Pub Date : 2023-07-16DOI: 10.1177/02750740231186423
C. Heflin, W. C. Fannin, Leonard M. Lopoo
During the COVID-19 pandemic, the U.S. Department of Agriculture waived the certification interview for the Supplemental Nutritional Assistance Program (SNAP), substantially reducing the administrative burden associated with SNAP application for both applicants and agencies. Using primary policy data collected from ten county-administered states, we find that only 27% of counties implemented the interview waiver. Further, models of local decision-making indicate that public health risk, demographic vulnerability and economic need, and political orientation in the county were not statistically significant predictors of waiver use. Finally, we find that the waiver choice did affect SNAP caseloads: using difference-in-difference models that make use of the natural experiment, we find that counties that adopted the SNAP interview waivers experienced a 5% increase in SNAP caseloads.
{"title":"Local Control, Discretion, and Administrative Burden: SNAP Interview Waivers and Caseloads During the COVID-19 Pandemic","authors":"C. Heflin, W. C. Fannin, Leonard M. Lopoo","doi":"10.1177/02750740231186423","DOIUrl":"https://doi.org/10.1177/02750740231186423","url":null,"abstract":"During the COVID-19 pandemic, the U.S. Department of Agriculture waived the certification interview for the Supplemental Nutritional Assistance Program (SNAP), substantially reducing the administrative burden associated with SNAP application for both applicants and agencies. Using primary policy data collected from ten county-administered states, we find that only 27% of counties implemented the interview waiver. Further, models of local decision-making indicate that public health risk, demographic vulnerability and economic need, and political orientation in the county were not statistically significant predictors of waiver use. Finally, we find that the waiver choice did affect SNAP caseloads: using difference-in-difference models that make use of the natural experiment, we find that counties that adopted the SNAP interview waivers experienced a 5% increase in SNAP caseloads.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2023-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42451274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-07DOI: 10.1177/02750740211059534
Dongmin Yao, Jing Li, Yi-Jung Chen, Qiunan Gao, Wen Yan
COVID-19 has created long-lasting yet unprecedented challenges worldwide. In addition to scientific efforts, political efforts and public administration are also crucial to contain the disease. Therefore, understanding how multi-level governance systems respond to this public health crisis is vital to combat COVID-19. This study focuses on China and applies social network analysis to illustrate interactive governance between and within levels and functions of government, confirming and extending the existing Type I and Type II definition of multi-level governance theory. We characterize four interaction patterns—vertical, inter-functional, intra-functional, and hybrid—with the dominant pattern differing across governmental functions and evolving as the pandemic progressed. Empirical results reveal that financial departments of different levels of government interact through the vertical pattern. At the same time, intra-functional interaction also exists in provincial financial departments. The supervision departments typically adopt the inter-functional pattern at all levels. At the cross-level and cross-function aspects, the hybrid interaction pattern prevails in the medical function and plays a fair part in the security, welfare, and economic function. This study is one of the first to summarize the interaction patterns in a multi-level setting, providing practical implications for which pattern should be applied to which governmental levels/functions under what pandemic condition.
{"title":"Interactive Governance Between and Within Governmental Levels and Functions: A Social Network Analysis of China's Case Against COVID-19","authors":"Dongmin Yao, Jing Li, Yi-Jung Chen, Qiunan Gao, Wen Yan","doi":"10.1177/02750740211059534","DOIUrl":"https://doi.org/10.1177/02750740211059534","url":null,"abstract":"COVID-19 has created long-lasting yet unprecedented challenges worldwide. In addition to scientific efforts, political efforts and public administration are also crucial to contain the disease. Therefore, understanding how multi-level governance systems respond to this public health crisis is vital to combat COVID-19. This study focuses on China and applies social network analysis to illustrate interactive governance between and within levels and functions of government, confirming and extending the existing Type I and Type II definition of multi-level governance theory. We characterize four interaction patterns—vertical, inter-functional, intra-functional, and hybrid—with the dominant pattern differing across governmental functions and evolving as the pandemic progressed. Empirical results reveal that financial departments of different levels of government interact through the vertical pattern. At the same time, intra-functional interaction also exists in provincial financial departments. The supervision departments typically adopt the inter-functional pattern at all levels. At the cross-level and cross-function aspects, the hybrid interaction pattern prevails in the medical function and plays a fair part in the security, welfare, and economic function. This study is one of the first to summarize the interaction patterns in a multi-level setting, providing practical implications for which pattern should be applied to which governmental levels/functions under what pandemic condition.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2021-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47294322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-05-01Epub Date: 2013-07-04DOI: 10.1177/0275074013493657
Donald P Moynihan, Thomas DeLeire, Kohei Enami
Employees with a desire to help others provide benefits to their organization, clients, and fellow workers, but what do they get in return? We argue that the prosocial desire to help others is a basic human goal that matters to an individual's happiness. We employ both longitudinal and cross-sectional data to demonstrate that work-related prosocial motivation is associated with higher subjective well-being, both in terms of current happiness and life satisfaction later in life. Cross-sectional data also suggest that perceived social impact (the belief that one's job is making a difference) is even more important for happiness than the prosocial desire to help. The results show that the relationship between prosocial motivation and happiness is not limited to government employees, suggesting that in this aspect of altruistic behavior, public and private employees are not so different.
