Implementing Change in an Urban School District: A Case Study of the Reorganization of the Little Rock School District

In July 2005, the Little Rock, Arkansas, school district implemented a new policy to reorganize its management structure in order to create a more efficient bureaucracy. Using Richard Matland’s ambiguity‐conflict model of policy implementation, the authors examine the implementation of this school reorganization policy. Interviews and surveys were conducted with the superintendent and his executive assistants, school principals, teachers, and staff. In line with Matland’s model, the findings suggest that successful implementation is directly related to the policy characteristics of ambiguity and conflict. However, the authors point to the importance of recognizing particular characteristics for different groups of stakeholders within the policy implementation process. Discrepancies among groups of policy actors in the degree of policy ambiguity and policy conflict lead to strikingly different implementation strategies.     

Continuities in marital violence

Marital violence studies of clinical populations of battered women indicate that, over time, violence becomes an habitual strategy for resolving conflicts resulting in escalation in frequency and severity of violence. This study examines the issue of continuity of marital violence among a national probability sample of female victims and male offenders. Findings indicate that among the general population, approximately one-half of all marital violence is suspended over a three-year period. Predictors of marital violence continuity were also investigated in an exploratory way.     

Does government funding alter nonprofit governance? Evidence from New York City nonprofit contractors

Government contracting has raised a collection of issues with respect to adequate oversight and accountability. This paper explores one avenue through which contracting agencies may achieve these tasks: through the governance practices of the contractor's board. Oversight and monitoring are a board's key responsibilities, and influencing a board's practices is one way a governmental agency can help to insure quality performance. Agencies could thus use both their selection process and their post‐contracting power to influence board practice. Using a new, rich data set on the nonprofit contractors of New York City, a series of hypotheses were tested on the relationship between government funding and board practices. Significant differences were found to exist in board practices as a function of government funding levels, differences that mark a shift of energy away from some activities (i.e., traditional board functions, such as fund‐raising) towards others (financial monitoring and advocacy). This suggests that government agencies may indeed use their contracting choices with an eye to particular governance practices. This increased emphasis on such activities appears to crowd out other activities, and is not unambiguously to the benefit of nonprofit board governance. © 2002 by the Association for Public Policy Analysis and Management.     

Advancing Knowledge through Grassroots Experiments: Connecting Culture and Sustainability

Since 2006, hundreds of communities in Canada have produced Integrated Community Sustainability Plans, based on a four-pillar model of sustainability and developed in consultation with residents and stakeholders. These community-based experiments have developed models, knowledge, and insights about the place of culture in local sustainability. Both conceptual thinking and planning practices regarding the role of culture in sustainable communities were at an embryonic stage when these initiatives took place. The discussions, plans, and implementation processes have advanced both theory and “leading edge” practices with regard to culture and community sustainability, illustrating the importance of a robust relationship between research and practice.