"Legislating for The Future"
Editor, RAND, 2009
Paul C. Light
"Legislating for The Future"
Editor, RAND, 2009
Paul C. Light
"Shaping Tomorrow Today: Evaluating and Implementing Long-Term Decisions"
Editor, RAND 2009
Robert Lempert, Paul C. Light
In March 2009, the RAND Frederick S. Pardee Center for Longer Range Global Policy and the Future Human Condition hosted a workshop called “Shaping Tomorrow Today: Near-Term Steps Towards Long-Term Goals.” The workshop gave policymakers and analysts an opportunity to explore new methods and tools that can help improve long-term decisionmaking. The intent was to conduct this exploration collaboratively, drawing from many countries a mixed group of tool builders, analysts, planners, decisionmakers and interested lay observers. Their task was to consider how analysts and policymakers can determine when it is important to make long-term (as opposed to short-term) decisions, how to make better long-term decisions, and how best to support policymakers in thinking long term, using as case studies the areas of education, international policy, and climate change. These conference proceedings summarize the main discussions and presentations that took place during the two days of the workshop and include the papers written for workshop participants. They will be of interest to anyone engaged in the study and practice of thinking and acting meaningfully over the long term, with particular reference to problems faced by planners and policymakers in public institutions of governance.
$750 Billion Misspent? Getting More from Tax Incentives
Urban Institute Press
Batchelder, L., Nichols, A. & Toder, E.
A critical Review of Race and Ethnicity in the Leadership Literature: Surfacing Context, Power and the Collective Dimensions of Leadership.
The Leadership Quarterly, 20
Ospina, S. and E. G. Foldy
Leadership studies focusing on race–ethnicity provide particularly rich contexts to illuminate the human condition as it pertains to leadership. Yet insights about the leadership experience of people of color from context-rich research within education, communications and black studies remain marginal in the field. Our framework integrates these, categorizing reviewed studies according to the effects of race–ethnicity on perceptions of leadership, the effects of race–ethnicity on leadership enactments, and actors' approach to the social reality of race–ethnicity. The review reveals a gradual convergence of theories of leadership and theories of race–ethnicity as their relational dimensions are increasingly emphasized. A shift in the conceptualization of race–ethnicity in relation to leadership is reported, from a constraint to a personal resource to a simultaneous consideration of its constraining and liberating capacity. Concurrent shifts in the treatment of context, power, agency versus structure and causality are also explored, as are fertile areas for future research.
Creating a National Election
Strengthening of Monitoring and Evaluation Systems in Latin America: Analysis of 12 Countries
Portuguese Translation of Spanish Original Venezzuela: Editorial Texto, C.A With N.Cunhill
The Stafford Act and Priorities for Reform
Journal of Homeland Security and Emergency Management. Berkeley Electronic Press, Vol. 6, issue 1: Article 13
Moss, M., Schellhamer, C. & David A Berman.
During the past fifty years, federal disaster policy in the United States has been shaped by an ongoing conflict between proponents who favor federal intervention following a disaster and those who believe disaster response should be the responsibility of state and local governments and charity. This article explores the existing federal disaster policy landscape within the United States with a focus on the Stafford Act, the cultural and political forces that produced it, and how the current system is ill equipped to aid in the response and recovery from major catastrophes. The Stafford Act defines how federal disasters are declared, determines the types of assistance to be provided by the federal government, and establishes cost sharing arrangements among federal, state, and local governments. The Federal Emergency Management Agency (FEMA) carries out the provisions of the Stafford Act and distributes much of the assistance provided by the Act. With the establishment of the U.S. Department of Homeland Security, the threat of domestic terrorism, and large-scale natural disasters like Hurricane Katrina, the limits of the Stafford Act and FEMA have been shown. We look at several areas where the shortcomings of the Stafford Act have emerged and propose directions for reform.
Understanding Client and Occupation Barriers in New York City
Women of Color Policy Network
In 2006, the Network was commissioned by United Way of New York to access the viability of New York City's first workforce development program. Using a mix method approach of surveys, individual interviews with program participants and extensive secondary data, the Network helped identify labor and workforce trends as well as barriers and challenges to sustained employment within low-income communities. A three-part series of our findings and recommendations for future programs in workforce development was released. An Assessment of Client Barriers: A Sample of NYC Works Program Participants Industry and Occupational Assessment of NYC Works NYCWorks program staff perceptions of Client Barriers
A Government Ill Executed: The Decline of the Federal Service and How to Reverse It
Harvard University Press,
The federal government is having increasing difficulty faithfully executing the laws, which is what Alexander Hamilton called "the true test" of a good government. This book diagnoses the symptoms, explains their general causes, and proposes ways to improve the effectiveness of the federal government. Employing Hamilton's seven measures of an energetic federal service, Paul Light shows how the government is wanting in each measure.
After assessing the federal report card, Light offers a comprehensive agenda for reform, including new laws limiting the number of political appointees, reducing the layers of government management, reducing the size of government as its baby-boom employees retire, revitalizing the federal career, and reducing the heavy outsourcing of federal work. Although there are many ways to fix each of the seven problems with government, only a comprehensive agenda will bring the kind of reform needed to reverse the overall erosion of the capacity to faithfully execute all the laws.
Jump-Starting Collaboration: The ABCD Initiative and the Provision of Child Development Services through Medicaid and Collaborators
Public Administration Review, May 2008, Vol. 68 Issue 3, p480-490, 11p.
Berry, C., Krutz, G.S., Langner, B. & Budetti, P.
Many policy problems require governmental leaders to forge vast networks beyond their own hierarchical institutions. This essay explores the challenges of implementation in a networked institutional setting and incentives to induce coordination between agencies and promote quality implementation. It describes the national evaluation of the Assuring Better Child Health and Development program, a state-based program intended to increase and enhance the delivery of child development services for low-income children through the health care sector, using Medicaid as its primary vehicle. Using qualitative evaluation methods, the authors found that all states implemented programs that addressed their stated goals and made changes in Medicaid policies, regulations, or reimbursement mechanisms. The program catalyzed interagency cooperation and coordination. The authors conclude that even a modest level of external support and technical assistance can stimulate significant programmatic change and interorganizational linkages within public agencies to enhance provision of child development services.