Collaboration and Leadership for Effective Emergency Management

Collaboration is a necessary foundation for dealing with both natural and technological hazards and disasters and the consequences of terrorism. This analysis describes the structure of the American emergency management system, the charts development of the Federal Emergency Management Agency, and identifies conflicts arising from the creation of the Department of Homeland Security and the attempt to impose a command and control system on a very collaborative organizational culture in a very collaborative sociopolitical and legal context. The importance of collaboration is stressed, and recommendations are offered on how to improve the amount and value of collaborative activities. New leadership strategies are recommended that derive their power from effective strategies and the transformational power of a compelling vision, rather than from hierarchy, rank, or standard operating procedures.     

Who Wants to Work for the Government?

In an era when everyone wants to be a millionaire, governments struggle to attract and retain highly qualified employees, making it more important than ever to understand what attracts people to the public service. Using contingency table analysis and logistic regression on the 1989 and 1998 General Social Surveys, we explore how individuals' demographic characteristics and the importance they place on various job qualities influence their preference for and employment in the public sector. Job security may still be the strongest attraction of government jobs, but high income and the opportunity to be useful to society also attract some Americans to the public service. Minorities, veterans, Democrats, and older Americans preferred public-sector jobs more than whites, nonveterans, Republicans, and younger Americans, who were otherwise similar. Women and college graduates were more likely than comparable men and less-educated respondents to have government jobs, but no more likely to prefer them. Overall, desire for government jobs declined markedly between 1989 and 1998.     

Reducing violence in serious juvenile offenders using intensive treatment

This study reports on the reduction in violent offending in a population of serious and violent juvenile offenders following an intensive institutional treatment program. The treatment group (N=101) is compared to a similar group that was assessed but not treated (N=147). All youth were sent to the program from a juvenile corrections institution where they had received the customary rehabilitation services. The results show a significant reduction in the prevalence of recidivism in the treated group after controlling for time at risk in the community and other covariates. The effects of non-random group assignment were reduced by including a propensity score analysis procedure in the outcome analysis. Untreated comparison youth appeared to be about twice as likely to commit violent offenses as were treated youth (44% vs. 23%). Similarly, treated youth had significantly lower hazard ratios for recidivism in the in the community than the comparison youth, even after accounting for the effects of non-random group assignment.     

Medicare prospective payment: anticipated effect on hospitals, other community agencies, and families

The switch to prospective payment for hospitals under Medicare is expected to have ramifications in a number of different areas. This paper addresses a select number of those areas: hospital organization and management, other community agencies, and families. Questions are raised as to the capacity to provide adequate care in response to the increased demand for care outside the hospital setting that will result from the new payment system.     

The Department Secretaries:A Profile of a Changing Profession

The position of departmental secretaries has been under debate. There are claims they have been politicised; they have been placed on term appointments. This article examines the careers of departmental secretaries for the last 50 years. It illustrates the changes in their length of tenure, age of departure, mobility and qualifications. The recent profile shows the need for debate about the position and the future of departmental secretaries.