Street politics in Damascus: Kinship and other social categories as bases of political action, 1830–1841

The study examines popular politics in Damascus during the 1830s with a focus on kinship and other social categories that served as bases for political action. It is based on a close reading of one text, an anonymous Arabic chronicle known as ‘Historical Memoirs’ (Mudhakkirāt tārīkhiyya), which is analysed as a repertoire of contemporary social and political concepts. This analysis reveals an ideology of ‘localist’ resistance against the centralising state and its ‘loyalist’ allies in Damascus. Kinship played an important role in this struggle on the social plane (e.g. by using family networks for political ends) as well as on the cultural plane (e.g. through the use of kinship metaphors or through criticism of kinship ties in politics). It is concluded that the function of kinship in Damascene politics can only be understood in the context of other social categories such as factionalism, religious affiliation, class and ethnicity.     

The Obama Administration and PBB: Building on the Legacy of Federal Performance‐Informed Budgeting?

The administration of President Barack Obama, like those of his immediate predecessors, is focused on trying to improve the quality of, and use of, performance data. The federal government has been pursuing performance‐informed budget reforms for more than 50 years. Most recently, the Bush administration reforms included the President’s Management Agenda and the Program Assessment Rating Tool (PART). The Obama administration reforms include: measuring the effects of the American Recovery and Reinvestment Act; reducing or eliminating poorly‐performing programs; setting a limited number of short‐term, high‐priority performance goals; and funding detailed program evaluations. The administration is taking a more agency‐driven approach than the Bush administration, but continues to find it challenging to move beyond production of performance data to its use. There should be opportunities to show how performance information can be used for decision making, given the change in the political climate and the needs to reduce spending and the deficit. Historically, there has been little appetite in the Congress for evidence‐based decision making. The administration, however, can continue to demonstrate how federal agencies can use performance information to more effectively manage programs.