kumamoto Prefectural Government dealing with trade promotion between Asia and Kumamoto. She graduated in foreign studies from Kitakyushu University.