dissertation topics for local governance studies

• MIdlands State University Institutional Repository
• Social Sciences
• Governance and Public Management
• Dissertations
• Bsc Local Governance Studies Honours Degree

Bsc Local Governance Studies Honours Degree : [78] Collection home page

• 1 Baramiya, Hazel
• 1 Breakfast, Gladmore Takudzwanashe
• 1 Chakanetsa, Sipiwe
• 1 Chakara, Amanda
• 1 Chideme, Dominic
• 1 Chidenga, Tafadzwa
• 1 Chikazhe, Mectilda
• 1 Chikumbu, Martin Tinashe
• 1 Chikwanda, George M.
• 1 Chinhanga, Birsel

• Search Menu
• Advance Articles
• Editor's Choice
• Author Guidelines
• Submission Site
• Open Access
• About Journal of Public Administration Research and Theory
• About the Public Management Research Association
• Editorial Board
• Advertising and Corporate Services
• Journals Career Network
• Self-Archiving Policy
• Dispatch Dates
• Journals on Oxford Academic
• Books on Oxford Academic

Article Contents

Theoretical perspectives on the management and performance of local governments, management and performance evidence, management and performance: subanalysis.

• < Previous

Local Government Management and Performance: A Review of Evidence

• Article contents
• Figures & tables
• Supplementary Data

Richard M. Walker, Rhys Andrews, Local Government Management and Performance: A Review of Evidence, Journal of Public Administration Research and Theory , Volume 25, Issue 1, January 2015, Pages 101–133, https://doi.org/10.1093/jopart/mut038

• Permissions Icon Permissions

Local governments play a critical role in delivering services to the public. Over recent decades scholars have begun to empirically examine the relationship between the management and performance of local governments, locating this in economic, contingency, and resource-based theoretical frameworks. In this study, we undertake a comprehensive assessment of what is currently known about the management-performance hypothesis in local governments by integrating the empirical research that has been published over the past 40 years. We uncover 86 empirical articles that rigorously test the management-performance hypothesis and apply the support score review technique to the findings of these studies. Our analysis suggests that scholars have yet to explore all of the approaches to local government management with the same vigor. The majority of attention has been focused on the concepts of organization size, strategy content, planning, staff quality, personnel stability, representative bureaucracy, and networking. The evidence points toward strong positive performance effects resulting from staff quality, personnel stability, and planning, and moderate support for the benefits of networking, representative bureaucracy, and strategy content. Subanalyses reveal different relationships across dimensions of performance and organizational levels within local governments, and that the British and American scholars that have dominated these studies have largely drawn upon divergent theoretical perspectives. Directions for future research are also considered.

Local governments are responsible for the management and delivery of key public services in countries worldwide. From picking up the garbage and cleaning the streets, to the provision of schooling and care for the elderly and vulnerable, these organizations invariably lead the development and implementation of innovative solutions to new and pressing social problems. Local governments, in addition to being at the forefront of delivering and providing the public services on which citizens rely, are often also the most public face of the state. The “street-level bureaucrats” who deliver local public services play a vital role in shaping what it means to be a citizen through their interactions with clients and service users ( Vinzant and Crothers 1998 ). The management and performance of local governments is thus an issue of both timely and enduring importance to researchers, policy-makers, and citizens alike (see Sharpe 1970 ).

Many of the most influential theories about public sector management have been tried and tested within a local government setting. Economic theories of efficient service production, contingency theories about organizational design, and resource-based arguments concerning the capacity and capabilities required for success have all been applied to the study of local governments ( Baumol and Willig 1986 ; Burgess 1975 ; Davies 1969 ; Greenwood, Hinings, and Ranson 1975a , 1975b ; Hansen and Kjellberg 1976 ; Honadle 1981 ). In fact, quantitative empirical research on the management and performance of local governments has a long pedigree. Studies of the productivity of municipal governments in the United States emerged in the early 20th century in response to the most pressing policy problems of the day and has become a hallmark of the Progressive Era of social reform in the country thereafter ( Williams 2003 ). During the 1970s and 1980s, scholars in the United States and the United Kingdom made seminal contributions to the empirical study of the efficiency of local governments (e.g., Newton 1982 ; Ostrom 1972 ). These studies focused on the size and structures of local governments and were often a reaction to attempts to reorganize local public service provision in pursuit of cost-savings ( Boyne 1998 ). More recently, the rise of the New Public Management (NPM), with its emphasis on making the public sector more market and businesslike, has coincided with a large-scale research effort focused on the determinants of public service improvement; that is, the strategies and management practices that might improve the performance of public sector organizations ( Ashworth, Boyne, and Entwistle 2010 ; Walker et al. 2010 ). Much of this recent research has been conducted in local government settings and has drawn on large-scale empirical analyses of data sets comprising quantitative measures of management and performance. However, to date, the results of all these wide-ranging empirical studies have not been integrated to establish the extent to which the management of local governments actually makes a difference to their performance.

The present study makes two contributions to the literature on local government management. First, it undertakes a comprehensive assessment of what is currently known about the effects of management on the performance of local governments by integrating the theories and evidence from the empirical research that has been published during the past 40 years in the leading public administration journals. This systematic review has the potential to offer clear and valuable lessons informing the development of public administration research and theory in the field of local government, and the wider field of public sector management and performance more generally. Second, a critical assessment of the methods and findings of the extant studies will help to identify a research agenda that builds on the strengths of the current evidence base while addressing areas that require further attention.

The balance of this article is organized as follows. First, theoretical perspectives on local government management and performance are examined to develop broad expectations about the effects of different management approaches on performance. Next, we consider the methodological requirements for the effective evaluation of management and performance in local government. Thereafter, we briefly describe the nature of the studies we review. Following this, the support score method is applied to the evidence and we describe the findings of the meta-analysis. The findings point toward an inconsistent coverage of key management concepts, a focus on a relatively limited number of performance dimensions and geographical imbalances in the study of management topics. Where the evidence is strongest it points towards an association between performance and planning, staff quality, and personnel stability, but weaker relationships with representative bureaucracy, strategy content and networking. The article concludes by discussing the limitations of the available evidence and offering suggestions for future study.

Many of the seminal studies on public administration have focused on the ways in which local governments, and those who run them, might improve their management and performance (e.g., Agranoff and McGuire 2003 ; Moore, 1995 ; Pressman and Wildavsky 1973 ). Even so, these studies have rarely drawn on a single overarching theory of management or an agreed set of key tenets for local government management. In fact, research on management and performance in local governments has exhibited considerable conceptual and theoretical heterogeneity. Thus, rather than seeking to develop a distinctive overarching metatheory of local government management on which to base our review of the management and performance evidence, we synthesize the broad perspectives on managing local governments for high performance that have shaped the empirical studies we review. In this respect, our approach follows that used in previous reviews of empirical studies of organizational performance in the public sector (e.g., Boyne 2003 ; Walker et al. 2010 ). We begin by exploring the nature of local government performance. Then, we review three key theoretical perspectives on the likely effects of key management approaches on the performance of local governments.

Local Government Performance

The dependent variable of performance, in studies of management and local government, is contested and open to debate ( Boyne et al. 2006 ; Walker et al. 2010 ). The lack of consensus arises from the range of dimensions of performance available to scholars and public managers to track the attainments of their organizations and the number of stakeholders who take an interest in these achievements. In an attempt to deal with some of this complexity a number of models that inform the conceptualization of organizational performance in the public sector have been developed (e.g., Boyne 2002a ; Boyne 2003 ; Organization for Economic Co-operation and Development [OECD] 2005 ). The 3Es model focuses on the economy, efficiency and effectiveness of public services. Economy is the cost of procuring specific service inputs (facilities, staff, equipment) for a given quality. Public administration scholars tend to shy away from the use of economy due to the political way in which levels of expenditure are determined ( Walker et al. 2010 ). Efficiency is technical—cost per unit of output—and allocative—responsiveness of services to public preferences which leads to measures of user satisfaction ( Jackson 1982 ). Effectiveness is the actual achievement of formal service objectives. The inputs-outputs-outcomes (IOO) model examines the sequence of inputs, outputs, and outcomes. Inputs are comparable with economy. Outputs include a number of categories such as quantity and quality (e.g., speed). The ratio of outputs to inputs offers a definition of technical efficiency. The outcomes include effectiveness from the 3Es model, but also impact and equity. The model also includes the concept of “value for money,” or the ratio of outcomes to inputs.

However, these models draw from the literature on the management of firms and omit to include other aspects of performance. For example, responsiveness is more than to immediate users in the public sector and extends to citizens and people representing users (such as the parents of school children or the relations of those receiving support from social welfare services). Walker et al. (2010) suggest that the focus on service delivery is to the exclusion of broader questions about the governance of public services and should necessitate the examination of question of accountability, civil and human rights, and key questions of probity and corruption alongside democratic outcomes and participation in the democratic process. These additional dimensions of performance are critical for scholars to understand and assess the performance of a system of local government. Having said this, a focus on service delivery is particularly important in local government vis-à-vis other levels of government, because local government represents the public face of the state and is where citizens’ experience of government is derived on a day-to-day basis.

Extension of the 3Es and IOO models offers a range of performance measures across the service delivery, governance and democratic aspects of public services. However, whether something is viewed as a good or bad measure of performance, or good or poor performance attainment, is “in the eye of the beholder” according to Andrews et al. (2006 , 29). There are many vantage points from which to judge the performance of a public agency and multiple sources of information to draw on in making this decision ( Walker et al. 2010 ). Judgments about performance attainment are made by stakeholders, who can be internal (e.g., staff) or external (e.g., service users, citizens, regulators) and use data that are perceptual (from surveys), archival from secondary sources (audited performance indicators) or a combination of the two. A comprehensive study of the effects of management on the performances of local governments would need to draw on a range of performance dimensions from internal and external actors using a variety of data.