{"title":"A Life Worth Living: Evidence on the Relationship Between Prosocial Values and Happiness.","authors":"Donald P Moynihan, Thomas DeLeire, Kohei Enami","doi":"10.1177/0275074013493657","DOIUrl":"https://doi.org/10.1177/0275074013493657","url":null,"abstract":"<p><p>Employees with a desire to help others provide benefits to their organization, clients, and fellow workers, but what do they get in return? We argue that the prosocial desire to help others is a basic human goal that matters to an individual's happiness. We employ both longitudinal and cross-sectional data to demonstrate that work-related prosocial motivation is associated with higher subjective well-being, both in terms of current happiness and life satisfaction later in life. Cross-sectional data also suggest that perceived social impact (the belief that one's job is making a difference) is even more important for happiness than the prosocial desire to help. The results show that the relationship between prosocial motivation and happiness is not limited to government employees, suggesting that in this aspect of altruistic behavior, public and private employees are not so different.</p>","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2015-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0275074013493657","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"37359982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-09-01DOI: 10.1177/0275074004266326
J. Brudney, R. Herman
This article describes the results of a survey conducted via e-mail of readers of the three leading generalist, peerreviewed scholarly journals in the field of nonprofit sector studies:Nonprofit Management and Leadership, Nonprofit and Voluntary Sector Quarterly, andVoluntas. The composition of the sample of respondents suggests that the readers of the journals include a substantial number of people relatively new to the field. Most identify themselves as academic researchers, although a significant minority represents practitioners or consultants. Results show that readers are generally pleased with the journals, giving them relatively high ratings on the quality of articles, readability of the research, and accessibility of the methodology. The results also show that consistent with their editorial missions, the three journals serve somewhat distinct niches and that the increased supply of journals has helped the field to grow.
{"title":"Readers’ Perceptions of Philanthropy and Nonprofit Management Journals","authors":"J. Brudney, R. Herman","doi":"10.1177/0275074004266326","DOIUrl":"https://doi.org/10.1177/0275074004266326","url":null,"abstract":"This article describes the results of a survey conducted via e-mail of readers of the three leading generalist, peerreviewed scholarly journals in the field of nonprofit sector studies:Nonprofit Management and Leadership, Nonprofit and Voluntary Sector Quarterly, andVoluntas. The composition of the sample of respondents suggests that the readers of the journals include a substantial number of people relatively new to the field. Most identify themselves as academic researchers, although a significant minority represents practitioners or consultants. Results show that readers are generally pleased with the journals, giving them relatively high ratings on the quality of articles, readability of the research, and accessibility of the methodology. The results also show that consistent with their editorial missions, the three journals serve somewhat distinct niches and that the increased supply of journals has helped the field to grow.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2004-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0275074004266326","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65052024","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-09-01DOI: 10.1177/0275074004264665
K. Newcomer, G. Grob
Rapid change in responsibilities, requirements, and human resource demands has been the constant for federal Offices of the Inspector General over the past decade. They have been drawn into work on the management challenges facing their agencies, new requirements levied by the Chief Financial Officers Act and the Government Performance and Results Act, and crisis management efforts imposed by recent homeland security threats. This study replicates previous surveys of the Office of the Inspector General community undertaken in 1992 and 1996 to assess how it is meeting current challenges and has changed in its roles and responsibilities over the past decade. The study found the Inspector General community evolving and stretching to meet newdemands while retaining core functions. It is expanding its repertoire of analytical services, working closely with agency management to address management challenges, and confronting new human capital needs, especially in the field of information technology.
{"title":"Federal Offices of the Inspector General","authors":"K. Newcomer, G. Grob","doi":"10.1177/0275074004264665","DOIUrl":"https://doi.org/10.1177/0275074004264665","url":null,"abstract":"Rapid change in responsibilities, requirements, and human resource demands has been the constant for federal Offices of the Inspector General over the past decade. They have been drawn into work on the management challenges facing their agencies, new requirements levied by the Chief Financial Officers Act and the Government Performance and Results Act, and crisis management efforts imposed by recent homeland security threats. This study replicates previous surveys of the Office of the Inspector General community undertaken in 1992 and 1996 to assess how it is meeting current challenges and has changed in its roles and responsibilities over the past decade. The study found the Inspector General community evolving and stretching to meet newdemands while retaining core functions. It is expanding its repertoire of analytical services, working closely with agency management to address management challenges, and confronting new human capital needs, especially in the field of information technology.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2004-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0275074004264665","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65052014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-09-01DOI: 10.1177/0275074004267848
Richard C. Box, J. Musso
Federalism involves allocation of powers between units of government at different geographic levels. In local areas, changes in relationships between units of government may be effected through incorporation or disincorporation, annexation, formation of new layers of government, or interjurisdictional agreements. It may be difficult for residents who seek change to achieve it through alteration of jurisdictional boundaries or intergovernmental hierarchical relationships, however, they may gain similar benefits through intrajurisdictional arrangements such as neighborhood organizations. Such strategies of change from within are common, however, in an interesting variation, failed efforts at forming new jurisdictions through secession from the City of Los Angeles have occurred during startup of a neighborhood program intended to give greater voice to subjurisdictional areas. The article examines this situation, suggesting that formation of intrajurisdictional units may operate as an alternative form of local federalism.
