Capacity to Sustain Sustainability: A Study of U.S. Cities

Why do some governments implement more sustainability practices than others? Based on a national survey of U.S. cities, this article finds moderate levels of sustainability efforts and capacity in U.S. cities; about one‐third of the sustainability practices identified in this article have been implemented. The authors conclude that, first, capacity building is a useful conceptual focus for understanding sustainability implementation in U.S. cities. Capacity building involves developing technical and financial support and increasing managerial execution. Second, sustainability is strongly associated with managerial capacity, which includes establishing sustainability goals, incorporating goals in operations, and developing a supportive infrastructure. Third, getting stakeholders involved furthers the capacity for sustaining sustainability efforts. Citizen involvement is strongly associated with securing financial support for sustainability.     

Interlocal Service Cooperation in U.S. Cities: A Social Network Explanation

Local governments increasingly confront policy problems that span the boundaries of individual political jurisdictions. Institutional theories of local governance and intergovernmental relations emphasize the importance of networks for fostering service cooperation among local governments. Yet empirical research fails to examine systematically the effects of social networks on interlocal service cooperation. Do the individual networks of local government actors increase their jurisdiction's level of interlocal service delivery? Drawing data from the National Administrative Studies Project IV (NASP‐IV), multivariate analysis is applied to examine this question among 919 municipal managers and department heads across the United States. The findings indicate that interlocal service cooperation increases when jurisdictional actors network frequently through a regional association or council of government and when they are united by a common set of professional norms and disciplinary values. Manager participation in professional associations, however, does not increase interjurisdictional cooperation. The key conclusion for local government practitioners searching for ways to increase collaboration: networks that afford opportunities for more face‐to‐face interaction yield better results for effective service partnerships.     

A Spatial Model of U.S. Senate Elections

The importance of primaryelections is considered within the contextof U.S. Senate elections where senatorsserve overlapping terms and voters areassumed to balance their two senatorsagainst each other. Voters behavestrategically in the primaries butconvergence to the median position is notachieved except as a knife-edge result.More generally, constraints in the partyspace prevent the party of the sittingsenator from obtaining the median'spreference allowing the opposition party tonominate a candidate further away from themedian while still capturing the medianvoter. Empirical evidence supports thenotion that senate divergence is a functionof the state primary system.     

Reflections of a Member of the U.S. Advisory Commission on Intergovernmental Relations

There is consensus on the need for a successor to the U.S. Advisory Commission on Intergovernmental Relations in Washington, D.C., but no agreement on how this entity should be organized and funded and what it should do. There are now many players, both organizations and individuals, in the intergovernmental field, and they need to be sorted out. A key distinction is that American federalism is both an idea and an interest, and a new ACIR should focus on the former as a neutral, independent body with informational, convener, educational, and dissemination functions. We should encourage a discussion and debate on what the new ACIR should be and how it should be structured in order to bring federalism and intergovernmental relations back to the table in Washington.     

Internet Taxation and U.S. Intergovernmental Relations: From Quill to the Present

One of the most contentious issues involving federal, state,and local relations today is Internet taxation. Internet taxationis a significant battleground because it involves issues ofgreat import to federalism, including state and local autonomyand revenue adequacy. Since the U.S. Supreme Court's 1992 decisionin Quill v. North Dakota, the taxability of online transactionshas been governed by the court's physical presence nexus rule.This nexus rule has recently been called into question by variousorganizations, corporations, and elected officials. Proposalsto alter the nexus rule abound from various sources. This articleexamines the roles played by these various actors in the Internettaxation debate and explores the potential implications of changesto the nexus for federalism and intergovernmental relations.     

