Assessing the Impact of Bureaucracy Bashing by Electoral Campaigns

The literature on the implications of electoral "bureaucracy bashing" for public management is thin. This is partly because of the difficulty of defining basic terms and measuring results in meaningful ways. Using focus group data, this article explores how senior federal managers perceive campaign bureaucracy bashing and assess its consequences. The participants perceive that candidate-based bashing affects federal management on two levels: one emotional, the other programmatic. The emotional impact is pronounced, producing frustration and hostility from senior managers toward political candidates, political appointees, and the media. Senior managers report that bashing adversely affects policy implementation through low morale, poor recruitment, and training and by fostering an environment of distrust toward bureaucracy. Grounded in a diverse literature relating to public administration, the presidency, campaigns and elections, and political communication, this inquiry finds that senior managers confirm many of the speculations these works raise about how bashing affects public employees and public policy.     

“E” the People: Do U.S. Municipal Government Web Sites Support Public Involvement?

To what extent do local government Web sites support practical, meaningful public involvement? Fifteen years after the adoption and diffusion of the World Wide Web, the answer to this question remains cloudy and controversial. The promise—and peril—of Web‐based public involvement, known as e‐democracy, has been widely debated. Much of the debate has focused on theoretical abstractions or extrapolations of current political or technological trends. Empirical studies have been limited to reports on pilot projects, case studies, or special population surveys. This paper contributes to our empirical understanding of the question. It reports results of a recent comprehensive survey of official government Web sites in the principal cities of the 100 largest U.S. metropolitan areas. In particular, it examines whether and how U.S. city government Web sites facilitate users’ involvement in local public issues.     

All voting is strategic

All voting is strategic because the shared outcomes are note within the choice set of any voter, the elements of which can only be strategies. Voting behavior need not re- flect the individual's ordering of outcomes, and the conventional distinction between sincere and sophisticated voting is misguided. In voting choice, the ordinal ranking of outcomes must be supplemented by intrapersonal evaluation of utility differences among these outcomes and also by predictions concerning the behavior of other participants in the nexus of interdependence.     

Does democracy “suffer” from diversity? Issue representation and diversity in senate elections

Several recent studies examine the degree to which congressional behavior affects candidates’ electoral fortunes (e.g., Carson, 2005). Research examining electoral competitiveness (Bond, Campbell, & Cottrill, 2001; Koetzle, 1998) and roll call voting (Bailey & Brady, 1998; Jones, 2003) finds that diversity in the electorate mediates the impact of numerous variables upon election outcomes and representation. However, the influence of diversity on other modes of representation – such as the policy positions taken by Senate candidates–remains unexplored. We investigate the link between representation and Senate candidates’ policy positions and thereby examine the degree to which voter diversity affects candidates’ policy responsiveness. We find that diversity significantly influences responsiveness, both directly and indirectly – candidates in homogenous states are more responsive to constituents than are candidates in heterogeneous states.     

Does agency competition improve the quality of policy analysis? Evidence from OMB and CBO fiscal projections

Public management scholars often claim that agency competition provides an effective institutional check on monopoly authority, and hence, leads to improvement of administrative performance in public sector agencies. This logic was central for creating the Congressional Budget Office (CBO) in 1975 to challenge the policy information provided by the Office of Management and Budget (OMB). We challenge this conventional wisdom by demonstrating that CBO has failed to enhance the quality of U.S. fiscal policy analysis on its own terms; nor has it spurred improvements in OMB's performance. Our empirical results indicate that the quality of OMB's fiscal projections has often deteriorated since the establishment of CBO as a rival bureau. We also show that both public and private information is being shared by these agencies to produce a similar caliber of task outputs. The broader implications of our study indicate that although politicians face incentives to employ agency competition in governmental settings, this type of bureaucratic strategy does not necessarily enhance the quality of administrative performance. © 2006 by the Association for Public Policy Analysis and Management     

The effect of child support on welfare exits and re‐entries

Much of the literature on welfare dynamics has focused on the effects of recipient characteristics and state‐level characteristics such as welfare benefits and economic conditions; there has been very little analysis on the effects of child support. This paper, using the 1979‐1996 National Longitudinal Survey of Youth, examines whether child support affects the likelihood of leaving and re‐entering welfare. The results indicate that strong child support enforcement is important in helping young mothers exit and stay off welfare. Women with $1000 child support payments in the previous year were 18 percent more likely to exit welfare and 12 percent less likely to re‐enter welfare. Compared with women in states that pursued child support least vigorously, women in states that had passed extensive child support enforcement legislation and that spent more money on child support enforcement were 79 percent more likely to exit welfare and about 60 percent less likely to re‐enter welfare. © 2002 by the Association for Public Policy Analysis and Management.