Local Government Management and Performance

The literature on the management of local governments over the past forty years has reflected the evolution of policy debates over the roles and responsibilities played by local public services, along with broader management trends. These policy debates have often been shaped by a contest between economic theories of government that focus on the pursuit of economies of size and scope and political theories that regard closeness and responsiveness to the citizenry as the raison d’etre of local units of government ( Sharpe 1970 ). Since the 1960s, these “classic” perspectives on local government have been supplemented by arguments from public choice theory, which emphasize the role that competitive pressure could play in prompting the better management of local governments, especially through contracting out and other marketized processes. This has resulted in studies on competition and contracting behavior that over time became associated with the NPM ( Boyne 1998 ). Meanwhile, the emergence of management studies as a serious branch of social psychology and sociology has led generic theories of organization to become increasingly influential among policy-makers, scholars and practitioners ( Kelman 2007 ). Three key broad theoretical perspectives on the management of local governments—economic theories of service production; contingency theories of organizational design; and, resource-based arguments about distinctive production capabilities—encapsulate much of this literature.

The “classic” economic perspective on scale economies in local government that emerged in the 1950s and 1960s suggested that larger units of government simply perform better and more efficiently due to their ability to spread fixed production costs ( Boyne 1998 ). This focus on the benefits of scale was apparent in many of the early studies of local government performance (e.g., Davies 1969 ) and has subsequently emerged in the call for greater collaboration between local governments ( Agranoff and MacGuire 2003 ). Even so, there may be an optimum size for any given unit of local government at which its performance is maximized. In addition to an optimum scale for production, economic theories of local government suggest that there may be a preferred ownership structure, with certain local services better provided by private firms rather than “in-house” by local governments themselves ( Christoffersen, Paldam, and Wurtz 2007 ). In fact, contestability of service provision itself can also be a vital source of competitive pressure that prompts local governments to manage resources in a more effective and efficient manners ( Baumol and Willig 1986 ), as can the active involvement of service users in the coproduction of local services ( DeWitte and Geys 2013 ).

Decisions about whether to “make or buy,” to increase coproduction and about the optimum scale of service production resonate strongly with the broader inspiration that lies behind contingency theories of organization. That is, that certain organizational forms (or configurations of characteristics such as size, structure, process, and environment) are likely to prove more successful than others, and that the design task for top management is therefore to establish a fit between an organization’s form and its goals ( Miles and Snow 1978 ; Thompson 1967 ). More specifically, according to contingency theories, an organic structure is required to achieve fit successfully in complex organizations, whereas a more mechanistic one would suffice in simpler entities ( Burns and Stalker 1961 ). Within the field of public administration, contingency approaches to understanding organizational design began to emerge in the studies carried out by members of the Institute for Local Government Studies at the University of Birmingham in England. These studies explored the associations between different configurations of size, structure, administrative intensity, and the organizational environment (e.g., Greenwood, Hinings, and Ranson 1975a ; 1975b ). This research was, in turn, influenced by the growing belief that strategic planning held the key to organizational performance ( Mintzberg 1994 ). Application of the panoply of rational management techniques from targets and action plans to benchmarking and performance management would furnish the kind of goal clarity needed to deliver better results. 1 At the same time, there was a growing awareness that the broad strategic content of organizations mattered; be it outward and expansive in nature, or inward and defensive in orientation, a stable and consistent strategy would be more likely to boost performance ( Greenwood 1987 ). Yet, it was only in the 2000s that the performance benefits of all of these different aspects of strategic management for local governments were examined in depth ( Andrews et al. 2012 ).

Missing from the largely UK-based literature applying contingency theory has been the consideration of the human and material resources required to ensure the effective delivery of local public services. This issue was, however, at the heart of debates during the 1970s among public administration scholars in the United States, for whom the concept of capacity came to be viewed as “a language for public management” ( Burgess 1975 , 706). To this end, it was argued that a “capable organization manages its physical, human, informational, and financial resources” ( Honadle 1981 , 578). High capacity governments would thus have a combination of strong policy, program and resource management, which in turn enabled them to be “adaptable, effective and efficient” ( Burgess 1975 , 711). For Ingraham, Joyce and Donahue (2003) , strong capital management, financial management, Human Resource Management, Information Technology management and leadership are all “management systems” that each have important parts to play in delivering high performance. Interestingly, this emphasis on the resources available for making policy happen is similar to the core theoretical insight behind resource-theories of the firm. Resource-based theories suggest that an organization’s human resources (i.e., its knowledge and skills-base), in particular, are rare and difficult to imitate and so constitute a key source of sustained competitive advantage (see Barney 1991 ). These insights derived from research on private firms are increasingly being applied to the management and performance of public organizations ( Bryson, Ackermann, and Eden 2007 ; Piening, 2013 ). In fact, although the human aspect of public management has often been a focus of personnel specialists, it is increasingly seen as a subject fit for organizational analysis ( O’Toole and Meier 2009 ). The quality of leaders and managers within a local government, the effectiveness of their links with key external stakeholders and the strength of the connections developed between bureaucrats and citizens, all constitute resources that must be deployed effectively in order to achieve desired outcomes. As such, the emergence of new ways of organizing public service delivery that go beyond the conventional use of hierarchies and markets has been reflected in the growth of empirical studies of local government management and performance that draw upon resource-based arguments.

This brief and somewhat linear story of the development of empirical research in the field has allowed us to introduce key ideas in an orderly fashion, but it is important to note that just as an interest in the human side of local governments has been evident for more than ten years (see Davies and Barton 1975 ), so too has research focused on the size of those organizations persisted (see Andrews and Boyne 2010 ). Another way to incorporate each of the alternative theoretical perspectives on local government management is to draw on formal theory specifying types of activities that might result in performance improvement. O’Toole and Meier’s (1999) well-known model of public management, in particular, offers a clear account of how to synthesize the various effects of the management activities associated with the aforementioned perspectives. Their model establishes four core activities that public managers undertake when deciding how to allocate time and money. The first involves the maintenance and adaptation of existing structures and routines (M1). The second entails the development and implementation of a conscious strategy for managing the environment in which an organization operates (M2), which in turn takes the form of a balance between seeking to exploit environmental changes and to defend the organization from those changes (M3/M4) ( O’Toole and Meier 1999 ).

Table 1 lists the main management approaches associated with the three theoretical perspectives on local government management and performance that we have introduced, and which we identified as having been the focus of one or more of the empirical studies reviewed. Table 1 also indicates how each approach to local government management can be incorporated within Meier and O’Toole’s model of public management, and the anticipated relationship between those different approaches and local government performance. This conceptual framework forms the basis for our analysis of the studies of local government under review. The management approaches included in the final analysis are indicated in the right-hand column of the table.

Local Government Management Approaches

The empirical literature on management and organizational performance in local governments was located in the Anglophone public administration journals listed in the Thompson Reuters Web of Science Social Sciences Citation Index (SSCI). Not all of the abstracts reviewed indicated that a study was situated in local government. Rather than using search terms, we reviewed each article by hand from 1970 to 2012. This search procedure resulted in 490 empirical articles featuring questions of management and organization. We examined these studies in greater depth, and implemented the following decision rules for inclusion in the review: the unit of analysis was an organization, or part thereof (thus excluding studies at the individual level of the manager or citizen); studies included measures of management and organization (thus excluding studies focused solely on management or performance); performance was operationalized as the dependent variable; and articles presented statistical results in the form of multiple regressions that could be used in the “support score” meta-analytic technique used in this study (see below). 2 This procedure resulted in a sample of 86 articles, containing 999 independent tests of some aspect of the management-performance relationship. 3

The review strategy that we adopted benefits from focusing on peer-reviewed journal articles that were judged to be of suitable quality for publication by editors following a blind review process, and therefore expected to meet the basic requirements of theoretical and methodological rigor. It does, however, exclude unpublished articles on management and performance in local government and work sponsored by government, national and global organizations, such as the OECD, with an interest in the achievements of public organizations, along with books and book chapters. This approach may lead to bias, by overstating the relationship between management and performance if articles that contain statistically significant results are more likely to be published. Even so, estimates from other fields suggest that the magnitude of the bias is likely to be small ( Rosenthal 1991 ).

The first group of studies we identified were published in the 1970s ( Davies, Barton, and McMillan 1971 ; Hansen and Kjellberg 1976 ). Three more were published in the 1980s, and eight more in the 1990s. Forty-eight were published in the 2000s and 25 in 2010–2012. The distribution of these articles over time suggests that interest in this topic soared in the 2000s, reflecting the upsurge in interest in questions of performance during that period. The majority of the studies were conducted in the United States (49), with 28 based in the United Kingdom (England and Wales), 6 in other European countries, and one each in Israel, Pakistan, and South Korea. Local governments in most countries vary in scope and purpose. The studies in this sample capture these variations with 54 studies examining single-purpose governments including fire brigades, police departments and school districts, and the balance (32) investigating multipurpose governments that deliver several types of public service. Because most of the studies were conducted in the United States and the United Kingdom, evidence of the provision of acute and primary healthcare by local governments is largely absent from our sample.

All of the studies were focused on a single set of organizations with an average sample size or number of observations of 1,070, ranging from 40 ( Andrews et al. 2011 ) to 6,994 ( Pitts 2007 ). Seventy percent of the studies (70.5%) implemented research designs that sought to address endogeneity and tease out causality, largely by introducing some semblance of time into the regression model: 42 used a panel design and 19 others a lagged data structure, leaving 31 purely cross-sectional studies. 4 Within these studies, eight dimensions of performance were used: effectiveness measures were most frequently used (459), followed by equity (148), aggregated performance indices (128), efficiency (79), service quality (68), customer or user satisfaction (64), cost effectiveness (31), and output quantity (23). Measures of management were evenly balanced between archival (497) and perceptual (502) methods of operationalization, whereas measures of performance tended toward the use of archival (or administrative) data sources (793), perceptual (or survey based) (163), and indices incorporating both (43). 5

Support Score Method

The method used to combine and synthesize the results of the empirical evidence is based on the percentage of statistical tests that support the hypothesis that management positively or negatively (see table 1 ) influences performance ( Light and Smith 1971 ). We use the support score approach because the majority of the studies reviewed implemented multiple regression techniques without reporting correlations ( Boyne 2003 ; Damanpour 2010 ). 6 To count as support for the hypothesis, two conditions must be satisfied. First, the results must be in the predicted direction. Second, the results must be statistically significant; that is, greater than would be likely to arise by chance. 7 By applying these criteria to all of the tests in a single study, a support score can be calculated as a percentage of all of the tests reported in the study.