Asymmetric Effects of Intergovernmental Grants: Analysis and Implications for U.S. Welfare Policy

Theories of federal grants to states and localities suggestthat these grants have a stimulative effect on spending, causingrecipient governments to expand and contract programs alongwith changes in the grants. However, policymakers may responddifferently to grant decreases than to grant increases becausethey face political and bureaucratic pressures to expand programs.These asymmetric reactions may depend on specific politicalstructures. Pooled time-series regressions of data from theAid to Families with Dependent Children program across 46 statesfrom 1965 to 1994 demonstrate state government responses togrant changes. Bureaucratic pressures and proposals lead statesto expand their welfare benefits upon increases in federal grants,but not to contract them upon decreases in federal grants. Withregard to the 1996 welfare reforms, this study indicates thatthe switch to block grants will lead to little or no state reductionin welfare payments.     

Public Opinion on U.S. Federal and Intergovernmental Issues in 2006: Continuity and Change

A 2006 trend survey found that Americans most often select localgovernment as giving them the most for their money, followedby the federal and state governments. African Americans aremost supportive of the federal government as giving them themost for their money; Hispanics are most supportive of localgovernment. As in many previous years, the local property taxwas viewed as the worst tax, followed by the federal incometax, state sales tax, and state income tax. Americans displayedreduced trust and confidence in the federal government; however,trust in all three spheres of government—federal, state,and local—dropped between 2004 and 2006, possibly reflectiveof the poor response of all governments to Hurricane Katrina.Analysis of surveys since 1972 reveals that there has been along-term decline in the public's support for the federal governmentand a corresponding increase in support of state and especiallylocal governments.     

Reflections on the Spirit and Work of the U.S. Advisory Commission on Intergovernmental Relations

What did the U.S. Advisory Commission on Intergovernmental Relations (ACIR) accomplish before it was disbanded in 1996? Were its accomplishments sufficiently valuable to justify reestablishing the organization? This article reviews the commission’s origins, history, and accomplishments, and addresses future intergovernmental needs. The ACIR’s accomplishments were substantial, but are largely unavailable today. Lessons learned from the ACIR suggest the need to (1) recreate a network of intergovernmental advocates within the legislative and executive branches of the federal government; (2) restart the information flows and high‐level federal, state, and local policy dialogues that withered after the ACIR’s demise; (3) strengthen boundary‐crossing institutions capable of addressing metropolitan and multistate problems; and (4) develop new opportunities to achieve public policy outcomes that can be attained only by the cumulative efforts of federal, state, and local governments working together—often with private parties as well.     

The U.S. Advisory Commission on Intergovernmental Relations: Unique Artifact of a Bygone Era

The U.S. Advisory Commission on Intergovernmental Relations (ACIR) befitted an era marked by low party polarization, bipartisanship, and cooperative federalism. Although the ACIR’s work was valuable, the growth of federal power, rise of party polarization, and the decline of bipartisanship, along with many other political, governmental, and social changes during its 37‐year life (1959–96), marginalized the ACIR to the point of political vulnerability. These historic changes make it unlikely that the ACIR will be resurrected in a comparable or partial form.     

Managing Emotional Intelligence in U.S. Cities: A Study of Social Skills among Public Managers

This study assesses perceptions of managerial emotional intelligence in local government, as well as the practices and polices affecting it. Though few cities offer training programs for managers that are called "emotional intelligence," many cities engage in activities that target or address EI skills. This study finds improvement opportunities for managers to become better attuned to the feelings of others and themselves, to better know their own strengths and weaknesses, to better deal with their negative emotions and increase their adaptability, and to improve their communication and relationship skills. Feedback and mentoring processes are directly associated with increased perceptions of EI, while other practices such as training, selection and policy development are only indirectly associated with perceptions of EI. This study contributes to the knowledge base by increasing awareness about managerial EI skills, and providing specific examples of practices to further managerial EI.     

A Case Study in U.S. Government Financial Management in Cross-Disciplinary Teams

Following the example of the private sector, the public sector in the United States has been undergoing process-reengineering, most notable in the Federal Government with the National Performance Review (NPR). The United States Agency for International Development (USAID) asked its overseas missions for volunteer participation as Country Experimental Laboratories (CELs) during USAID's NPR efforts. USAID/ Senegal, in French West Africa, became a CEL in the spring of 1994. The reengineering, occurring over a two-year period, created multi-disciplinary teams centered around Strategic Objectives (SOs). This article describes the experience and lessons learned from developing and implementing financial management policies and procedures to support the SO Teams, while concurrently ensuring that accountability requirements were met. The article uses the case study format, delineating the strengths, weaknesses, opportunities and threats faced by the Mission Controller, the trade-offs between the decentralization of program management and accountability, and the organizational relationships established to reengineer the financial management processes at USAID/Senegal.     

