How much detail do we need to see? High and very high resolution photography,GAMBIT, and the Manned Orbiting Laboratory

This article examines the requirements for high and very high resolution photography of the USSR and other denied areas during the Cold War. It discusses the partial success of GAMBIT-1 and the much greater success of GAMBIT-3 beginning in 1966 in acquiring the former. The article reviews the development of the Manned Orbiting Laboratory (MOL) in the same period to collect very high resolution photography, the rationale for it, and the major technical and financial problems the program soon experienced. It then describes the debate beginning in 1968 over the value of this imagery considering the MOL’s costs and the growing success of GAMBIT-3, and these and the other factors that led President Richard Nixon to cancel the program the following year.     

Political Power, Fiscal Crises, and Decentralization in Latin America: Federal Countries in Comparative Perspective (and some Contrasts with Unitary Cases)

What factors shape decentralization processes in Latin Americanfederations? This work reviews and statistically analyzes currentapproaches on the topic, questions some claims of generalityin their theoretical frameworks, and presents an argument toexplain variation in decentralization processes across thesefederations. The main hypothesis is that the degree of decentralization(in fiscal and administrative terms) in Latin American federationshas been shaped by the political power of the national executiveand sub-national actors and the fiscal context in which theyinteract. The article presents statistical evidence (for federaland unitary countries between 1979 and 1998) to sustain someof the expectations in the argument and discusses some of itslimitations.     

Personnel Reform in the States: A Look at Progress Fifteen Years after the Winter Commission

Trends in states’ civil service reforms since the Winter Commission’s report was published in 1993 are described and evaluated in the context of its recommendations. The authors argue that the commission’s reform agenda relies on a public service bargain that requires public employees, elected officials, and other stakeholders to respect, trust, and support each other’s efforts to serve the public interest. Its recommendations for modernizing state and local personnel systems are discussed and related to the “reinvention” and New Public Management initiatives of the past 20 years. Many of these ideas have been adopted by state governments, but there is no single reform model that has been followed across the states. Some states, such as Georgia and Florida, have engaged in radical reforms that include replacing traditional merit systems with at‐will employment models. The general pattern involves decentralization, deregulation, and limitation of employee protections. While many of the management‐oriented changes advocated by the Winter Commission are staples of states’ civil service reforms, its emphasis on a “trust and lead” strategy based on public service values, partnership, and leadership in the public interest has not received much attention. In general, objective evaluations of states’ reforms are needed to determine whether their purposes are being achieved.