Following this, an aggregate support score can be calculated across all of the studies in at least two ways ( Boyne 2002b ; Rosenthal 1991 ). First, the support score for each study can be treated equally, regardless of whether it contains 1 or 300 tests. Second, each study can be weighted (multiplied) by the number of tests in that study, with equal weight attached to each test rather than to each study. The advantage of the weighted mean is that studies that only report a small number of tests do not have a disproportionate influence on the analysis, whereas the advantage of the unweighted mean is that studies that conduct a large number of tests on the same data set are not given undue importance. An examination of the number of tests in each study shows that there is some right-side skew, with a number of studies reporting in excess of 40 tests over the average of 12 (standard deviation [SD] 13, minimum 1 and maximum 63). These studies are essentially outliers and could affect the robustness of the results, typically by suppressing the support score and producing heightened discrepancies between the unweighted and weighted scores. Given these unusual characteristics in the data, we report the unweighted support score first, and conduct sensitivity tests for studies with large numbers of tests and report these in footnotes. Finally, in interpreting the support scores, we follow Boyne (2002b) and Damanpour (2010) , who proposed that unweighted and weighted support scores of 50% or more shows strong support for a hypothesis, that support is moderate if one support score is above 50% and that the hypothesis is not supported when both scores fall below 50%.

To ensure that we focus our attention on approaches to local government management, which have been subject to sustained investigation, the support score results are presented in tabular form exclusively for those aspects of management examined in 10 or more studies. 8 Hence, seven local government management approaches form the basis for our review of the evidence on performance effects: organization size, strategy content, planning, staff quality, personnel stability, representative bureaucracy, and managerial networking. These studies account for 80.2% of the total number of articles reviewed (69 out of 86) and 70.8% of the tests (708). Thus, the majority of the research conducted on the management and performance of local governments has been focused on these questions, rather than on the other concepts of management that we identify in table 1 . Nonetheless, we are keen to stress that there is work going on in these areas, although it is relatively sparse when compared with that analyzed (see footnote #8). For now, systematic evidence suitable for meta-analytic review can only be garnered from findings on the seven management approaches benefiting from a larger number of studies. Included in the following seven tables are information on the sample, country of study, purpose of the government being investigated, the operationalization of the measure of management and performance, together with the support score for each study and a total for each area of management.

Economic theories of local government production have underpinned empirical research in the field for more than thirty years, and the role of size as a determinant of organizational performance was examined in more studies than any other management approach ( table 2 ). 9 These studies were predominately based in the United States, examined multipurpose governments and were more likely to operationalize management and performance using archival data. A range of performance measures were used to gauge the effects of size, the most frequent being efficiency; no doubt reflecting the dominant economic perspective on the realization of scale economies in larger organizations. However, the unweighted support scores indicate that size is not a strong determinant of performance because over half of the studies provided nonsignificant tests, reflecting findings on public sector organizations more widely ( Boyne 2003 ). Although the percentage of positive support scores indicate that larger organizations may be more likely to perform well than badly, these findings are not strong enough to confirm the basic tenets of economic (or democratic) theory. It is quite possible that the relationship between size and performance is nonlinear. We uncovered four studies that reported 11 nonlinear tests and offered encouragement for this proposition, with an unweighted support score of 58% (weighted 72%) ( Ashford et al. 1976 ; Knapp and Smith 1985 ; Meier and Bothe 2000 ; Theobold and Nicholson-Crotty 2005 ). 10

Organization Size

Note: Purpose: MP = multipurpose, SP = single purpose; performance dimension: CE = cost effectiveness, Eft = effectiveness, Efy = efficiency, Eq = equity, In = index, Q = quality, US = user satisfaction.

Contingency theory indicates that the broad strategic orientation of an organization (strategy content) and its use of and commitment to formal analytical processes of planning play a vital part in determining levels of performance. Strategy content was examined in 12 studies of local government, and planning in 14 (see tables 3 and 4 , respectively). The majority of these studies were undertaken in the United Kingdom (7 of the strategy content and 11 of the planning studies in England and Wales, respectively—mostly multipurpose local governments). The measures of management for content and planning were perceptual, with the exception of the studies led by Folz (2004 ; Folz and Hazlett 1991 ), whereas performance measurement was varied. The results for strategy content are moderate, with the unweighted support score over 50% (66%), and the weighted below at 47% ( table 3 ). Strategy content is concerned with the plan of action through which goals are achieved in relation to environmental circumstances and internal characteristics. Contingency theories suggest that the actual content, or broad overall orientation, of organizational strategies a key part of the picture, but also that the effects of strategy content on performance are more likely to be felt when considered in combination with processes and structures ( Miles and Snow 1978 ). 11 In contrast, the evidence on planning is more convincing and strong with both support scores over 50% (62% unweighted and 56% weighted). 12 Planning is associated with technical approaches to the management of organizations focused on the achievement of specific organizational goals. The body of evidence on the performance effects of planning in local government implies that rational planning and a spectrum of related techniques (such as benchmarking, targets, and performance management) is a likely route to higher levels of performance. These findings on the influence of various types of planning are in keeping with the tenets of modern management, which argue that a rational approach to the management of organizations is associated with higher performance ( Walker et al. 2010 ).

Strategy Content

Note: Purpose: MP = multipurpose, SP = single purpose; performance dimension: CE = cost effectiveness, Eft = effectiveness, Efy = efficiency, Eq = equity, In = index, Q = quality, Qua = quantity, US = user satisfaction.

Note: Purpose: MP = multipurpose, SP = single purpose; performance dimension: CE = cost effectiveness, Eft = effectiveness, Efy = efficiency, eq = equity, In = index, Q = quality, Qua = quantity, US = user satisfaction, MIS = management information systems.

According to resource-based theories, attracting and retaining high-quality staff is critical to organizational success ( Barney 1991 ). The stronger the talent within an organization, the more likely that it can be relied upon or marshaled to achieve higher levels of performance. The evidence for this thesis is strong. Table 5 indicates that around three-quarters of the studies examining staff quality and local government performance support the hypothesis that staff quality is an important route to success. Still, it is important to note that all of these studies, bar one, were conducted in the United States in single purpose governments (school districts), and drew on largely archival measures. All of the studies, except that of Carmeli (2006) , included measures of effectiveness. Until this set of studies is supplemented by more research in other settings, it is difficult to generalize about the benefits of staff quality.

Staff Quality

Note: Purpose: MP = multipurpose, SP = single purpose; performance dimension: Eft = effectiveness, Efy = efficiency, Eq = equity, In = index, Q = quality, TMT = top management team.

Resource-based theories stress that personnel turnover can lead to declines in performance as organizations lose the vital expertise offered by experienced staff ( Dess and Shaw 2001 ). Table 6 presents the results of our support score analysis for the effects of personnel stability on local government performance. Changes in personnel can be especially harmful to governmental performance because of the loss of investment in skills it represents and the costs of training new members of staff to replace those with experience and know-how ( O’Toole and Meier 2003 ). As with staff quality, this aspect of local government management has largely been examined in special purpose governments in the United States, with just two studies conducted in the United Kingdom and to date none elsewhere. Over 50% (unweighted 52, weighted 52) of these studies support the hypothesis that personnel stability is a positive force in public organizations. One especially interesting feature of the evidence in these studies is that stability has a positive effect on performance across two different organizational echelons: the front-line; and senior managers. In all of these studies, stability was measured as staff turnover, but used a mix of archival and perceptual data. Effectiveness was investigated in each study, with equity and service quality also a focus in four and two studies, respectively.

Personnel Stability

Note: Purpose: MP = multipurpose, SP = single purpose; performance dimension: Eft = effectiveness, Efy = efficiency, Eq = equity, In = index, Q = quality.

The theory of representative bureaucracy suggests that public organizations are more responsive to service users’ needs when their workforces reflect the demographic characteristics of those users. From a resource-based perspective, workforce representativeness therefore constitutes a key human resource to be harnessed by managers seeking to improve results. All but one of the 14 studies of representative bureaucracy that we analyzed were conducted in the United States, again in single purpose organizations, and drew exclusively on archival measures of management and performance ( table 7 ). Ten of the studies included measures of effectiveness, and equity was examined in seven. Representative bureaucracy was operationalized at the organizational level and also across two echelons: the front-line and managers or administrators. The unweighted (61%) and weighted (43%) support score offer moderate legitimacy of the following thesis: that better representation of women and ethnic minorities in local governments appears, on average, to lead to better outcomes for those segments of society. 13

The final management-performance support score table presents evidence of the influence of managerial networking. Resource-based theories highlight that networking with actors in the organizational environment is a key means for managers to secure external resources of money, time and legitimacy ( Pfeffer 1987 ). Networking can both buffer the organization from unexpected changes in the environment and enable it to exploit any opportunities that arise, offering a conduit for the flow of organizational information. The unweighted support score confirms the veracity of these arguments, with 60% of the studies on managerial networking indicating better performance outcomes ( table 8 ). However the weighted score stands at 37%, indicating moderate support. 14 These studies typically examined the effect of networking on effectiveness, with some also addressing equity and service quality. Networking was operationalized in surveys of organizational leaders and managers, whereas performance data were largely archival.

