Civic Engagement and Sustainable Cities in the United States

Over the last decade, at least 42 U.S. cities have elected to pursue sustainable cities programs to improve their livability. Some programs are broad, involving smart growth efforts, and others are narrowly targeted, including bicycle ridership and pesticide-reduction programs. A recurring theme in these cities is the role of public participation in shaping and implementing these programs. In cities where the sustainable cities idea first emerged in local grassroots organizations, such as Seattle, these programs owe their existence to public involvement. Other cities have taken a top-down approach, treating sustainability as a matter for experts rather than ordinary citizens. Civic engagement is manifest both in the development of the sustainability program and as an explicit goal of the sustainability program. This article examines the role of civic engagement in these programs and defines a research agenda by identifying hypotheses about the importance of public involvement in sustainable cities programs.     

(Un)principled principals, (un)principled agents: The differential effects of managerial civil service reforms on corruption in developing and OECD countries

Do management practices have similar anticorruption effects in OECD and developing countries? Despite prominent cautions against “New Zealand” reforms which enhance managerial discretion in developing countries, scholars have not assessed this question statistically. Our article addresses this gap through a conjoint experiment with 6,500 public servants in three developing countries and one OECD country. Our experiment assesses Weberian relative to managerial approaches to recruitment, job stability, and pay. We argue that in developing countries with institutionalized corruption and weak rule of law—yet not OECD countries without such features—“unprincipled” principals use managerial discretion over hiring, firing, and pay to favor “unprincipled” bureaucratic agents who engage in corruption. Our results support this argument: managerial practices are associated with greater bureaucratic corruption in our surveyed developing countries, yet have little effect in our OECD country. Alleged “best practices” in public management in OECD countries may thus be “worst practices” in developing countries.     

Implementing GASB 45: Recommended Best Practices in Local Government

The Governmental Accounting Standards Board issued Statement No. 45—Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions in 2004, requiring local governments to actuarially determine their annual required contribution to fund other postemployment benefits (OPEB) and to account for the unfunded amount as a liability on annual financial statements. This article discusses best practices on the implementation and management of this accounting standard, including actuarial practices, funding decisions, and benefit changes. It also presents how Phase I cities and counties in North Carolina implemented Statement No. 45 for further explanation. The hope is that these best practices will serve as a guidepost for making OPEB policy decisions, especially among smaller local governments, on the criteria of financial accountability and sustainability.     

Enhancing and Measuring Organizational Capacity: Assessing the Results of the U.S. Department of Justice Rural Pilot Program Evaluation

A significant goal of public administrators in this era of shrinking public funds has been to find ways to enhance and measure organizational capacity and sustainability with minimal outlays of resources. One attempt to address this goal was the Rural Pilot Program, funded by the Office of Violence Against Women in the U.S. Department of Justice. Based on the evaluation of the program, this article (1) describes how capacity was measured, (2) discusses the validation and utility of a self‐administered instrument, and (3) examines whether and to what extent organizational capacity is enhanced by an intermediary funding model. Modest positive changes were found in two areas—organizational staffing and information technology—but no changes were found in other areas. The article concludes with recommendations for designing future programs to enhance capacity and sustainability and for public administrators and grant makers in utilizing self‐administered capacity instruments.     

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.     

The Role of Management and Representation in Improving Performance of Disadvantaged Students: An Application of Bum Phillips's “Don Shula Rule”1

Scholars and practitioners within the U.S. education system have focused considerable attention on developing new programs aimed at raising educational achievement for disadvantaged students. New programs are only one way to improve student performance, however; recent work in public administration suggests that public management and implementation practices might also have a large impact on student performance. Existing research shows that managerial networking, managerial quality, and effective personnel management can significantly improve the quality of the education received by disadvantaged students. Additional work highlights the contribution of representative bureaucracy. Because these research agendas have targeted the public administration literature rather than the education policy literature, this article seeks to bring this research back to education policy. Using data from several hundred Texas public school districts, spanning 1995 to 2002, and focusing on disadvantaged student performance (Latinos, blacks, and low‐income students), this article illustrates how both management and processes to enhance the representativeness of teaching faculty produce benefits for disadvantaged students.     

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.

     

Managerial Ambivalence and Electronic Civic Engagement: The Role of Public Manager Beliefs and Perceived Needs

This article addresses an important yet often neglected component of electronic civic engagement efforts: managerial ambivalence about public participation. We examine how managers’ beliefs about public participation and their perceived needs for participation in agency decision making work together to shape electronic engagement efforts. Based on observational data collected in 2010 and 2014 and data from a 2014 survey of managers in 500 U.S. municipal governments, we find that managerial beliefs about participation and their perceived needs for participation are two valid and separate constructs. There is a positive relationship between managerial beliefs and electronic engagement. Perceived needs for participation interact with managers’ beliefs to affect electronic civic engagement. A high level of perceived needs for participation reinforces the effect of managerial beliefs on electronic engagement efforts, but a low level does not offset the effect of managerial beliefs on electronic engagement.     

