The lessons of learning: Reconciling theories of policy learning and policy change

Several different explanations of policy change based on notions of learning have emerged in the policy literature to challenge conventional conflict-oriented theories. These include notions of political-learning developed by Heclo, policy-oriented learning developed by Sabatier, lesson-drawing analyzed by Rose, social learning discussed by Hall and government learning identified by Etheredge. These different concepts identify different actors and different effects with each different type of learning. Some elements of these theories are compatible, while others are not. This article examines each approach in terms of who learns, what they learn, and the effects of learning on subsequent policies. The conclusion is that three distinct types of learning have often been incorrectly juxtaposed. Certain conceptual, theoretical and methodological difficulties attend any attempt to attribute policy change to policy learning, but this does not detract from the important reorientation of policy analysis that this approach represents.     

Drivers and Consequences of Citizen Satisfaction: An Application of the American Customer Satisfaction Index Model to New York City

Using data from two telephone surveys of New York City residents conducted during 2000 and 2001, this article employs the American Customer Satisfaction Index (ACSI) model to examine the drivers—and behavioral consequences—of overall satisfaction with local government services. While the ACSI model has been widely used to analyze customer satisfaction in the private sector and, more recently, in the federal government, it has not been tried in a local government context. Applying the ACSI model to New York City, we find the perceived quality of public schools and especially the police, as well as road conditions and subway service, are the most salient drivers of satisfaction, but the significance of each service varies across income, race, and geography. For all groups in the city, overall satisfaction drives both trust in local government officials and intentions to move out of the city. Advantages and limitations of using the ACSI model to assess the quality of local government services are discussed.     

The New Governance: Practices and Processes for Stakeholder and Citizen Participation in the Work of Government

Leaders in public affairs identify tools and instruments for the new governance through networks of public, private, and nonprofit organizations. We argue the new governance also involves people—the tool makers and tool users—and the processes through which they participate in the work of government. Practitioners are using new quasi-legislative and quasi-judicial governance processes, including deliberative democracy, e-democracy, public conversations, participatory budgeting, citizen juries, study circles, collaborative policy making, and alternative dispute resolution, to permit citizens and stakeholders to actively participate in the work of government. We assess the existing legal infrastructure authorizing public managers to use new governance processes and discuss a selection of quasi-legislative and quasi-judicial new governance processes in international, federal, state, and local public institutions. We conclude that public administration needs to address these processes in teaching and research to help the public sector develop and use informed best practices.     

The Use of Network Analysis to Strengthen Community Partnerships

Community partnerships or networks of collaborating public and nonprofit organizations are an important way of addressing a wide range of problems and needs that communities face. In the academic literature, network analysis has been used to analyze and understand the structure of the relationships that make up multiorganizational partnerships. But this tool is not well-known outside the small group of researchers who study networks, and it is seldom used as a method of assisting communities. This article briefly discusses network analysis and how community leaders can use the results generated by this tool to strengthen relationships among public and nonprofit organizations, thereby building the community's capacity to address critical needs in areas such as health, human services, social problems, and economic development.