Subanalysis is presented on the trend towards disaggregating organizational units, the role of management at different organizational echelons and the impact of management on differing dimensions of performance. We also touch on important questions of methodology. In seeking to identify management practices that improve the performance of public agencies research studies need to be designed with appropriate measurement of the management and performance to address concerns about common source bias, and recording independent variables before dependent to tackle concerns over causality. 15

Multiple versus Single-Purpose Governments

A prominent feature of the reforms that have swept across the public sector over the last three decades has been to disaggregate larger organizations into smaller more focused units ( Boyne et al. 2003 ; Pollitt and Bouckaert 2004 ). The process of disaggregating larger organizations is argued to bring positive performance effects because smaller single-purpose organizations are seen to have clearer goals. Overall, the studies of single-purpose local governments offered modest confirmation of this hypothesis with an unweighted support score of 53% and weighted of 46% (55 studies, 644 tests), set against weaker overall findings from multipurpose authorities (42% for unweighted and weighted, 31 studies, 355 tests). Turning to the effects of specific management approaches, studies of planning typically examined multipurpose organizations while those of staff quality, personnel stability, representative bureaucracy, and managerial networking were largely located in single-purpose organizations; studies of organizational size and strategy content were more mixed. Subanalysis of size did not change the balance of results reported in table 2 . Single-purpose organizations reported positive unweighted and weighted scores of 32%. Positive support scores were 38% unweighted and 27% unweighted for multipurpose local governments. The results for strategy content pointed towards some differences. Single-purpose organizations reported a high unweighted support score of 70%, but this has to be tempered by a weighted score of 39%—a difference of just over 30% point casts some questions over the level of support offered (see Damanpour 2010 for a discussion). However, the positive support scores for multipurpose organizations was strong: 61% unweighted and 58% weighted. On balance these findings on the specific management approaches do not offer support for the argument that single-purpose organizations are more likely to reap the performance benefits of good management; however, this statement has to be set against the relatively small numbers of studies and the preponderance of single-purpose organizations in the United States and multipurpose local authorities in the United Kingdom that dominate the sample.

Organizational Echelon

Managers and staff working at different levels within an organization fulfill particular hierarchical roles, bringing different levels of authority and functional responsibility, which in turn may influence organizational outcomes in distinctive and different ways ( March, Schulz, and Zhou 2000 ; Moore 1995 ). Indeed, the role of staff at different echelons is central to the representative bureaucracy and personnel stability theses about management and performance. The former claims a stronger performance payoff for representation at the street-level, whereas the latter points towards a bigger payoff from a stable managerial cadre. To address the possibility that organizational echelon influences our findings, a subanalysis was conducted of the studies that examined representative bureaucracy and personnel stability because they focused on different organizational strata. The results for representative bureaucracy suggest that representation matters most at the street level. The positive unweighted support score for the studies that examined upper level managers was 18% (4 studies, 15 tests; 20% weighted), whereas it rose to 67% unweighted (8 studies, 49 tests; 60% weighted) for the front-line staff. Support for the argument about top management stability is more equivocal. In the eight studies (34 tests) that examined the upper levels of management, the unweighted support score was 54% (weighted 56%). The unweighted score for the front-line staff was 59% (48% weighted). Future studies should focus on the varying important roles played by managers and staff across the whole gamut of management approaches to more fully understand the effects of organizational echelon on performance.

Performance Dimension

The assessment of the independent effects of the seven management approaches presented in tables 2–8 examined performance as a homogeneous concept. However, performance is multidimensional, thus a subanalysis of the support scores for the separate performance dimensions was conducted to tease out more subtle relationships. To summarize the results for the effects of management on the different dimensions of performance, table 9 presents a four-by-seven matrix containing the unweighted and weighted mean positive support scores for each measure of management, three key dimensions of performance (efficiency, effectiveness, and equity), and the index measures reported on at least four occasions.

Representative Bureaucracy

Note: Purpose: MP = multipurpose, SP = single purpose; performance dimension: Eft = effectiveness, Efy = efficiency, Eq = equity, Q = quality, US = user satisfaction.

Managerial Networking

Effects of Management on Different Dimensions of Performance: Reporting Percentage of Positive Support Scores

Note: Weighted support scores in parenthesis; S = number of studies, T = number of tests, + = positive support score, X = no test.

The first thing to note is that the main focus is on effectiveness. Less attention has been directed at the relationships between management, equity, and index measures, and only the researchers who focused on the effects of organization size have systematically examined management’s influence on efficiency (studies of staff quality have also examined service quality and planning user satisfaction, see below). Second, nearly half of the cells in table 9 are empty. Efficiency has only been examined in relation to size. Studies taking equity as a dependent variable have examined staff quality, stability, representative bureaucracy, and networking while those examining size, strategy, and planning have used performance indices. Third, the mean unweighted support scores for the 15 populated cells are 50% or above in 10 cases. These findings suggest that planning, strategy, staff quality, and networking are all valuable for enhancing effectiveness. Strong associations are also identified for personnel stability, representative bureaucracy, and human staff quality in relationship with equity, as are strategy content and planning for indexes, whereas support for the argument that larger local governments garner efficiency gains is moderate. Last, and perhaps most importantly, the performance subanalysis in table 9 suggests that some management approaches may have a different relationship with the various dimensions of performance. This would be in keeping with contingency theory and is something to which it would be valuable to return in future meta-analysis.

Size has a positive moderate association with efficiency, but largely nonsignificant relationships with effectiveness and performance indices. The two aspects of strategic management examined, strategy content and planning, are good for effectiveness and index measures of performance. Planning has a nonsignificant relationship with user satisfaction: the support scores are 49 and 40% unweighted and weighted respectively (not reported in table 9 ). Staff quality is associated with both effectiveness and equity. Four staff quality studies also included service quality as a dependent variable (not reported in table 9 ). These studies indicated an overwhelming and somewhat surprising negative relationship between staff quality and service quality, with a negative unweighted support score of 75% and weighted of 67%. This is the only large negative association uncovered in this study and is a relationship that clear would benefit from renewed empirical attention.

Representative bureaucracy and stability are more likely to be associated with equity, which would be in keeping with the theoretical framework, but as was noted in footnote #13, the unweighted test for the impact of effectiveness on representative bureaucracy rise to strong associations in the absence of studies with large numbers of tests. Networking is associated with positive outcomes for effectiveness and has a weaker relationship with equity. Thus, in sum, our analysis of the impact of management on different performance dimensions is strongly suggestive of the need for local government managers to emphasize different management approaches in order to achieve different goals, and for researchers to include multiple dimensions of performance in their models such that they can examine the trade-offs made by managers.

Archival versus Perceptual Measures of Performance

There has been growing discussion of common source bias—recording management and performance in the same survey ( Meier and O’Toole 2012 ; Spector 2006 ). It is argued that the same source of data likely inflates result leading to overestimates of the impact of management on performance. Perusal of the tables presented in this article indicates that archival measures of performance are frequently used in studies of management and performance in local government. A sizable number of studies (38 studies, 457 tests) did however use perceptual data on both sides of the equation. Rather unexpectedly the support scores for these studies did not result in overly optimistic assessments—positive support scores are 49% unweighted and 43% weighted. Studies that draw upon archival data for measures of the independent and dependent variable are somewhat surprisingly no more robust, and do not meet the threshold of a 50% for either support score—49% unweighted, and weighted (54 studies, 457 tests). The data presented in tables 2–8 do not provide sufficient variation to conduct more detailed analysis. The studies reported in these tables largely draw on archival dependent variables or measures combining perceptions with secondary data and largely report positive support scores (with the exception of organizational size). Meta-analysis is a fruitful way to examine this question, and researchers could focus on this topic in more detail in future studies.

Cross-sectional or Longitudinal Research Design

An exploration of research design pointed towards moderate positive support score results for cross-sectional studies (50% unweighted, 42% weighted, 26 studies, 211 tests) and those implementing a lag between the measure of the independent variables of management and the dependent performance measure (51% unweighted and 37% weighted, 19 studies, 145 tests). However, studies that used panel data over time typically found no support for the management-performance hypotheses they were exploring (43 and 47% unweighted and weighted respectively, 43 studies, 655 tests). The results of this subanalysis indicate that any conclusion about the moderate support scores from cross-sectional studies should be tempered by their findings of correlations rather than causality. Studies using lagged data structures (not in panels) are better able to tease out key relationships, but still utilize a less than perfect approach to do so. These are rather inconclusive findings, and more detailed analysis needs to be conducted as the data on the management-performance relationship in local government accumulates and permits subanalysis on different management approaches.

In this study, we examined the effect of management on the performance of local governments. Our review of the 86 related articles investigates seven key approaches to local government management studied on more than 10 occasions: size, strategy content, planning, staff quality, stability, representative bureaucracy, and networking. The findings from the support score analysis points toward strong positive performance effects from staff quality, personnel stability, and planning, and moderate support for the benefits of networking, representative bureaucracy, and strategy content. Findings were weak in relation to organizational size. Subanalysis illustrated some important variants: neither single nor multipurpose governments were more effective forms of organization, the management approaches of representative bureaucracy and personnel stability pointed to the impact that different groups of management in the hierarchy have on performance, and management approaches had different performance effects. One important characteristic of these findings is that they are typically drawn from studies in the United Kingdom and United States. Although there are limitations to these findings, they do have theoretical and practical implications.

Debates about the merits of alternative management practices have waxed and waned. Empirical research on the management-performance hypothesis did not get fully underway until the 2000s in the management areas examined in this study—barring size, staff quality and representative bureaucracy—so the field is still relatively young. Yet, what we find in our meta-analysis does tend to corroborate what is known about organizational performance in the public sector more generally. In particular, our finding pointing towards the importance of staff quality for the performance of local governments mirrors that uncovered in Boyne’s comprehensive (2003) meta-analysis of the effects of management on performance across all public organizations. Still, the partial coverage of key management approaches indicates that the prescriptions of economic, contingency, and resource-based theories for the management of local governments have not yet been fully explored in the public administration literature. From a theoretical perspective, what evidence there is seems to suggest (as does Boyne [2003 ] and Walker, Boyne, and Brewer [2010 ]) that a resource-based perspective may offer a better approach to understanding performance in local governments than economic or contingency theories—though our subanalyses points toward the probable impact of multiple contingent relationship rather than the linear ones that are the focus of our present study. As scholars conduct more studies in different contexts and test more complex models of public management using techniques of moderation and mediation it is possible that contingency theories may offer more powerful explanation—something that we believe to be an important priority for future research. In terms of the O’Toole and Meier (1999) model, M1 and M3/M4 appear equally likely to be associated with better performance. Even so, there is to date only limited examination of the full range of variables that can be associated with that model. Table 1 lists nine management concepts of M1 and nine of M3/M4. The studies we review examined only four of each of these.