Not All Housing GSEs Are Alike: An Analysis of the Federal Home Loan Bank System and the Foreclosure Crisis

While the financial crisis of 2008 ultimately affected the range of U.S. financial institutions, it began with practices in home ownership finance. The Federal Home Loan Bank (FHLBank) System was the first instrumentality created by the U.S. government, in 1932, to sustain affordable home ownership finance. In this article, the authors ask what role, if any, the FHLBanks played in the subprime lending and securitization practices that precipitated the current crisis. The authors analyze publicly available FHLBank financial data in terms of a framework focused on the System's assets: advances; mortgage loans acquired from members; and investments, particularly in mortgage-backed-securities. They conclude that the FHLBanks did not contribute significantly to problematic practices. Nonetheless, they recommend consideration of three reforms to the FHLBanks to ensure a return to effective regulation and responsible, affordable home ownership finance.     

Municipal Government Financial Reporting: Administrative and Ethical Climate

This article examines financial disclosure in U.S. cities. It considers factors that affect the level of municipal financial disclosure, in particular the effect of administrative factors. It finds that participation in the Government Finance Officers Association Certificate of Excellence in Financial Reporting program, and the Chief Financial Officer's familiarity with the activities of the Governmental Accounting Standards Board are positively associated with more disclosure. These latter factors are interpreted as measures of professionalism and are furthered by the adoption of municipal codes of ethics which stress openness and responsiveness to stakeholder interests. Such general policies are indirectly associated with heightened levels of financial disclosure. Financial disclosure is also associated with city size and demands from capital markets.     

Fiscal Crisis and Community Development: The Great Recession,Support Networks,and Community Development Corporation Capacity

Community development corporations (CDC) are a cornerstone of neighborhood improvement in legacy cities. Yet they face challenges that threaten their financial sustainability, challenges that grew exponentially with the Great Recession. This article examines the impact of the Great Recession on the revenue and survival of CDC in Baltimore, Maryland; Cleveland, Ohio; and Detroit, Michigan. An analysis of financial data from the National Center for Charitable Statistics from 2004 to 2011 highlights issues of industry contraction, revenue concentration and loss, and CDC survival. Interviews and examination of multiple secondary sources of information on CDC activity and support networks in each city further our understanding of the financial results. We find that the CDC industry in all three cities was severely impacted by the Great Recession and that the CDC support networks in each city had a significant intervening effect on the ability of CDC to adapt to the fiscal and service pressures created by the recession. We discuss the implications of the shared trends and the city-specific dynamics for the role of CDC in neighborhood improvement in legacy cities.     

Building Green: Local Political Leadership Addressing Climate Change

Municipal agreements have been instrumental in communicating commitment to addressing climate change at the local level. However, what is the practical implication of this potentially symbolic decision? This study examines the power of mayoral participation in climate change agreements in driving the proliferation of sustainable or “green” building in a city as a mechanism to reach its climate change goals. In addition, mayors can localize what is otherwise a public good by framing green buildings as having other tangible impacts on a community. We analyze the impact of political leadership on green building projects in 591 cities in 50 U.S. states, controlling for a variety of city‐ and state‐level variables. Hierarchical models indicate that mayoral leadership in climate change policy fosters green building, while state‐level predictors are not as important as city policy in creating green buildings. Our research concludes that local governments can be a very effective venue in addressing broad climate change goals.     

Exploring the Role of Nonprofits in Public Service Provision: Moving from Coproduction to Cogovernance

This article investigates the determinants of nonprofits' involvement in cogovernance, or the planning and design of public services, using a unique data set of park‐supporting nonprofit organizations in large U.S. cities. The results indicate that nonprofits are more likely to get involved in cogovernance when they are younger, larger, and operate in communities that are more resourceful and stable. In addition, the likelihood of nonprofits' involvement in cogovernance is negatively associated with the level of social capital and government capacity to provide corresponding public services. The article points to an emerging mode of government‐nonprofit collaboration that goes beyond the production and delivery of public services. As public managers face extensive challenges in sustaining the desired level of public services, these findings have important policy implications for efforts to promote citizen participation and cross‐sector solutions to complex social problems.     

Housing Affordability and Health: Evidence From New York City

It is generally understood that households make tradeoffs between housing costs and other living expenses. In this article, we examine the relationship between health-related outcomes and housing-induced financial burdens for renters in one of the most expensive cities in the world, New York, New York. Drawing from the Housing Vacancy Survey for 2011, a representative survey conducted by the U.S. Census Bureau of more than 16,000 households in New York City, we estimate the effect of housing cost burden on the overall health of renters and the extent to which they have postponed various types of medical services for financial reasons. Results show that higher out-of-pocket rent burdens are associated with worse self-reported health conditions and a higher likelihood to postpone medical services for financial reasons. This relationship is particularly strong for those households with severe rent burdens. In addition, housing cost burden is equally or more important than other physical housing characteristics in explaining the variation in self-reported general health status and health care postponement. These findings are robust across specifications with different degrees of household, unit/building, and neighborhood controls, and among longstanding and newer renters. Our findings point to the importance of considering health-related outcomes when designing housing policies, and that housing subsidies should target both renters' out-of-pocket costs and place-based repair and maintenance.     

