To Give or Not to Give: Modeling Individuals' Contribution Decisions

Employing data from a recent national survey on campaign finance, we examine the contribution behavior of individual citizens in the 2000 election. By disaggregating types of contributions, our model enables us to observe potential heterogeneity in the determinants of giving money to parties and candidates. We find that for both types of contributions, the effects of informational resources and solicitation on the decision to contribute outweigh those of financial resources. In addition, we propose both a theoretical and an empirical distinction between the selection effects of solicitation and the stimulus effects of solicitation. By distinguishing between these dual dimensions of solicitation, our analysis provides new insight into the causal linkages between income, solicitation, and contributions. We find that while solicitation increases the likelihood of contributing through selective targeting or rational prospecting, it also does so through a stimulus mechanism.     

Gubernatorial Use of the Item Veto for Narrative Deletion

Legislative use of narrative, such as conditions and riders, in appropriations bills has become common and has had negative consequences for the executive budget and veto, as well as for the legislative process. Some governors have used the item veto as a remedy. While they have not necessarily diminished the amount of narrative, they have achieved some protection of the executive budget and veto power. Their success depends greatly on the type of legal authority embodied in this constitutional power.     

What to Do When Stakeholders Matter: The Case of Problem Formulation for the African American Men Project of Hennepin County, Minnesota

We propose a series of stakeholder analyses designed to help organizations—especially governments—think and act strategically during the process of problem formulation in order to advance the common good. Specifically, we argue that at least five sets of analyses are necessary, including the creation of (1) a power versus interest grid; (2) a stakeholder influence diagram; (3) bases of power–directions of interest diagrams; (4) a map for finding the common good and structuring a winning argument; and (5) diagrams indicating how to tap individual stakeholder interests to pursue the common good. What the analyses do is help to transform a seemingly "wicked problem"—for example, how to produce better outcomes for African American men aged 18–30—into something more tractable, and therefore amenable to collective action. In other words, stakeholder analysis can be used to link political rationality with technical rationality so that support can be mobilized for substantive progress.     

Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness

Requirements for outcomes–based performance management are increasing performance–evaluation activities at all government levels. Research on public–sector performance management, however, points to problems in the design and management of these systems and questions their effectiveness as policy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance–management experiences of federal job–training programs to estimate the influence of public management and system–design factors on program outcomes and impacts. I assess whether relying on administrative data to measure program (rather than impacts) produces information that might misdirect program managers in their performance–management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organizational performance.     

American Public Administration and Impacts of International Governance

Increasingly, public administration in the United States operates in a densely interconnected international system in which local decisions and actions may trigger global repercussions—and vice versa—and the fate of communities in one region is bound to the choices of decision makers elsewhere. Administrative actors have become enmeshed in a complicated, interwoven pattern of governance in ways that shape actions, issues, and opportunities for influencing administrative agencies at national, state, and local levels. These developments call for a critical reappraisal of our inherited notions of governance, management, and accountability. Terrorist tragedy and responses to it call attention to these themes, but they apply broadly across the spectrum of governance challenges. To demonstrate this point, we analyze some implications of transnational governance for the institutions and practices of U.S. public management, with particular attention to another subject: environmental policy and management. A conclusion is that the public administration community must adjust traditional practices to facilitate the effective management of the global processes that, in turn, reshape the world.