In the mirror of the justices: Sources of greatness on the Supreme Court

Few political scientists have undertaken systematic study of the determinants of greatness on the Supreme Court. In this article, I formulate and test a series of competing explanations for judicial eminence in a multivariate model. For the measure of performance on the Court, I use Blaustein and Mersky's ratings of the justices. The alternative explanations include social backgrounds, occupational experiences, political connections, experiences on the Court, and region of residence. Neither occupational experiences nor political connections have an appreciable impact on the level of achievement a justice reaches. Thus, contrary to one of the most popular hypotheses, previous judicial experience does not give an individual any advantage. Instead, in much greater measure, experiences on the Supreme Court and certain social backgrounds differentiate among the various levels of performance. In particular, the statistical analysis indicates the centrality and potency of parental status, religious affiliation, reputation as a dissenter, the number of opinions written in landmark cases, holding the office of chief justice, years of service, and the age of the justice at appointment.     

Changes in living arrangements during the late 1990s: Do welfare policies matter?

Using data from the 1997 and 1999 National Surveys of America's Families, the authors examine the consequences of state welfare policies and practices on the living arrangements of low‐income families with children. Results from a multivariate difference‐in‐difference‐in‐differences model suggest that more effective collection of child support and family cap policies are correlated with declines in single parenting and increases in dual parenting. Other policies such as sanctions and special restrictions that apply to two‐parent families have no clear, consistent association with living arrangements. © 2004 by the Association for Public Policy Analysis and Management.     

Elements of Strategic Planning and Management in Municipal Government: Status after Two Decades

This article focuses on the use of strategic planning and management processes in municipal governments with populations over 25,000. Strategic planning has been used in municipalities for 20 years now, but little is known about how it is used and the results obtained. In particular, we explore whether municipal governments tie other components of the overall strategic management process to their strategic plans. Findings do not show a dramatic expansion in the use of strategic planning, but there is some evidence of growing sophistication, as demonstrated by links to other management and decision-making activities. Managers were enthusiastic about their experiences with strategic planning and largely satisfied with their achievement of goals and objectives. Overall, we find a raising of the bar as far as strategic planning is concerned, but the use of comprehensive strategic management is only beginning to develop in a small number of leading-edge municipalities.