Validation and uses of a Y-chromosome STR 10-plex for forensic and paternity laboratories

Y-chromosome short tandem repeats (Y-STRs) provide valuable information in cases of rape and questioned paternity, and they allow for the genetic identification of male lineages. The present study validated a Y-STR 10-plex on the ABI PRISM 3100 Genetic Analyzer for use in forensic and paternity laboratories at Orchid Cellmark. Following optimization of the polymerase chain reaction, father-son pairs were analyzed to ensure that each pair generated identical haplotypes. This study demonstrated that the 10-plex is sensitive to 0.125 ng of input DNA and that female samples mixed with male samples did not interfere with Y-STR haplotyping. In a sample of 525 males, there were three instances of locus multiplication, two at DYS19 and one at DYS435. Overall, haplotype diversity was 0.996, suggesting that the 10-plex can effectively distinguish among male lineages.     

A Lingering Question of Priorities: Athletic Budgets and Academic Performance Revisited1

Many organization theories suggest that divergent goals can hamper an organization's pursuit of its primary mission. An earlier version of this article analyzed the effect of the pursuit of divergent goals on American public schools. This is an update of the original article that adds two years of data to the original study. Using an educational production function, this article assesses the relationships between athletic budgets and various aggregate measures of academic performance. Controlling for various known components of academic performance, athletic budgets have a significant negative relationship with academic performance. Schools that devote a large amount of resources to athletic budgets have lower levels of academic achievement. A focus on athletics seems to institutionalize goals that conflict with the schools’ academic missions.     

The contribution of beneficiary participation to development project effectiveness

Criticism of development projects is widespread, and blame for disappointing results is cast in many directions. One line of criticism which has become quite strong in the recent development literature is that development projects are too top-down and need to be more bottom-up (e.g. Maguire, 1981). Projects should involve more participation by beneficiaries. In fact, some would argue that real development, by definition, must involve beneficiaries in their own improvement (e.g. Gran, 1983a,b). Without participation the people may benefit but not develop from a project. Thus participation has intrinsic value. As the recognition of the value of public, popular, beneficiary, or community participation has increased, so has the range of what is meant by participation. Some authors have expanded the concept to mean empowerment and capacity-building, sometimes including institution-building. In this paper we do not attempt to redefine participation per se. but aim instead to make an inventory of the principal concepts that have evolved in the literature so far, elicit a general model of participatory development projects, deduce the central implicit hypotheses from this literature on the relationship between participation and project effectiveness, and statistically test these hypotheses from the empirical evidence provided by AID'S series of 52 Impact Evaluation Reports. Our major question is how much does beneficiary participation contribute to project effectiveness?     

The effects of fiscal contraction on innovation in the public sector

Beginning in the mid-1970s, fiscal limitation laws, shrinking revenue bases in older cities, and reductions in state and federal grants all have reduced the resources available to carry out the functions of local government. What do these changes portend for the amount of innovation in local government, the types of innovations that are introduced, and the processes of introduction? This paper examines these questions by reviewing the literature on factors related to innovation in public service agencies and reorienting its implications in the new fiscal environment. We conclude that on the whole the innovative process in the public sector has fallen on hard times. Yet, we identify those factors that a creative, innovative administrator can use to advantage in a period of fiscal constraints to bring about innovation. We also identify types of innovations that are likely to succeed.