{"title":"Experiments with Local Federalism","authors":"Richard C. Box, J. Musso","doi":"10.1177/0275074004267848","DOIUrl":"https://doi.org/10.1177/0275074004267848","url":null,"abstract":"Federalism involves allocation of powers between units of government at different geographic levels. In local areas, changes in relationships between units of government may be effected through incorporation or disincorporation, annexation, formation of new layers of government, or interjurisdictional agreements. It may be difficult for residents who seek change to achieve it through alteration of jurisdictional boundaries or intergovernmental hierarchical relationships, however, they may gain similar benefits through intrajurisdictional arrangements such as neighborhood organizations. Such strategies of change from within are common, however, in an interesting variation, failed efforts at forming new jurisdictions through secession from the City of Los Angeles have occurred during startup of a neighborhood program intended to give greater voice to subjurisdictional areas. The article examines this situation, suggesting that formation of intrajurisdictional units may operate as an alternative form of local federalism.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2004-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0275074004267848","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65052056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-09-01DOI: 10.1177/0275074004268093
J. Douglas, Kim U. Hoffman
Presidential impoundment authority has been given extensive attention in the budgeting literature. Little research, however, has examined impoundment powers at the state level. This research note is an exploratory study of impoundment powers at the state level, focusing primarily on gubernatorial rescission authority. We use a survey of executive budgeting officers to examine the structure, use, and effectiveness of impoundment powers in the states. We find that gubernatorial impoundment authority is generally used to maintain balanced budgets during times of revenue shortfall. We also find that impoundments do not serve as a particularly effective policy mechanism for most governors.
{"title":"Impoundment at the State Level","authors":"J. Douglas, Kim U. Hoffman","doi":"10.1177/0275074004268093","DOIUrl":"https://doi.org/10.1177/0275074004268093","url":null,"abstract":"Presidential impoundment authority has been given extensive attention in the budgeting literature. Little research, however, has examined impoundment powers at the state level. This research note is an exploratory study of impoundment powers at the state level, focusing primarily on gubernatorial rescission authority. We use a survey of executive budgeting officers to examine the structure, use, and effectiveness of impoundment powers in the states. We find that gubernatorial impoundment authority is generally used to maintain balanced budgets during times of revenue shortfall. We also find that impoundments do not serve as a particularly effective policy mechanism for most governors.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2004-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0275074004268093","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65052069","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-09-01DOI: 10.1177/0275074004264293
L. Reese, R. Rosenfeld
This article examines local economic development goals and policies in Canada and the United States during a 7year period. The analysis is based on surveys of cities with a population greater than 10,000 in the two countries conducted in 1994 and 2001, allowing for an assessment of the extent of change versus stability in overall approach toward economic development. Economic development priorities in both U.S. and Canadian cities have remained relatively stable, focusing most heavily on traditional economic development strategies. Cities in both countries are tightening their focus on a traditional package of policies and thus appear to be institutionalizing their approaches. Whereas U.S. cities manifest a more passive role for government, Canadian cities reflect a more active role through partnerships that require an active professional staff.
{"title":"Local Economic Development in the United States and Canada","authors":"L. Reese, R. Rosenfeld","doi":"10.1177/0275074004264293","DOIUrl":"https://doi.org/10.1177/0275074004264293","url":null,"abstract":"This article examines local economic development goals and policies in Canada and the United States during a 7year period. The analysis is based on surveys of cities with a population greater than 10,000 in the two countries conducted in 1994 and 2001, allowing for an assessment of the extent of change versus stability in overall approach toward economic development. Economic development priorities in both U.S. and Canadian cities have remained relatively stable, focusing most heavily on traditional economic development strategies. Cities in both countries are tightening their focus on a traditional package of policies and thus appear to be institutionalizing their approaches. Whereas U.S. cities manifest a more passive role for government, Canadian cities reflect a more active role through partnerships that require an active professional staff.","PeriodicalId":48009,"journal":{"name":"American Review of Public Administration","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2004-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0275074004264293","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65052005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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