Measuring Street Cleanliness: A Comparison of New York City's Scorecard and Results from a Citizen Survey

Public administrators at the local level often rely on citizen surveys to measure the outcomes or accomplishments of their service delivery efforts. However, many remain skeptical about the value of survey-based measures of local government performance, in large part because of the low empirical correlation between objective and subjective performance measures reported in the literature. Using data from New York City's street cleanliness scorecard, a well-established outcome measure, combined with responses from more than 4,000 respondents to a citizen survey, the authors find a clear and consistent correlation between the scorecard and citizen ratings of street cleanliness in their neighborhoods. Moreover, the street cleanliness scorecard is a much stronger predictor of citizen ratings than demographic factors, trust in government, or contextual effects. These results demonstrate that citizen judgments about government performance can correspond closely with more objectively measured outcomes—and that citizen surveys can provide valid and useful performance measures, at least for some local government services.     

Personnel Reform in the States: A Look at Progress Fifteen Years after the Winter Commission

Trends in states’ civil service reforms since the Winter Commission’s report was published in 1993 are described and evaluated in the context of its recommendations. The authors argue that the commission’s reform agenda relies on a public service bargain that requires public employees, elected officials, and other stakeholders to respect, trust, and support each other’s efforts to serve the public interest. Its recommendations for modernizing state and local personnel systems are discussed and related to the “reinvention” and New Public Management initiatives of the past 20 years. Many of these ideas have been adopted by state governments, but there is no single reform model that has been followed across the states. Some states, such as Georgia and Florida, have engaged in radical reforms that include replacing traditional merit systems with at‐will employment models. The general pattern involves decentralization, deregulation, and limitation of employee protections. While many of the management‐oriented changes advocated by the Winter Commission are staples of states’ civil service reforms, its emphasis on a “trust and lead” strategy based on public service values, partnership, and leadership in the public interest has not received much attention. In general, objective evaluations of states’ reforms are needed to determine whether their purposes are being achieved.     

Saving the league: V.K. Wellington Koo, the league of nations and Sino-Japanese conflict, 1931-39

In 1919, VK. Wellington Koo, the most famous Chinese diplomat of the early twentieth century, participated in the creation of the League of Nations at the Paris Peace Conference. Little over a decade later, as Japanese forces expanded into Manchuria and North China, Koo struggled to save the League he had helped found. He argued that inability or refusal to brand Japan as an aggressor would sound the League's death knell. In vain, Koo tried to convince European statesmen that the Far Eastern Crisis was a litmus test of the League's viability as a collective security organization. From 1936 on, League inaction in the face of Japanese, German and Italian expansion left Koo thoroughly disillusioned. The lessons of the League were not forgotten during World War II, when Koo argued that a more effective collective security organization, in the form of the United Nations, be created on a basis similar to Franklin D. Roosevelt's Four Policemen concept.     

Making the Invisible Visible: Disability Inclusive Development in Solomon Islands

International and national level disability inclusive discourse, policy and strategy typically render invisible the institutional structures, political economies and socio-cultural power relations that constitute the lived experience of disability. The lack of robust information on disability extends these theoretical blind spots to the absence of disability in official statistics, political dialogue and social policy. Empirically grounded, inclusive research that recognises disability as embedded in globalised political economies and culturally specific power relations is required to address the theoretical, statistical and programmatic invisibility of disability. Such research will provide a solid knowledge base on which to build effective inclusive interventions.     

Transparency and Public Value—Analyzing the Transparency Practices and Value Creation of Public Utilities

This article examines to what extent transparency is a condition for the creation of public value. Transparency is usually narrowly defined as a tool for external stakeholders to monitor the internal workings of an organization, but public value management positions transparency as a broader instrument for actively engaging stakeholders. We investigate empirically whether transparency is indeed necessary to create public value, distinguishing between transparency about operational capacity, authorizing environment, and value proposition. We find that more transparent public organizations achieved higher public value scores, especially if they disclosed information about the design and dynamics of their authorizing environment.