One conclusion that we draw is that the research that has been conducted has not covered the full gambit of concepts underlying the theories that have been used to explain the management-performance relationship in local governments. At a very basic level, additional research is required on each of the concepts of management listed in table 1 , irrespective of whether they were examined in more detail in this study to advance knowledge and permit future integrative reviews to be conducted. Researchers may also want to turn to other topics not uncovered in our review such as interorganizational relations, the decentralization of decision-making, and bureaucratic autonomy ( Boyne et al. 2005 ; Walker, Boyne, and Brewer 2010 ).

We noted in the first half of the article that the theoretical preoccupations pushing forward research on the management-performance hypothesis had differed between the United Kingdom and the United States; the two places where this agenda has most fully advanced. UK scholars have utilized a contingency perspective to a greater degree in studies on strategy—content and planning—whereas those from the United States have been more open to resource-based perspectives to examine questions of staff quality, stability, representative bureaucracy, and networking. Studies drawing upon economic theory were more internationally distributed. To tease out the validity of the tentative theoretical conclusions we draw regarding the superiority of systems and resource perspectives as predictors of performance, it will be important in future studies to apply contingency theories more frequently in the US and resource-based perspectives more often in the United Kingdom, and indeed to extend studies to different jurisdictions to enhance generalization. Theoretical and empirical studies that sought to synthesize these two perspectives would also make a valuable contribution to the further development of the field.

In terms of the practical implications of our study, the findings suggest that local government managers are likely to find routes to higher levels of performance when they seek to achieve the highest possible levels of staff quality, and when front-line staff reflect the demographic characteristics of the clientele served. Policies, plans, and practices must be developed to ensure that key staff are retained and that turnover rates remain low. Networking with other actors in the organizations’ environments is also important. Finally, these practices should be located within a strategic management framework, with emphasis placed on identifying appropriate strategy content and using planning techniques. Although organizational size was nonsignificant, the evidence from these studies does suggest that it matters for efficiency gains. Hence, these features of management cannot be overlooked. In fact, none of the management approaches examined were, on balance, harmful to performance. However, some management approaches offered a greater prospect of success than others, often with a particular dimension of performance. Notable here is the impact of size on efficiency, of strategy, planning and networking on effectiveness, personnel stability on effectiveness and equity, and representative bureaucracy and staff quality on equity.

It seems clear that for managers seeking to deliver performance improvements the prescriptions of resource-based theories offer the simplest route to success. Recruiting and retaining good quality staff, ensuring that managers interact with external stakeholders and that the organization is demographically representative are each management approaches that require investments of time and money but ought to be within the reach of any well-managed organization. By contrast, the recommendations of contingency theory for a clear and consistent strategic orientation and the adoption of rational planning processes seem to be less reliable path to better results, perhaps because the demands of time, money, and commitment required for successful implementation of these approaches are so great. Under the rubric of economic theory, we only reviewed size effects on performance, and so, unfortunately, are unable to offer any thoughts on the practical implications of contracting out, collaboration or coproduction for local governments. Still, that larger local governments do appear to be more efficient is an important finding, particularly for those local and national policy-makers and managers seeking to eke out savings from local government systems in the wake of the financial crisis of the early 21st century that has had a major effect on local governments in the two countries most studied in this review—the United Kingdom and the United States.

There are a number of limitations to this study, which point to the need for further investigation. Not all studies on the performance of local governments will be published in the public administration section of the SSCI. Some such studies may be found in the political science and urban studies disciplines, or in specialized policy journals in fields such as housing or education. These studies could be included in future work to develop a more comprehensive picture. The scope of this study does not permit space to examine methodological issues associated with measurement and model specification in detail. We note that the majority of the studies employed research designs that included time in the regression model, and thus seek to address concerns about causality. Issues of endogeneity nonetheless remain a concern in many studies of public management. For example, good performance may lower turnover intention or result in more demand for discussions with the staff of these local governments, leading to higher levels of networking. Prior performance has been used as an independent variable in a number of the studies that examine these and other questions as an approach to capture these concerns, but there are other methods that draw on instrumental variable and experimental approaches that can be applied. An in-depth examination of this aspect of research design would be fruitful.

Another such area is the use of single versus multiple informants in survey research. These approaches have trade-offs in terms of response rates and richness of information on organizational life. To date, there are important differences in the studies examined here. In the cases of perceptual measures of management, the Texas School District studies quizzed the superintendent of the school district while studies from England and Wales adopted multiple informant strategies, surveying three echelons of the organization ( O’Toole and Meier 2003 ; Walker et al. 2011 ). The findings from the echelon subanalysis reported above point towards this as an important area of enquiry. The research evidence also suggests that using indices to measure performance is not perhaps the best way to operationalize the concept. Nonetheless, specific approaches to research design could influence the study findings and should be subjected to scrutiny. On a more practical level, scholars publishing studies of management and performance in local government could serve the academic community by publishing correlation coefficients in their multivariate studies. This would have two key benefits. First, future researchers would be able to conduct more traditional meta-analysis that reports effect sizes, and second it would be possible to publish studies that include both support score results and meta-analysis, simultaneously providing analysis that controls for other variables (support scores) and examines effect sizes (meta-analysis).

A substantial amount of effort has been expended by a number of scholars to develop evidence of the effectiveness of management practices in local government. The balance of this evidence suggests that local governments’ management strategies pay dividends. We examined independent effects on this occasion, but many scholars have been developing more sophisticated models of local government management, examining moderated and mediated relationships and using statistical techniques that reveal questions concerning performance trade-offs to understand more about high-achieving organizations. This is an important area of research that can contribute to our knowledge of management and performance in local governments and the policies and practices of delivering services to citizens. We encourage others to make the chamber of evidence richer.

National Research Foundation of Korea Grant, the Korean Government (NRF-2011-330-B00194); City University of Hong Kong Startup Grant (#7200332).

Agranoff Robert McGuire Michael . 2003 . Collaborative public management: New strategies for local governments . Washington, DC : Georgetown Univ. Press .

Google Scholar

Google Preview

Andrews Rhys . 2010 . The impact of modernisation on Fire Authority performance: An empirical evaluation . Policy & Politics 38 : 599 – 619 .*

Andrews Rhys Boyne George A. . 2010 . Capacity, leadership and organizational performance: Testing the black box model of public management . Public Administration Review 70 : 443 – 54 .*

———. 2011 . Corporate capacity and public service performance . Public Administration 89 : 894 – 908 .*

———. 2012 . Structural change and public service performance: The impact of the reorganization process in English local government . Public Administration 90 : 297 – 312 .*

Andrews Rhys Boyne George A. Enticott Gareth . 2006 . Performance failure in the public sector: Misfortune or mismanagement? Public Management Review 8 : 273 – 96 .*

Andrews Rhys Boyne George A. Walker Richard M. . 2006a . Strategy content and organizational performance: An empirical analysis . Public Administration Review 66 : 52 – 63 .*

———. 2006b . Subjective and objective measures of organizational performance: An empirical exploration . In Public Services Performance: Perspectives on Measurement and Management , ed. Boyne George. A. Meier Kenneth. J. O’Toole Laurence J. Jr. Walker Richard M. , 14 – 34 . Cambridge : Cambridge Univ. Press .

Andrews Rhys Boyne George A. Law Jennifer Walker Richard M. . 2005 . External constraints on local service standards: The case of Comprehensive Performance Assessment in English local government . Public Administration 83 : 639 – 56 .*

———. 2008 . Organizational strategy, regulation and public service performance . Public Administration 86 : 185 – 204 .*

———. 2009 . Strategy formulation, strategy content and performance: An empirical analysis . Public Management Review 11 : 1 – 22 .*

———. 2011 . Strategy implementation and public service performance . Administration & Society 43 : 643 – 71 .*

———. 2012 . Strategic management and public service performance . London, UK : Palgrave Macmillan .

Andrews Rhys Boyne George A. Meier Kenneth J. O’Toole Laurence J. Jr. Walker Richard M. . 2005 . Representative bureaucracy, organizational strategy and public service performance: An empirical analysis of English local government . Journal of Public Administration Research and Theory 15 : 489 – 504 .*

———. 2012 . Vertical strategic alignment and public service performance . Public Administration 90 : 77 – 98 .*

Andrews Rhys Boyne George A. Moon Jae M. Walker Richard M. . 2010 . Assessing organizational performance: Explaining differences between internal and external measures . International Public Management Journal 13 : 105 – 29 .*

Andrews Rhys Cowell Richard J. Downe James . 2008 . Support for active citizenship and public service performance: An empirical analysis of English local authorities . Policy & Politics 36 : 225 – 43 .*

Andrews Rhys Entwistle Tom . 2010 . Does cross-sectional partnership deliver? An empirical exploration of public service effectiveness, efficiency and equity . Journal of Public Administration Research and Theory 20 : 679 – 701 .*

Ashford Douglas E. Berne Robert Scramm Richard . 1976 . The expenditure financing decision in British local government . Policy and Politics 5 : 5 – 24 .

Ashworth Rachel Boyne George A. Entwistle Tom (eds). 2010 . Public service improvement. Theories and evidence . Oxford, UK : Oxford Univ. Press .

Aslam Ghazia Yilmaz Serdar . 2011 . Impact of decentralization reforms in Pakistan on service delivery: An empirical study . Public Administration and Development 31 : 159 – 71 .*

Barney Jay . 1991 . Firm resources and sustained competitive advantage . Journal of Management 17 : 99 – 120 .

