Considering Social Equity in a New Public Management Reform: Evidence from Milwaukee, Wisconsin

Ford, Michael T.

doi:10.1080/10999922.2021.1908730

Cited by 8 publications

(4 citation statements)

References 22 publications

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“…An additional methodological issue that should be addressed is developing a measure of social equity in public service delivery. Ford (2021) recently identified one of the first ways to analytically evaluate social equity by applying the four criteria considered in the National Academy of Public Administration social equity framework and the Gooden (2014) racial equity framework. Ford’s (2021, p. 373) criteria are: procedural fairness (i.e., “equitable eligibility, rights to due process, and equal protection of individuals under the law”); access (i.e., “the lack of a link between access to a particular service and membership in a specific subgroup”); quality (i.e., “the standard of service delivery and the consistency of service quality for all populations”); and outcomes (i.e., “the longer-term impact of a public service or policy”).…”

Section: Agenda Setting and Directions For Future Researchmentioning

confidence: 99%

“…Ford (2021) recently identified one of the first ways to analytically evaluate social equity by applying the four criteria considered in the National Academy of Public Administration social equity framework and the Gooden (2014) racial equity framework. Ford’s (2021, p. 373) criteria are: procedural fairness (i.e., “equitable eligibility, rights to due process, and equal protection of individuals under the law”); access (i.e., “the lack of a link between access to a particular service and membership in a specific subgroup”); quality (i.e., “the standard of service delivery and the consistency of service quality for all populations”); and outcomes (i.e., “the longer-term impact of a public service or policy”). While Ford’s work had a pivotal contribution to our ability to evaluate the degree to which social equity is enforced in public service institutions, we are still lacking an individual-level measure of bureaucrats’ equity promoting behaviors.…”

Section: Agenda Setting and Directions For Future Researchmentioning

confidence: 99%

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Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery

Levitats

2023

Review of Public Personnel Administration

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The goal of this conceptual study is to highlight the potential contribution of emotional intelligence as a tool in advancing the study of equity in public service delivery. By reviewing the literature on emotional intelligence in public administration and rationalizing its relationship with equity among street-level bureaucrats and bureaucracies, this article proposes a strategy to promote social equity in the provision of public service. The proposed strategy focuses on the role of EI-supportive organizational culture, and particularly human resource management practices, as a means to enhance bureaucrats’ emotionally intelligent behavior in their interactions with citizens-clients. Finally, the article proposes a theoretical and methodological agenda for future research in this important field of study.

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Section: Agenda Setting and Directions For Future Researchmentioning

confidence: 99%

Section: Agenda Setting and Directions For Future Researchmentioning

confidence: 99%

Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery

Levitats

2023

Review of Public Personnel Administration

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“…De esta forma, la combinación de transparencia, descentralización y gobierno abierto puede traer múltiples beneficios hacia la reforma en la administración y gestión pública, pues, la participación ciudadana derivaría en soluciones más efectivas y adaptadas a sus necesidades (Ford, 2021). Además, la transparencia en la asignación de recursos a nivel local evita prácticas clientelistas y garantiza una distribución más equitativa (Castillo et al 2022).…”

Section: Transparencia Descentralización Y Gobierno Abierto En La Adm...unclassified

Untitled

2023

uni

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The relationship between parliamentary elites and Defense Affairs is an infra-analyzed dimension in the scientific literature. Due to the relevance of the legislative power in democratic systems, parliamentary committees are key actors in the process of civil-military relations. In the case of Israel, Knesset is a core element in the national politics, been Defense and Foreign Affairs two main action lines of all the different governments. Due to the fact that the professional profiles can be a relevant input for the political process, this article develops a deep study about them. The research analyzes quantitatively the evolution of the socio-demographic and professional profiles of representatives in the Foreign Affairs and Defense Committee of the Knesset (1949Knesset ( -2021. From the biographical data available in the profiles of the webpage, this article analyzes (1) demographic and formative characteristics of representatives, (2) evolution of profiles in different time-frames and ( 3) analyze the relation between the evolution of the State of Israel and the political profiles. The results shows a preeminence of representatives from urban areas, with high-education degrees being adult males. This article presents future research that will allow to develop comparative studies with other States, as well as to analyze deeper the relationships between legislative and executive power in National Defense Affairs.

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“…Researchers use the SBJ framework to analyze a broad array of public administration problems such as public transportation (Larson, 2020), racial equity in TANF programs (Gooden, 2006), social and racial equity in charter schools (Ford, 2021), and immigration (Medina, 2020). McCandless et al (2022) employ the framework to understand the implications of diversity, equity, and inclusion in public administration with implications across the world.…”

Section: Social Equity Frameworkmentioning

confidence: 99%

Fifty years as the fourth pillar of public administration: A polycentric extension of the social equity framework

Stokan

Hatch

Overton

2022

Public Administration

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While public consideration of social equity pre‐dates Minnowbrook (Blessett et al., 2019; Burnier, 2021), the field formally recognized social equity as its fourth pillar after the conference (Frederickson, 1971). The National Academy of Public Administration (NAPA, 2000), Svara and Brunet (2004, 2005), and Johnson and Svara (2011) outlined a unified social equity framework along four dimensions: procedural fairness, access, quality, and outcomes. We build on this important work by offering a polycentric extension, which considers what social equity means when government programs are often place‐based and delivered in an intergovernmental context with multiple decision‐making units across spatial levels (e.g., state, city, neighborhood) simultaneously. Using the Community Development Block Grant as an example, we demonstrate the importance of careful consideration of geographic levels in the delivery of public goods for understanding the program's social equity implications. The polycentric framework can be a useful tool for evaluating the social equity of policies.

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Considering Social Equity in a New Public Management Reform: Evidence from Milwaukee, Wisconsin

Cited by 8 publications

References 22 publications

Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery

Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery

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Fifty years as the fourth pillar of public administration: A polycentric extension of the social equity framework

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