Covenant of Mayors: Reasons for Being an Environmentally and Energy Friendly Municipality

The Covenant of Mayors (CM) is the mainstream European movement involving local authorities who voluntarily commit to increase energy efficiency and the use of renewable energy sources within their territories with the aim of reducing CO₂ emissions and meet the European Union objectives by 2020. One country that has a greater number of signatories of this agreement is Spain. This article analyzes which factors influence the decision of Spanish local authorities to join the ever‐growing movement. An empirical model is formulated to describe the behavior of Spanish local governments, this being a binary choice model which is a function of various political, economic, and technical factors. Among the prominent factors that influence this decision are population, availability of renewable energy, fiscal and environmental stress, citizens’ political preference, the contagion effect of neighboring municipalities, the existence of covenant coordinators, and finally, economic motivations.     

The AIDS epidemic in Brazil: Public health and community responses

Brazil boasts one of the world's most successful programmes to confront the HIV/AIDS epidemic, in spite of the country's rather low social and health indicators. The government recognised early the threat that HIV/AIDS posed to Brazil, and initiated a great number of programmes. However, the success of prevention programmes, assistance to those infected and control of the epidemic in Brazil are the result of a combination of political will, technical and human resource capacity, adequate funding and, most important, social mobilisation.     

A Call to Action—The Essential Role of Advocacy

Editor's Note: The Perspectives featured in this issue of Public Administration Review were adapted from May 2016 commencement addresses: Anna Maria Chavez, the CEO of the Girl Scouts of the USA, spoke on the 12th at Arizona State University's College of Public Service and Community Solutions; Nancy Pelosi, the Democratic Leader in the United States House of Representatives spoke on the 7th at New York University's Wagner School of Public Service; and Tommy Thompson, the former Governor of Wisconsin and Secretary of Health & Human Services, spoke on the 15th at the University of Wisconsin's La Follette School of Public Affairs. These Perspectives reaffirm the highest principles of American public administration: that by and large, government is NOT the problem, and quite often indeed holds the solution; that effective and helpful public policy depends on informed expert opinion and research; and that those who enter public service should do so with a commitment to the notion that America best fulfills its promise when we seek the well‐being of all people, including the least fortunate. We chose these messages from among a wealth of commencement speeches because while they come from leaders with quite different political views, background, and experience, taken together they offer a coherent and inspiring call to public service. Dan Feldman, Perspective and Commentary Editor     

Relational Justice in Organizations: The Group-Value Model and Support for Change

This paper examines the psychological dynamics of the Group-Value Model for a behavioral orientation which has seldom been considered in the social justice literature: acceptance and support for change. A field study was conducted, with 176 participants members of an organization which was undergoing a change process. Participants were asked (a) to think of a specific relevant conflict situation with their supervisor; (b) to evaluate supervisor's behavior in that situation, with respect to relational and distributive justice; (c) to state the justice aspects most valued in conflict situations with their supervisor. A test of the model was conducted through a mediation analysis. According to the Group-Value Model (GVM), respect experienced within the group and pride in the group were mediating variables between justice judgements and orientation toward acceptance and support for change in the organization. Interactional and procedural aspects (relational judgements) were the only ones to predict pride, respect, and behavioral orientation, and were also the ones most valued in general conflict situations with the supervisor. The model was also tested at three different levels of analysis: organization as a whole, department, and work group. This confirmed pride and respect within the group as mediating variables between relational justice judgements and orientation toward acceptance and support for change at the department and workgroup levels.