Surface-Transportation Funding in a New Century: Assessing One Slice of the Federal Marble Cake

This article examines American federalism through the prismof the surface transportation program, one of the nation's largestgrant-in-aid programs. No matter how pragmatic or intense thedesire to express assessments in simple terms, federalism isa time-sensitive reflection of our collective experiential understanding.Facts, values, hypotheses, and concepts are derived from thiscollective understanding. The experience of the surface transportationprogram under ISTEA and TEA–21 illustrates the challengeof achieving a clear picture of federalism when radical changesoccur. ISTEA and TEA–21 have significantly altered traditionalintergovernmental relationships, particularly as the federalrole in transportation appears to have become more ambiguousthan at any time in the past 45 years. Thus, at the outset ofthe twenty-first century, the federal role in transportationis shifting, becoming far less focused. Other goals are emerging,leading the federal transportation role to become more of ameans to an end than the central focal point.     

INTERNAL COMPETITION OVER FOREIGN POLICY-MAKING: THE CASE OF U.S. ARMS SALES TO IRAN

Two models of foreign-policy making, the bureaucratic politics model and the royal court model, are helpful in explaining U.S. arms sales to Iran in 1985 and in 1986. The bureaucratic politics model is particularly useful in clarifying both the positions taken by the leaders of the foreign policy bureaucracy to the arms sales proposals and the behavior of these officials as the sales were implemented. However, the royal court model best ac- counts for the decisive role of the president and the deference given to those advisers perceived to be acting in his interests.     

Public Service 2000 Service to the Public Task Force: findings and implications

Abstract: A government organization setting out to improve its quality of service must, first of all, recognize that the meaning and scope of service in government differ in significant respects from those provided by private sector organizations. Federal government departments and agencies serve a variety of external and internal clients, ranging from the elected government to the general public. Although some services are analogous to those provided by businesses, and much can be learned from the service innovations of the private sector, the enforcement of regulations and other public functions are peculiar to government. Furthermore, the nature of government service and its availability to citizens are shaped by such requirements as entitlement and equity or equal benefits, which are not pre-eminent factors in the private sector. An essential prerequisite to better service is a result-oriented corporate “culture.” Quality service to the public requires that public service organizations understand the concepts of empowerment, delegation, and decentralization in the context of a change from command and control systems to front line empowerment. The limits of delegation and decentralization need to be recognized. Other vital ingredients are adequate rewards and recognition, effective consultative systems and service monitoring. These changes, most of which lead in the direction of risk-taking, will require a measure of personal adaptation by managers now in the service. Sommaire: Touted organization governmental qui entreprend d'améliorer la qualité; de ses services doit, tout d'abord, reconnoiters que la nature et la portée des services gouvernementaux different à bien des égards de celles des services offerts par le secteur privé. Les ministères et organismes fédéraux sont au service d'une variété de clients externes et internes, allant du gouvernement élu au grand public. Bien sûr, certains services gouvernementaux sont analogues à ceux de I'entreprise privée, et I'on peut tirer maintes leqons de ce secteur, mais la mise en oeuvre de la réglementation et l'aspect public des services sont propres au gouvernement. En outre, la nature même des services gouvernementaux et leur prestation aux citoyens sont fonction de critères comme le droit aux services, l'équité ou I'égalité des avantages sociaux, facteurs qui ne prédomi-nent guère dans le secteur privé. Une condition essentielle à I'amélioration des services gouvernementaux est une « uculture » corporative axde sur l'obtention de résultats. Pour que les services au public soient de qualité, les organisations publiques doivent com-prendre les concepts de dotation et, de délégation de pouvoirs et de décentralisation, le tout s'inscrivant dans un contexte de renonciation des systèmes de commande et de contrôle au profit des services de première ligne. Les limites de la délégation de pouvoirs et de la décentralisation doivent être reconnues. Autres facteurs vitaux: un processes adequat d'encouragement et de récompense, un systkme eficace de consultation et une surveillance de la qualité des services. Tous ces changements, dont la plupart mettent en jeu un certain facteur-risque, exigeront une adaptation personnelle des cadres en foiiction.