Baumol William J. Willig Robert D. . 1986 . Contestability: Developments since the book . Oxford Economic Papers 38 : 9 – 36 .

Bohte John . 2002 . School bureaucracy and student performance at the local level . Public Administration Review 61 : 92 – 9 .*

———. 2004 . Examining the impact of charter schools on performance in traditional public schools . Policy Studies Journal 32 : 501 – 20 .*

Bosch Núria Pedraja Francisco Suárez-Pandiello Javier . 2000 . Measuring the efficiency of Spanish municipal refuse collection services . Local Government Studies 26 : 71 – 90 .*

Boyne George A . 1998 . Public choice theory and local government: A comparative analysis of the UK and the USA . Houndmills, UK : Macmillan .

———. 2002a . Concepts and indicators of local authority performance: An evaluation of the statutory framework in England and Wales . Public Money and Management 22 : 17 – 24 .

———. 2002b . Public and private management: What’s the difference? Journal of Management Studies 39 : 97 – 129 .

———. 2003 . Sources of public service improvement. A critical review and research agenda . Journal of Public Administration Research and Theory 13 : 367 – 94 .

Boyne George A. Chen Alex A. . 2006 . Performance targets and public service improvement . Journal of Public Administration Research and Theory 17 : 455 – 77 .*

Boyne George A. Gould-Williams Julian . 2003 . Planning and performance in public organizations: An empirical analysis . Public Management Review 5 : 115 – 32 .*

Boyne George A. Oliver James Peter John Petrovsky Nicolai . 2011a . Top management turnover and organizational performance: A test of a contingency model . Public Administration Review 71 : 572 – 81 .*

———. 2011b . Leadership succession and organizational success: when do chief executives make a difference? Public Money & Management 31 : 339 – 46 .*

Boyne George A. Meier Kenneth J. O’Toole Laurence J. Jr. Walker Richard M . 2005 . Where next? Research directions on organizational performance in public organizations . Journal of Public Administration Research and Theory 15 : 633 – 39 .

Boyne George A. Farrell Catherine Law Jennifer Powell Martin Walker Richard M. . 2003 . Evaluating Public Management Reforms: Principles and Practice . Buckingham, UK and Philadelphia, PA : Open Univ. Press .

Brewer Gene A. Walker Richard M. . 2010 . The impact of red tape on governmental performance: An empirical analysis . Journal of Public Administration Research and Theory 20 : 233 – 57 .*

Bryson John M. Ackermann Fran Eden Colin . 2007 . Putting the resourced-based view of strategy and distinctive competences to work in public organizations . Public Administration Review 67 : 702 – 17 .

Burgess Philip M . 1975 . Capacity building and the elements of public management . Public Administration Review 35 : 705 – 16 .

Burns Tom Stalker Gerald M. . 1961 . The management of innovation . London, UK : Tavistock .

Carmeli Abraham . 2006 . The managerial skills of the top management team and the performance of municipal organizations . Local Government Studies 32 : 153 – 76 .*

Christoffersen Henrik Paldam Martin Wurtz Allan H. . 2007 . Public versus private production and economies of scale . Public Choice 130 : 311 – 28 .

Damanpour Fariborz . 2010 . An integration of research findings of effects of firm size and market competition on product and process innovations . British Journal of Management 21 : 996 – 1010 .

Davies Bleddyn . 1969 . Local authority size: Some associations with standards of performance of services for deprived children and old people . Public Administration 47 : 225 – 48 .

Davies Bleddyn Barton Andrew . 1975 . Area and authority determinants of the calibre of junior administrators . Policy and Politics 3 : 71 – 89 .

Davies Bleddyn Coles Oliver . 1981 . Toward a territorial cost function for the home help service . Social Policy & Administration 15 : 32 – 42 .*

Davies Bleddyn Barton Andrew McMillan Ian . 1971 . Variations in the provision of local authority health and welfare services for the elderly: A comparison between counties and county boroughs . Social Policy & Administration , 5 , 100 – 124 .

DeSantis Victor S. Renner Tari . 1994 . The impact of political structures on public policies in American counties . Public Administration Review 54 : 291 – 95 .*

DeWitte Kristof Geys Benny . 2013 . Citizen coproduction and efficient public good provision: Theory and evidence from public libraries . European Journal of Operational Research 224 : 592 – 602 .

Dess Gregory G. Shaw Jason D. . 2001 . Voluntary turnover, social capital and organizational performance . Academy of Management Review 26 : 446 – 56 .

Fernandez Sergio . 2005 . Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena . Journal of Public Administration Research and Theory 15 : 197 – 217 .*

Fitzgerald Michael R. Durant Robert F. . 1980 . Citizen evaluations and urban management: Service delivery in an era of protest . Public Administration Review 40 : 585 – 94 .*

Folz David H . 1999 . Municipal recycling performance: A public sector environmental success story . Public Administration Review 59 : 336 – 45 .*

———. 2004 . Service quality and benchmarking the performance of municipal services . Public Administration Review 64 : 209 – 20 .*

Folz David H. Hazlett Joseph M. . 1991 . Public participation and recycling performance: Explaining program success . Public Administration Review 51 : 526 – 32 .*

Goerdel Holly T . 2006 . Taking initiative: Proactive management and organizational performance in networked environments . Journal of Public Administration Research and Theory 16 : 351 – 67 .*

Greenwood Royston . 1987 . Managerial strategies in local government . Public Administration 65 : 295 – 312 .

Greenwood Royston Hinings C. R. Ranson Stewart . 1975a . Contingency theory and the organization of local authorities. Part I: Differentiation and integration . Public Administration 53 : 1 – 23 .

———. 1975b . Contingency theory and the organization of local authorities. Part 2: Contingencies and structure . Public Administration 53 : 169 – 94 .

Hansen Morten B . 2010 . Marketization and economic performance: Competitive tendering in the social sector . Public Management Review 12 : 255 – 74 .*

Hansen Tore Kjellberg Francesco . 1976 . Municipal expenditures in Norway: Autonomy and constraints in local government activity . Policy and Politics 4 : 25 – 50 .*

Hill Gregory C . 2005 . The effects of managerial succession on organizational performance . Journal of Public Administration Research and Theory 15 : 585 – 97 .*

Honadle Beth W . 1981 . A capacity-building framework – a search for concept and purpose . Public Administration Review 41 : 575 – 80 .

Im Tobin Lee Seung Jong . 2012 . Does management performance impact citizen satisfaction? The American Review of Public Administration 42 : 419 – 36 .*

Ingraham Patricia W. Joyce Phillip G. Donahue Amy Kneedler . 2003 . Government performance: Why management matters . Baltimore, MD : Johns Hopkins Univ. Press .

Jackson Peter . 1982 . The political economy of bureaucracy . Oxford, UK : Phillip Allen .

Johansen Morgen S . 2012 . The direct and interactive effects of middle and upper managerial quality on organizational performance . Administration & Society 44 : 383 – 411 .*

Knapp Martin Smith Jillian . 1985 . The costs of residential childcare: Explaining variations in the public sector . Policy and Politics 13 : 127 – 54 .

Kelman Steven . 2007 . Public administration and organization studies . Academy of Management Annals 1 : 225 – 67 .

Light Richard J. Smith Paul V. . 1971 . Accumulating evidence: Procedures for resolving contradictions among different research studies . Harvard Educational Review 41 : 429 – 71 .

March James G. Schulz Martin Zhou Xueguang . 2000 . The dynamics of rules: Change in written organizational codes . Stanford, CA : Stanford Univ. Press .

May Peter J. Winter Soren . 2007 . Collaborative service arrangements: Patterns, bases and perceived consequences . Public Management Review 9 : 479 – 502 .*

Meier Kenneth J . 1993 . Latinos and representative bureaucracy. Testing the Thompson and Henderson hypotheses . Journal of Pubic Administration Research and Theory 3 : 393 – 414 .*

Meier Kenneth J. Bothe John . 2000 . Ode to Luther Gulick. Span of control and organizational performance . Administration and Society 32 : 115 – 37 .*

———. 2001 . Structure and discretion: Missing links in representative bureaucracy . Journal of Pubic Administration Research and Theory 11 : 455 – 70 .*

———. 2003a . Span of control and public organizations: Implementing Lutehr Guilck’s research design . Public Administration Review 63 : 61 – 70 .*

———. 2003b . Not with a bang, but a whimper: Explaining organizational failure . Administration & Society 31 : 104 – 21 .*

Meier Kenneth J. Boyne George A. O’Toole Laurence J. Jr. Walker Richard M. Andrews Rhys . 2010 . Alignment and results: Testing the interaction effects of strategy, structure, and environment from Miles and Snow . Administration and Society 42 : 160 – 92 .*

Meier Kenneth J. Hicklin Alisa . 2008 . Employee turnover and organizational performance: Testing a hypothesis from classical public administration . Journal of Pubic Administration Research and Theory 18 : 573 – 90 .*

Meier Kenneth J. Mastracci Sharon Wilson Kirstin . 2006 . Gender and emotional labor in public organizations: An empirical examination of the link to performance . Public Administration Review 66 : 899 – 909 .*

Meier Kenneth J. Nicholson-Crotty Jill . 2006 . Gender, representative bureaucracy, and law enforcement: The case of sexual assault . Public Administration Review 66 : 850 – 60 .*

Meier Kenneth J. O’Toole Laurence J. Jr. 2001 . Managerial strategies and behavior in networks: A model with evidence from U.S. public education . Journal of Pubic Administration Research and Theory 11 : 271 – 93 .*

———. 2002 . Public management and organizational performance: The effect of managerial quality . Journal of Policy Analysis and Management 21 : 629 – 43 .*

———. 2003 . Public management and educational performance: The impact of managerial networking . Public Administration Review 63 : 689 – 99 .*

———. 2008 . Management theory and Occam’s Razor. How public organizations buffer the environment . Administration & Society 39 : 931 – 58 .*

———. 2010 . Beware of managers not bearing gifts: How management capacity augments the impact of managerial networking . Public Administration 88 : 1025 – 44 .*

———. 2012 . Subjective organizational performance and measurement error: Common source bias and spurious relationships . Journal of Public Administration Research and Theory doi:10.1093/jopart/mus057 .

