Showing papers by "Urban Institute published in 1974"

Commercial Policy, Allocative Efficiency, and “X-Efficiency”

Abstract: I. Introduction, 409. — II. The cost of protection, 411. — III. Numerical estimates, 417. — IV. Policy implications, 423. — Appendix 1: derivation of equations, 425. — Appendix 2: estimates for Brazil, 1967, 430.

The Education of Black People: Ten Critiques, 1906-1960

Abstract: (1974). The Education of Black People: Ten Critiques, 1906-1960. The Journal of Higher Education: Vol. 45, No. 4, pp. 305-308.

The Incubator Hypothesis: Evidence from Five Cities

Abstract: The purpose of this paper is to review the past evidence and to offer some new data to assess whether the incubator hypothesis can be empirically supported. In particular the two general aspects of the hypothesis will be tested. First, we will examine the proposition that highly centralized locations are attracting a disproportionate number of new firms and/or the employment associated with new firms. Second, we will test the hypothesis that new firms which are formed in high density areas move outward from such sites in their early years of existence in order to expand their productive activities. We refer to these as the "simple and "dynamic" hypotheses in the rest of the paper. Our analysis is based on the experience of all manufacturers in several U.S. cities. We recognize that it is quite possible that the hypothesis could hold for certain industries even if it is unsupported for all firms together. Our intent, however, is to test the validity of the hypothesis as a general theory of intraurban location behavior. The paper consists of three sections. The first two present evidence on the "simple" and "dynamic" hypotheses. The final section summarizes our findings and offers some conclusions.

The crisis of accountability

Abstract: Edward Newman, Ph.D., is Vice-president for Policy Studies, Linton, Mields, and Coston, Washington, D.C., and was formerly Commis sioner, Rehabilitation Services Administration, Social and Rehabilitation Service, U.S. De partment of Health, Education, and Welfare. Jerry Turem, Ph.D., is Project Director of the Social Services Research Program, The Urban Institute, Washington, D.C. Accountability is an elusive concept. As addressed in this article, its terms of refer ence are personal social services in the broad spectrum of human services, concen trating in the main on social services avail able in either the public or private sector under the Social Security Act. The prob lems of social services that are publicly de livered or publicly supported are not neces sarily different from those of services funded through other sources. However, in the case of services having governmental assistance, the problems of accountability —problems that are related to political action, ideology, policy-making, program effectiveness, and professional responsibil ity—are today more striking and visible. They are therefore more symptomatic of the current crisis of accountability. This article will focus on issues that go beneath the surface of political polemics, administrative style, or intergovernmental issues to the raison d'etre of the social

Advocates for themselves: citizen participation in Federally supported community organizations.

Abstract: Different patterns and purposes of citizen participation in Federally sponsored local programs are examined. The purposes of citizen participation are seen as varied and unclear. However, the pattern of participation appears to lend itself to some notion of intensit—yranging from employment of “citizens,” through dialogue and influence, to citizen control of local programs. This variation in pattern is further reflected in different decision structures for participation including advisory mechanisms, coalitions, and those allowing “citizen” control. Although control mechanisms are seen as having certain negative consequences for racial integration, it is concluded that citizen participation needs to be viewed as a goal of policy in addition to being an instrument for the achievement of other goals.

The Impact of Urban Policy Analysis

Abstract: In Administrative Politics and Social Change, Louis Gawthrop proposes two different strategies to accomplish change in administrative organizations (Gawthrop, 1971). His political strategy would accommodate the diverse groups and bureaus involved in an issue in an attempt to define a policy which will be acceptable to all. The analytic strategy for organizational change is based on long-range planning, the specification of rational alternative courses of action and sophisticated evaluation of the differential impact of each option, thus yielding a policy fitted to the nature of the problem. Today the champions of the analytic strategy appear to be winning the day,