People: hearts and minds. The City of Mississauga,Canada

The City of Mississauga is located on the western boundary of the Greater Toronto Area (GTA) in Ontario, Canada. As a municipality it is undergoing rapid urban growth, pressure from citizens to keep the taxes down, political pressure to reorganize the surrounding municipal areas, rapidly changing technology, increasing competition for economic development and increasing demands for high level services from its citizens. This article will indicate how, in the face of the challenging demands of the '90s, the city is making a significant shift in the ‘culture’ of the organization. The City is moving from a traditional style of management emphasizing control to one that stresses leadership and empowerment of the workforce. It involves changing from a hierarchical bureaucracy to an organization that is more flexible, responsive, innovative and creative with a strong customer focus. To meet the demands of this shifting culture there needs to be a highly skilled workforce. There are a number of initiatives in the City to accomplish this ‘cultural shift’. This article deals with the continuous learning aspect called Capability Development, focusing on Team Effectiveness, Continuous Improvement and Customer Service. We developed two phases for the learning. Capability Development Phase I outlined the concepts and tools for managers at all levels to be able to support the learning required to accomplish the ‘cultural shift’. Phase I included the City Strategic Plan, Management Strategy and Human Resources Vision and practical management tools. Phase II was designed for front line staff working in their ‘intact teams’. It incorporates the concepts and tools from Phase I and is being delivered by trained volunteer facilitators within the City. We will discuss the process, the results and learnings we have discovered on our journey.     

Cherry‐picking participation: Explaining the fate of proposals from participatory processes

What happens to the proposals generated by participatory processes? One of the key aspects of participatory processes that has been the subject of rare systematic analysis and comparison is the fate of their outputs: their policy proposals. Which specific factors explain whether these proposals are accepted, rejected or transformed by public authorities? In this article contextual and proposal‐related factors are identified that are likely to affect the prospect of proposals being implemented. The explanatory power of these factors are tested through multilevel analysis on a diverse set of 571 policy proposals. The findings offer evidence that both contextual and proposal‐related variables are important. The design of participatory processes affects the degree of implementation, with participatory budgeting and higher quality processes being particularly effective. Most significant for explaining outcomes are proposal‐level, economic and political factors: a proposal's cost, the extent to which it challenges existing policy and the degree of support it has within the municipality all strongly affect the chance of implementation.     

Cooperatives as Sustainable Livelihood Strategies in Rural Mexico

The sustainable livelihoods perspective and cooperative movement are rooted in frameworks that value social justice in the form of participatory democracy, distributional equity, and solidarity. Unlike studies of cooperatives that focus mainly on economic efficiency and productivity, we argue that this socio‐political dimension of the cooperative projects is crucial for understanding their potential as sustainable livelihoods. This exploratory research examines the experiences of two rural Mexican communities in Guanajuato and Oaxaca, which formed cooperatives as alternative livelihood strategies. Our results show that each community used similar grassroots political culture to develop cooperatives designed to meet local needs.     

In Books One Finds a House of Gold: education and labor market outcomes in urban China

Data from a 1999–2000 survey of urban workers are employed here to examine the role of education and other factors in both preventing lay-offs and obtaining re-employment. The data are also used to compare the effect of education on the earnings of re-employed workers to that of workers who have never been laid off. The empirical results demonstrate that by the late 1990s education had become a key determinant of successful labor market outcomes. The more education a worker had, the less likely he or she was to be laid off. Similarly, the more education a worker had, the better his or her chances of finding new employment once laid off. Interestingly, the education of workers who experienced a lay-off and then found new employment was rewarded more, in terms of incremental earnings for each additional year of schooling, than that of continuously employed workers.     

FEAR OF CRIME IN RESIDENTIAL COMMUNITIES

Three variables were hypothesized to cause a fear of crime and a potential change in behavior. These were: (1) crimes against a person rather than crimes against property; (2) a crime committed in an area frequented rather than a crime occurring in an area one never entered; (3) a recurring crime rather than a crime that occurred once. Two different samples of female subjects (n = 249) were approached at their residences and were asked to read one of a number of fictitious crime stories that the news media supposedly had not reported and to complete two scales measuring: (1) an emotional response to crime and (2) a potential behavioral response to crime. The results indicate that a physical assault produces both more fear and more potential behavioral change than a burglary. A crime that occurs eight times causes people to consider taking precautions in comparison to a crime that occurs once. There is some evidence that a crime in an area one frequents causes more fear than a crime occurring in an area one never enters.