Two Conceptions of Sustainability

Mathis Wackernagel and William Rees describe the 'ecological footprint' (i.e. the ecological capacity, measured in hectares of biologically productive land, needed to supply a given person's consumption of natural resources and absorb their waste) as a conception of environmental sustainability, and have accumulated significant data to measure the footprints of nations, cities and even individual persons. Although the authors refrain from explicitly drawing normative inferences from their measurements, such implications lie not far beneath the surface of their work. Besides providing an empirical tool for assessing efforts to improve environmental performance, the footprint implies a normative ideal of global resource egalitarianism, once the conception is examined through the lens of contemporary political theory. In this article, I trace out the normative implications of ecological footprinting in comparison and contrast with those of carrying capacity, an alternative conception of sustainability which the footprint ought (or so I shall argue) to replace.     

Whatever happened to deconcentration? Recent initiatives in Cambodia

Contemporary decentralization discourse and recommended practice focus on political decentralization. However, experience with such devolution has often failed to produce the anticipated developmental returns. This has prompted reconsideration of managerial or administrative decentralization (deconcentration) as a vehicle for improving services and encouraging popular participation. A range of potential benefits is available from deconcentration. Cambodia has embarked on a cautious policy of decentralization involving weak devolution and deconcentration. But it is from deconcentration that the government expects the greatest developmental gains. Initial results are encouraging but difficulties confront the deconcentration experiment. These include the piecemeal nature of the initiative, unfamiliar financial management practices, deeply embedded patterns of hierarchy in society and state, and limited managerial capacity. Nevertheless, it appears that incremental deconcentration may offer a useful policy alternative for countries such as Cambodia which are engaged in slowly building the infrastructure of a modern state following debilitating internal conflict. Copyright © 2002 John Wiley & Sons, Ltd.     

Learning from the Philippine occupation: nation‐building and institutional development in Iraq and other high security risk nations

Outcomes of armed conflict in Afghanistan and Iraq indicate that the U.S. has been unprepared to fully address problems related to establishing social and economic stability, security and governance in the aftermath of war. This is unfortunate, given that U.S. policy makers' nation‐building efforts to achieve stability, security and good governance in these nations do not reflect what they should already have learnt about organisational and institutional development from past experiences providing significant development assistance to highly unstable nations. Based on the analysis rendered in this article, ‘smart practice’ development administration in such nations comprises the following key points that link nation building to institutional/organisational development:

• Nation building (creating new national sovereignty) is different from, and harder than, building government capacity (creating or strengthening institutions and organisations).
• Given that building government capacity typically requires years of patient assistance and financing, it is better to build on existing indigenous institutions like the civil service and military.
• The time and expense of development assistance to high security risk nations means that it is advisable to establish a multi‐lateral development assistance plan and a multi‐national, multi‐institutional framework for financing development to pay for all that is necessary over a long period of time (i.e. 20–50 years).
• Policy makers should emphasise social stability and stable economic growth under self‐governance to prevent actual or perceived economic exploitation.
• Policy makers' diplomatic efforts should secure accommodation of various stakeholders sufficient to permit compromise leading to formation of an independent government.
• Where occupation appears necessary to achieve security and stability, policy makers should allocate enough troops and money to do the job, and accurately assess and report all costs of military occupation and nation building.
• Once occupation has occurred, policy makers should not withdraw military support in a way that would increase the likelihood of civil war.
• Premature withdrawal of security, economic and political support prior to the point where high security risk nations are capable of governing themselves will cause a power vacuum, and may result in fragmented regional leadership by warlords. Copyright © 2005 John Wiley & Sons, Ltd.

     

U.S. Initiative to Place Weapons in Space: The Catalyst for a Space-Based Arms Race with China and Russia

The United States must ensure sustainability and stability in space by protecting its satellites to safeguard national security and economic vitality. Concerns for obtaining this security are mounting, as U.S. satellites are increasingly vulnerable to developing threats from adversaries. This article proposes that the United States will eventually initiate the weaponization of space to defend its space systems and supporting infrastructure. The consequence for such an initiative will manifest a pronounced counteraction from China and Russia, the key spacefaring adversaries of the United States. Such a counteraction will consist of a space-based arms race, as each nation will jockey to position itself as the dominant power in space.     

Wildfires Create New Intergovernmental Challenges

Wildfires in the United States have become more widespread andsevere, more costly, and more likely to affect multiple propertyowners. Once thought of as a potential risk for individual landowners,wildfires increasingly are becoming a common threat for groupsof owners and whole communities. Because federal agencies arevery large owners of wildlands, they have developed the nation'slargest capability for managing wildfires, and they are keyplayers in developing a more collaborative approach to dealwith this growing threat. This approach must involve multiplefederal agencies, state, local, and tribal governments, firedepartments, and many non-governmental cooperators. It createsmany new interagency, intergovernmental, and public-privatechallenges for managing large efforts that cross jurisdictionalboundaries. These new challenges include efforts to improveecological health, fight fires, regulate development, find money,and create common knowledge. This article examines these emergingchallenges to U.S. federalism, finds that a number of changesin current practices are needed, and concludes that a new intergovernmentalapproach would be beneficial.