Meier Kenneth J. O’Toole Laurence J. Jr. Boyne George A. Walker Richard M. . 2007 . Strategic management and the performance of public organizations: Testing venerable ideas against recent theories . Journal of Public Administration Research and Theory 17 : 357 – 77 .*

Meier Kenneth J. O’Toole Laurence J. Jr. Hicklin Alisa . 2010 . I’ve seen fire and I’ve seen rain: Public management and performance after a natural disaster . Administration & Society 41 : 979 – 1003 .*

Meier Kenneth J. Stewart Joseph Jr. 1992 . The impact of representative bureaucracies: Educational systems and public policies . American Review of Public Administration 22 : 157 – 71 .*

Meier Kenneth J. Wrinkle Robert D. Pollard J. L. . 1999 . Equity versus excellence in organizations. A Substantively Weighted Least Squares analysis . American Review of Public Administration 29 : 5 – 18 .*

Melkers Julia Willoughby Katherine . 2005 . Models of performance measurement use in local governments: Understanding budgeting, communication and lasting effects . Public Administration Review 65 : 180 – 90 .*

Miles Raymond Snow Charles C. . 1978 . Organizational strategy, structure and process . London, UK : McGraw Hill .

Mintzberg Henry . 1994 . The rise and fall of strategic planning . London, UK : Prentice-Hall .

Miranda Rowna Lerner Allan . 1995 . Bureaucracy, organizational redundancy and the privatisation of public services . Public Administration Review 55 : 193 – 99 .*

Moore Mark H . 1995 . Creating public value: Strategic management in government . Cambridge, MA : Harvard Univ. Press .

Moynihan Donald P . 2005 . Goal-based learning and the future of performance management . Public Administration Review 65 : 203 – 16 .

Newton Keith . 1982 . Is small really so beautiful. Is big really so ugly? Size, effectiveness and democracy in local government . Political Studies 30 : 190 – 206 .

Nicholson-Crotty Sean O’Toole Laurence J. Jr. 2004 . Public management and organizational performance: The case of law enforcement agencies . Journal of Pubic Administration Research and Theory 14 : 1 – 18 .*

Nunn Samuel . 2001 . Police information technology: Assessing the effects of computerization on urban police functions . Public Administration Review 61 : 222 – 34 .*

Organization for Economic Co-operation and Development (OECD) . 2005 . Moderizing government: The way forward . Paris, France : OECD .

O’Toole Laurence J. Jr. Meier Kenneth J. . 1999 . Modeling the impact of public management: Implications and structural content . Journal of Public Administration Research and Theory 9 : 505 – 26 .

———. 2003 . Plus ça Change : Public management, personnel stability, organizational performance . Journal of Pubic Administration Research and Theory 13 : 43 – 64 .*

———. 2004a . Parkinson’s Law and the new public management? Contracting determinants and service quality consequences in public education . Public Administration Review , 64 : 342 – 352 .*

———. 2004b . Desperately seeking Selznick: Co-optation and the dark side of public management in networks . Public Administration Review 64 : 681 – 93 .*

———. 2006 . Networking in the Penumbra: Public Management, Cooperative Links, and Distributional Consequences . International Public Management Journal 9 : 271 – 94 .*

———. 2009 . The human side of public organizations. Contributions to organizational performance . American Review of Public Administration 39 : 499 – 518 .*

———. 2010 . In defense of bureaucracy: Public managerial capacity, slack, and the dampening of environmental shocks . Public Management Review 12 : 341 – 62 .*

Ostrom Eleanor . 1972 . Metropolitan reform: Propositions drawn from two traditions . Social Science Quarterly 53 : 474 – 93 .

Owens Chris T. Kukla-Acevedo Sharon . 2012 . Network diversity and the ability of public managers to influence performance . The American Review of Public Administration 42 : 226 – 45 .*

Paletta Angelo . 2012 . Public governance and school performance . Public Management Review 14 : 1125 – 51 .*

Pfeffer Jeffery . 1987 . A resource dependence perspective on interorganizational relations . In Intercorporate relations: The structural analysis of business , ed. Mizruchi Mark S. Schwartz Michael , 22 – 55 . Cambridge, UK : Cambridge Univ. Press .

Piening Erk P . 2013 . Dynamic capabilities in public organizations . Public Management Review 15 : 209 – 45 .

Pitts David W . 2005 . Diversity, Representation, and Performance: Evidence and Race and Ethnicity in Public Organizations . Journal of Pubic Administration Research and Theory 15 : 615 – 31 .*

———. 2007 . Representative bureaucracy, ethnicity, and public schools. Examining the link between representation and performance . Administration & Society 39 : 497 – 526 .*

Pitts David W. Jarry Elizabeth . 2009 . Getting to know you: ethnic diversity, time and performance in public organizations . Public Administration 87 : 503 – 18 .*

Pollitt Christopher Bouckaert Geert . 2004 . Public Management Reform: A Comparative Analysis , 2nd ed. Oxford, UK : Oxford Univ. Press .

Pressman Jeffery L. Wildavsky Aaron . 1973 . Implementation . Berkeley, CA : Univ. of California Press .

Roch Christine H. Pitts David W. . 2012 . Differing effects of representative bureaucracy in charter schools and traditional public schools . The American Review of Public Administration 42 : 282 – 302 .*

Rosenthal Robert . 1991 . Meta-analytic procedures for social research . London, UK : Sage .

Ruggiero John Duncombe William Miner Jerry . 1995 . On the measurement and causes of technical inefficiency in local public services: With an application to public education . Journal of Pubic Administration Research and Theory 5 : 403 – 28 .*

Sharpe L. J . 1970 . Theories and values of local government . Political Studies 18 : 153 – 74 .

Smith Brad W . 2003 . The impact of police officer diversity on police-caused homicides . Policy Studies Journal 31 : 147 – 62 .*

Smith Kevin B. Larrimer Christopher W. . 2004 . A mixed relationship: Bureaucracy and school performance . Public Administration Review 64 : 728 – 36 .*

Sorensen Rune J . 2007 . Does dispersed public ownership impair efficiency? The case of refuse collection in Norway . Public Administration 85 : 1045 – 58 .*

Spector Paul E . 2006 . Method variance in organizational research. Truth or urban legend? Organizational Research Methods 9 : 221 – 32 .

Theobold Nick A. Nicholson-Crotty Sean . 2005 . The many faces of span of control: Organizational structure across multiple goals . Administration and Society 36 : 648 – 60 .*

Thompson James D . 1967 . Organizations in action . New York, NY : McGraw-Hill .

Vinzant Janet C. Crothers Lane . 1998 . Street-Level leadership: Discretion and legitimacy in front-line public service . Washington, DC : Georgetown Univ. Press .

Walker Richard M. Boyne George A. . 2006 . Public management reform and organizational performance: An empirical assessment of the UK Labour government’s public service improvement strategy . Journal of Policy Analysis and Management 25 : 371 – 93 .*

Walker Richard M. Boyne George A. Brewer Gene A. (eds.). 2010 . Public management and performance: Research directions . Cambridge : Cambridge Univ. Press .

Walker Richard M. Brewer Gene A. . 2009 . Can management strategy minimize the impact of red tape on organizational performance? Administration and Society 41 : 234 – 48 .*

Walker Richard M. Damanpour Fariborz Devece Carlos Alberto . 2011 . Management innovation and organizational performance: The mediating effect of performance management . Journal of Public Administration Research and Theory 21 : 367 – 86 .*

Walker Richard M. Andrews Rhys Boyne George A. Meier Kenneth J. O’Toole Laurence J. Jr. 2010 . Wake up call: Strategic management, network alarms and performance . Public Administration Review 70 : 731 – 41 .*

Walker Richard M. Brewer Gene A. Boyne George A. Avellaneda Claudia N. . 2011 . Market orientation and public service performance: NPM gone mad? Public Administration Review 71 : 707 – 17 .*

Walker Robert Williams Julie . 1986 . Housing benefit: Some determinants of administrative performance . Policy & Politics 14 : 309 – 34 .*

Wilkins Vicky Williams Brian . 2008 . Black or blue: Racial profiling and representative bureaucracy . Public Administration Review 68 : 654 – 64 .*

Williams Daniel W . 2003 . Measuring government in the early Twentieth Century . Public Administration Review 63 : 643 – 59 .

For the purposes of our review, we describe rational management techniques as examples of planned organizational activity that is designed to “enhance performance by forecasting changes in the organization and its environment” ( Boyne 2010 , 61). Of course, such techniques have many different functions within organizations and are as often used as motivational and learning tools as they are used to assess performance improvements ( Moynihan 2005 ).

Independent or linear associations between management and performance are considered in this review. Nonlinear, mediated, and moderated relationships are examined in some empirical studies (e.g., Andrews and Boyne 2011 ; Meier and Bothe 2000 ; and Walker et al. 2011 ), but not in sufficient numbers to undertake a comprehensive review on this occasion.

The full list of citations are included in the references, and identified by use of an asterisk.

Hill (2005) included a panel and a lagged dataset, Walker and Boyne (2006) included cross-sectional and lagged analysis.

A document summarizing the different indicators used to measure each of these dimensions of performance can be obtained form the authors.

Alternative statistical and computational approaches can be adopted for the purposes of meta-analytic reviews. These techniques generally require the reporting of correlation matrices. Unlike studies using correlation coefficients, the support score method reports statistically significant associations from regression models that control for other variables, thereby reducing concerns about bias arising from spurious relationships ( Damanpour 2010 ).

In the social sciences, authors sometimes report statistically significant results at p < .1, a practice adopted by some authors in this review. We include test results at 0.1 in the analysis. Sensitivity tests indicated that the use of p < .1 as against p < .05 had little effect on the support scores.

