Skill Is Not Enough: Seeking Connectedness and Authority in Mediation

Coauthor Christopher Honeyman was struck by the flagging "marketability" of mainstream professionally trained mediators in the U.S. More and more parties were choosing retired judges and other practitioners who were not classically trained mediators to help them resolve their disputes. Searching for an explanation of this phenomenon, Honeyman found a possible answer in Melbourne, Australia, where he listened with a Western ear to the presentations of coauthors Loretta Kelly and Bee Chen Goh about the importance of connectedness and individual perceptions of authority to the parties in the mediation of indigenous disputes. In this article, the authors present case histories from Australia and Malaysia to illustrate these concepts. They contend the same concepts are behind the shifting of the market for mediation in the United States.     

Continuity and Change in Executive Leadership: Insights from the Perspectives of State Administrators

Executive leadership in state government is examined at two levels, both from the perspectives of the heads of state administrative agencies responding to mail question surveys in 1994, 1998, and 2004. At one level, the status and strength of the governor in controlling and leading the executive branch are assessed. At the second (agency) level, state executives (and their agencies) are assessed on four criteria that are connected, directly or indirectly, with the aims of the Winter Commission: leadership, responsiveness, reforms (at the agency level), and performance (through contracting). State administration generally reflects a balance between continuity and change, with more of the former at the gubernatorial (and legislative) level, and more of the latter at the state agency level.     

Effects of Administrators' Aspirations,Political Principals' Priorities,and Interest Groups' Influence on State Agency Budget Requests

This article addresses a long‐standing question in public budgeting: What factors influence bureau/agency budget request decisions? Empirical results confirm the complexity of variables that explain different levels of budget requests by over 1,000 state administrative agencies. The expected significant influence of administrator (agency head) aspirations was clearly present. But other important sources enter into the decision of agencies to satisfy rather than maximize. These include the strategic roles, activities, and priorities of governors, legislatures, and interest groups. These political principals' influence operates to constrain, discipline, or even augment agency budget requests.     

Issues in Program Budgeting

Funding arrangements for human service programs are often complex, particularly when intergovernmental financing is involved. There are two financial arrangements used by human services administrators to assure that money budgeted is spent as intended. Reallocation of unspent funds among jurisdictions and carryover to the following year of unspent balances are examined in this article based on examples drawn from two programs in Minnesota.