FACTORS INFLUENCING GUN CARRYING AMONG YOUNG URBAN MALES OVER THE ADOLESCENT‐YOUNG ADULT LIFE COURSE*

This paper uses data from an ongoing panel study of urban youth to examine the causes and correlates of hidden gun carrying among young urban males. The analysis assesses the changing impact of gang membership, drug sales, and peer gun ownership for protection on gun carrying at nine separate points over the early adolescent to young adult life course. In early adolescence, gang membership is a strong motivation for gun carrying. At somewhat older ages, drug dealing, particularly high drug sales, and illegal peer gun ownership replace gang membership as the primary determinants of illegal gun carrying.     

Comparing NOMINATE and IDEAL: Points of Difference and Monte Carlo Tests

Empirical models of spatial voting allow us to infer legislators' locations in an abstract policy or ideological space using their roll‐call votes. Over the past 25 years, these models have provided new insights about the U.S. Congress, and legislative behavior more generally. There are now a number of alternative models, estimators, and software packages that researchers can use to recover latent issue or ideological spaces from voting data. These different tools usually produce substantively similar estimates, but important differences also arise. We investigated the sources of observed differences between two leading methods, NOMINATE and IDEAL. Using data from the 1994 to 1997 Supreme Court and the 109th Senate, we determined that while some observed differences in the estimates produced by each model stem from fundamental differences in the models' underlying behavioral assumptions, others arise from arbitrary differences in implementation. Our Monte Carlo experiments revealed that neither model has a clear advantage over the other in the recovery of legislator locations or roll‐call midpoints in either large or small legislatures.     

Trauma Interventions and Systems Change in Rural Areas: The Role of the Juvenile Court Judge in Collaboration with Mental Health Professionals

This article will focus on the evolution of the collaborative work of the Louisiana Rural Trauma Services Center (LRTSC), a Center within the National Child Traumatic Stress Network, and the 23rd Judicial District, a jurisdiction in south Louisiana serving three rural parishes. We will describe how the collaboration and joint efforts, and the changes that have been made in terms of availability of evaluation and treatment resources, seem to be influencing both the educational and judicial systems in St. James Parish and potential sustainability of some of the identified resources. The article will examine how the court and the LRTSC work together with emphasis on the evaluation, reporting and recommendation processes, outcomes and benefits to date, and challenges for the future.     

WHY PERCEIVED SIZE MATTERS FOR AGENCY TERMINATION

Agency size is generally assumed to be positively correlated with survival: the bigger an agency, the less likely it is to be terminated. Yet, recent research finds a very small effect of size on survival. The reason, we argue, is that it only addresses size in terms of overall operating budget – what this article calls objective size. By contrast, we use an interpretive historicist approach to show how perceived size – the meanings and beliefs of key actors concerning an agency's size – affects termination. Drawing on a case study of Australia's independent aid agency, AusAID, which endured a tumultuous history of cuts, reorganizations and rebirths, culminating in termination, we show how perceptions of the agency's size mattered. These findings both support and extend recent research showing that adaptation and reputation are critical to the survival of government agencies.     

Bibliography

This bibliography includes publications which have come to noticefrom June to August 1947. It has been compiled with the assistanceof Professor T. Heyse (Belgian Ministry of Colonies) and MissR. Jones (International African Institute).     

Informing Public Health Policy and Practice: The Strategic Management of Research Processes and Organizations

Better health depends on how well federal public health organizations perform both scientifically and organizationally. The performance challenges of public health science organizations are not carbon copies of those facing public service organizations. This article examines how one federal science agency in the public health field has instituted a performance orientation over a dozen years, offering a detailed illustration of how the in-principle advantages of the "managing for performance" approach can be realized in practice. In taking science more seriously as a basis for public policy, the new administration should not lose sight of lessons it can learn from its predecessors about managing science organizations for performance.