RESTITUTION AND RECIDIVISM RATES OF JUVENILE OFFENDERS: RESULTS FROM FOUR EXPERIMENTAL STUDIES*

One of the major changes in juvenile justice during the past decade has been the increased reliance on restitution as a sanction for juvenile offenders. Although a great deal has been learned during the past 10 years about the operation of restitution programs, much remains unknown regarding its impact on recidivism rates. This report contains the results from four random-assignment experiments conducted simultaneously in four communities: Boise, Idaho, Washington, D. C., Clayton County, Georgia, and Oklahoma County, Oklahoma. In all four studies, youths were randomly assigned into restitution and into traditional dispositions. On the whole, the results show that restitution may have a small but important effect on recidivism. However, not all programs will be able to achieve this effect, either because of program management and strategy, community circumstances, or other factors. Youths in the restitution groups never had higher recidivism rates than those in probation or detention conditions. In two of the four studies, the juveniles in restitution clearly had fewer subsequent recontacts with the court during the two-to-three-year follow-up.     

The effects of populism as a social identity frame on persuasion and mobilisation: Evidence from a 15-country experiment

This article investigates the impact of populist messages on issue agreement and readiness for action in 15 countries (N = 7,286). Specifically, populist communicators rely on persuasive strategies by which social group cues become more salient and affect people's judgment of and political engagement with political issues. This strategy is called ‘populist identity framing’ because the ordinary people as the in-group is portrayed as being threatened by various out-groups. By blaming political elites for societal or economic problems harming ordinary people, populist communicators engage in anti-elitist identity framing. Another strategy is to blame immigrants for social problems – that is, exclusionist identity framing. Finally, right-wing political actors combine both cues and depict an even more threatening situation of the ordinary people as the in-group. Based on social identity theory, an experimental study in 15 European countries shows that most notably the anti-elitist identity frame has the potential to persuade voters. Additionally, relative deprivation makes recipients more susceptible to the mobilising impact of the populist identity frames.     

Theorizing Implementation of Public Management Policy Reforms: A Case Study of Strategic Planning and Programming in the European Commission

As a measure to rectify the European Commission's "management deficit," the institution's authorities decided to introduce new forms of commission-wide strategic planning and programming in 2000. Drawing on semistructured interviews with Commission officials, this article tracks the key turning points, trajectories, and outcomes of events within the implementation stage of this part of the Commission managerial reform. As an instrumental case study, the article begins to theorize the process of implementing public management policy change. Major conceptual issues addressed include how reform decisions serve to activate the social mechanism of actor certification and how actor conduct amplifies such certification. Actor certification provides a link from reform choices to organizational change. In this respect and others, the research argument contrasts and integrates social theory mind-sets deriving from institutionalism and social interactionism (processualism) in line with research trends in historical sociology, organization science, and public management.     

The Role of the Public Manager in Inclusion: Creating Communities of Participation

In this article, we focus on the role of the public manager in bringing about inclusion. While inclusion often implies public participation, we have observed that one of the challenges for public managers practicing inclusive management is the necessity of combining information and perspectives of three domains: the political, the technical, and the local or experiential. Inclusion, from this perspective, involves the creation of communities of participation in which representatives of these three domains can use their knowledge to address public problems. We examine the ways in which managers do informational and relational work to enact such communities of participation.