The Current Status and Roles of State Advisory Commissions on Intergovernmental Relations in the U.S. Federal System

During the 1970s and 1980s, a number of states created entities commonly called advisory commissions on intergovernmental relations (ACIRs). Although as many as half the states at one time or another supported an ACIR, only about 10 do so today. Relying on face‐to‐face and telephone interviews, e‐mail correspondence, website analysis, and mailed surveys of directors and other staff members of active and terminated ACIRs, this study reports on the organization and structure, staffing and finances, and activities and performance characteristics of the state ACIRs still viable today. The study attempts to identify factors that seem most related to successful performance of these agencies, as well as to the termination of the agencies. In conclusion, it speculates on the continued role of state ACIRs.     

Implementation of Digital-Era Governance: The Case of Open Data in U.S. Cities

This article examines the institutional factors that influence the implementation of open data platforms in U.S. cities. Public management scholarship has argued that governance can be transformed by new information technologies that improve transparency and engagement, reduce administrative costs, and support performance management systems. However, this argument ignores key risks for administrators, as well as institutional and political obstacles that can thwart implementation. This article uses hierarchical negative binomial regression to analyze the organizational and institutional features influencing implementation in more than 1,500 departments across 60 cities. Department type and administrative capacity are strongly associated with the number of open data files available, while city-level institutional characteristics and administrative capacity are not significant factors. Municipal demographics are also identified as a factor, suggesting a potential demand-side influence from wealthy and technologically proficient residents. Evidence for Practice

• The implementation of open data policies benefits from targeted approaches at the department level rather than uniform, citywide objectives or requirements.
• City executive-level positions such as chief data or information officers are not necessarily associated with successful implementation, measured by the number of open data files made available.
• Open data implementation involves additional administrative responsibilities and labor at the department level, so city administrators looking to expand the number and variety of data sets available through their open data platforms should devote time and resources to working directly with departments to facilitate and encourage data sharing.
• Administrators looking to expand the number and variety of data sets available through their open data platforms should consider the costs associated with investing in increasing individual departments’ abilities to balance the additional administrative responsibilities and labor involved.

     

Reversing Directions: A Ranking and Comparison of Key U.S. Intergovernmental Events, 1960-1980 and 1980-1995

Based on surveys of scholars and practitioners, this articleranks and evaluates the significance of intergovernmental eventsand trends of I980 to I995, and also compares these with similarrankings for 1960 to 1980. The most important events of the1980 to 1995 period were found to be those that generally diminished,or potentially may diminish, the role of the federal governmentin intergovernmental affairs. It was also found that the eventsand trends which scholars rated highly for 1960 to 1980 generallyremained the top events and trends of that period as viewedby current scholars. It is concluded that events and trendsthat seem important and influential at this point in lime probablywill remain comparatively significant, even when evaluated inthe context of the passage of time.     

Healthtown, U.S.A

The landscape of health care is about to change. Under the Clinton proposal every American will choose one of three basic kinds of health plan--HMO, fee-for-service or a combination. The big questions are how much you will pay and how you will choose your doctors. Lost already? Here's a tour of Healthtown, U.S.A.     

Intergovernmental Management: A View from the Bottom

Intergovernmental management is more than just intergovernmental relationships involving the federal government. Though Professor McGuire agrees that the federal government has become more intrusive and opportunistic since the mid-20th century—resulting in less cooperative intergovernmental relations—he argues that collaborative management is much more prevalent than it is depicted in Dr. Conlan's analysis. A bottom-up view suggests that local and regional activity can be both opportunistic and collaborative, and such a perspective must be considered in any discussion of managing federalism.