Strengthening Efforts to Engage the Hispanic Community in Citizen‐Driven Governance: An Assessment of Efforts in Utah

How can the Hispanic community in Utah strengthen its active engagement in government? Interviews by the authors with key government and community‐based organization representatives offer evidence on (1) who is being engaged in the Hispanic community, (2) what are the barriers to engagement, and (3) which modes of engagement are likely to be effective and under what conditions. Findings indicate that only a small elite in the Hispanic community is currently involved. Even for the elite, engagement is fairly superficial. Historical patterns characterize the Hispanic community limited interaction. The peculiar nature of Utah government also reduces their participation. Pragmatic lessons are drawn to enhance substantially improved partnerships, build comprehensive action plans, and strengthen government commitment to civic inclusion that transcend Utah and apply to diverse minority communities everywhere.     

Between Devolution and Direct Rule: Implications of a Political Vacuum in Northern Ireland?

It is over a year since the collapse of the devolved administration at Stormont, which left one region of the United Kingdom without a functioning executive. Reluctance to introduce direct rule from Westminster reduced Northern Ireland to a desiccated form of governance. This article examines the nature and form of government in this political vacuum. The consequences of this system are examined in terms of the absence of legislation, mechanisms for scrutiny, and participation in intergovernmental relations. In the absence of devolution and direct rule, the potential for greater involvement of the Irish government in the affairs of Northern Ireland is also considered.     

Bidding behavior in the department of defense's commercial activities competitions

From 1978 to 1994, the Department of Defense conducted more than 2,000 competitions in which private contractors and the government's in‐house team bid to provide a service performed in‐house before the competition. A three‐equation model is constructed, which is used to estimate the in‐house bid, the minimum contractor bid, and the in‐house team's baseline cost. The model accounts for the fact that the in‐house bid is constrained not to exceed its baseline cost. The estimates are used in simulations of the savings from the completed competitions ($1.55 billion annually, 35 percent of the baseline cost) as well as the savings from various alternative policies, including competitively tendering all the functions on the Department of Defense's list of potential candidates ($7.58 billion annually). © 2001 by the Association for Public Policy Analysis and Management.     

A multi-winner nested rent-seeking contest

Public Choice - This paper considers a symmetric imperfectly discriminating rent-seeking contest in which there may be several winners. We first demonstrate a serious flaw in previous work and then...