Support score results for those facets of local government management that were the focus of between five and nine empirical studies are available on request: administrative intensity (5 studies, 29 tests), collaboration/partnership (5, 19), competition (9, 40) and leadership (8—of which 3 examine executive succession, 28).

The concept of organizational size sits at the intersection between managerial discretion and environmental constraint. At first glance, the size of a public organization may seem to be a variable that is not within the purview of public managers; determined rather by the mission of the organization and the clientele to whom it must provide a service. Yet, the senior management in local governments may possess a degree of discretion over the size of the organization that they manage. Whether by seeking amalgamation with neighboring governments or by implementing expansionary policies to compete for fiscal migrants, discretion over the size of local governments is an important component in the manager’s toolkit, however crude, for managing the environment.

Ashford et al. (1976) and Knapp and Smith (1985) are not included in our review because they only report results for quadratic terms.

Public administration scholars have focused on this question. Tests of the joint effects between strategy, structure, process and the environment have offered support for the contingent nature of these relationships ( Andrews et al. 2012 ). However, attempts to examine the multiple interactions simultaneously have led to lackluster findings ( Meier et al. 2010 ). As noted earlier, meta-analysis of the studies examining nonlinear relationships is something that must await the development of a body of evidence dealing with each of a range of core structural contingencies.

The large number of tests in Boyne and Gould-Williams (2003) and Boyne and Chen (2006) do not skew the means. Removing these studies increases the unweighted test to 60% whereas the weighted test remains unchanged at 56%.

The large number of tests in O’Toole and Meier (2003) skew the means, and removing this study results in strong support: the unweighted score is 63 and the weighted 52%.

The large number of tests in O’Toole and Meier (2004b) and Goerdel (2006) skew the means somewhat, and removal of these studies increases the unweighted support score to 63% and the weighted to 52%.

We are grateful to two anonymous reviewers for suggesting subanalysis on the important questions of single-purpose and multipurpose organizations and common source bias.

Email alerts

Citing articles via.

• Recommend to your Library

Affiliations

• Online ISSN 1477-9803
• Print ISSN 1053-1858
• Copyright © 2024 Public Management Research Association
• About Oxford Academic
• Publish journals with us
• University press partners
• What we publish
• New features  
• Open access
• Institutional account management
• Rights and permissions
• Get help with access
• Accessibility
• Advertising
• Media enquiries
• Oxford University Press
• Oxford Languages
• University of Oxford

Oxford University Press is a department of the University of Oxford. It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide

• Copyright © 2024 Oxford University Press
• Cookie settings
• Cookie policy
• Privacy policy
• Legal notice

This Feature Is Available To Subscribers Only

Sign In or Create an Account

This PDF is available to Subscribers Only

For full access to this pdf, sign in to an existing account, or purchase an annual subscription.

School of Public Affairs and Administration

Doctoral dissertation topics, spaa doctoral (ph.d. and dpa) dissertations.

Adrian Wallace, Ph.D. (December 2018). "Stakeholder perspectives: Implementation of local school wellness policies in the Kent intermediate school district."

Emma A. Powell, Ph.D. (April 2017). " Aligning National Nonprofit Expectations with Local Efforts to Serve the Mission."

Russell T. Panico, Ph.D. (December 2016). "An Analysis of Campus Violence Threat Assessment Policy Implementation at Michigan Community Colleges."

Kristin L. Poleski, Ph.D. (June 2016). "To Promote or Not to Promote: An Inquiry into the Experience of Female Police Officers and Their Decisions to Pursue Promotion."

Beth M. Beaudin-Seiler, Ph.D. (May 2015). "National Quality Awards in Healthcare and Actual Quality in U.S. Hospitals."

Khandaker N. Islam, Ph.D. (April 2014). "A Study on Generic Substitution Policy as a Cost."

Sylivia T. Juta, Ph.D. (April 2014). "The Growing Women’s Political Activism in Africa, 1990-2010:  An Explanatory Analysis of Institutions and Contexts."

Daryl D. Green, Ph.D. (December 2013). "Exploring Police Active Shooter Preparedness in Michigan:  A Grounded Study of Police Preparedness to Active Shooter Incidents, Developing a Normative Model."

Daniel L. Rundhaug, Ph.D. (December 2013). "Leadership Loss within Independently-Controlled Protestant Churches:  Protecting Against Leadership Turmoil and Turnover."

Kelly A. Trusty, Ph.D. (December 2013). "SIMO:  Modeling and Measuring the Relationships between Strategy, IT/Mission Alignment Maturity, and Nonprofit Organizational Outcomes."

Eileen L. Pierce, Ph.D. (August 2011). "Citizen-Informed Performance Measurement and Reporting in Local Government: Key Factors for Effective Democratic Governance."

Roselyn Zator, Ph.D. (August 2011). "Exploring Collaborative Governance: Case Studies of Disruptions in Coastal Zone Management Collaborations and Resulting Effects upon the Collaborations and Outcomes."

Randy Jay Baxter, Ph.D. (December 2010). "Applying Case Characteristics to Expand Outcome Measures and Strengthen Effectiveness in a State Family Preservation Services Program."

Jonathan Muterera, Ph.D. (April 2008). "The Relationship between Leadership Theory Behaviors, Follower Attitudes and Behaviors, and Organizational Performance in United States County Government."

Judith Brown Clarke, Ph.D. (December 2007). "Evaluating the Effectiveness and Benefit-Cost of the Michigan Background Check Program Using Crime Opportunity Theory."

Anna A. Filipova, Ph.D. (December 2007). "Perceived Organizational Support and Ethical Work Climates as Predictors of Turnover Intention of Licensed Nurses in Skilled Nursing Facilities."

Mark Steven Reece, Ph.D. (December 2007). "Economic Impacts of Casino Gambling on Rural Michigan Communities."

David L. Rich, DPA (December 2007). "A Heuristic Study of the Decision to Privatize Local Government Services."

Gregg G. Guetschow, Ph.D. (August 2007). "Coordination, Collaboration, and Culture: Local Economic Development in a Time of Networks."

Gerald L. Zandstra, Ph.D. (August 2007). "Public Administration Theory and Views of the Human Person."

Amy Sue DeSonia, Ph.D. (June 2007). "An Evaluative Model for Incorporating Diversity Training into Teacher Preparation."

Michael Bennett Amspaugh, DPA (December 2006). "Results of Early Implementation of Government Accounting Standards Board Statement No. 34 in 15 Ohio Public School Districts."

Raymond J. Higbea, Ph.D. (December 2006). "Nongovernmental Program Replication and Implementation: What Can Community-Based Programs to Support the Uninsured Learn from Other Communities?"

Peter Kiiru Kariuki, Ph.D. (December 2006). "The Challenges of Implementing Privatization Reform Program of State-Owned Enterprises (SOEs) in Kenya 1979 to 2002."

Craig Korpela, Ph.D. (December 2006). "The Cover-Up is More Damaging than the Sin: Sexual Scandals at the Cabinet and Sub-Cabinet Levels."

James J. Walters, Ph.D. (December 2006). "Funding Michigan K-12 Education Adequacy without Rewarding Inefficiency."

Anne Julie Hacker, Ph.D. (August 2006). "Unintended Consequences in Public Policy: Formulation and Implementation of Michigan's Safe Delivery of Newborns Law."

Robert J. Sobie, Ph.D. (June 2006). "Electronic Government Accessibility for People with Blindness or Low Vision Who Utilize Assistive Computer Technology."

Anne G. Zahradnik, Ph.D. (June 2006). "Providing Uninsured Adults with Free or Low-Cost Primary Care: Does it Influence their Use of Hospital Emergency Departments?"

Susanne F. Homant, DPA (April 2006). "The War on Drugs V. the War on Pain: Do Controlled Prescribing Laws Have a Role?"

Robert G. Muladore, Ph.D. (April 2006). "Implementing Community Policing Successfully: An Analysis of the Degree of Police Engagement with the Philosophy and Practice of Community Policing."

Alee A. Sleymann, Ph.D. (April 2006). "A Study on Perceptions of Civil Engineers Regarding Mandatory Continuing Education."

Duane Terpstra, DPA (December 2005). "Job Perceptions Within Campus Law Enforcement."

Jianfeng Wang, Ph.D. (August 2005). "An Empirical Study of Fiscal Decentralization of Local Governments in China."

Richard A. Ketrow, Ph.D. (June 2005). "A Leadership Model for Roman Catholic Social Service Agencies."

Kenneth John Schilling, DPA (June 2005). "The One-Stop Permit and Plan Review Center: Three Case Studies."

Ruby Miranda Meriweather, DPA (April 2005). "Factors Affecting Treatment Program Development in a Mental Health Facility Serving Prisoners."

Cheryl Kay Sibilsky-Soule, Ph.D. (April 2005). "Collaboration through Partnerships: A Review of Six Michigan Communities."

Alexander Rayssan Dawoody, Ph.D. (December 2004). "U.S. Policy Toward Iraq Within the Context of Complexity Theories

Pamela Sue Meserve Erbisch, DPA (December 2004). "Management Style, Organizational Climate, and Organizational Performance in a Public Mental Health Agency: An Integral Model."

Doty Latuszek, Ph.D. (December 2004). "Effectiveness of Teaching Modalities for Pre-College Level Mathematics Course."

John Nathaniel Vinson, Ph.D. (December 2004). "Leadership Competency Needs of Future U.S. Campus Law Enforcement Administrators."

Damita Jo Zweiback, DPA (December 2004). "The Relationship Between Locus of Control and Nutrition Health Status Among Adult WIC Participants."

Saleh Abdel Rahman Ahmed, Ph.D. (August 2004). "From Violence-Prone to Violence-Prepared Organizations: Assessing the Role of Human Resources Management in Preventing Workplace Violence in American City Governments."

Carol Marie Sundberg, Ph.D. (August 2004). "Examining the Meaning and Experience of Self-Determination and Its Impact on Quality of Life for Individuals with Cognitive Disabilities."

Timothy J. Kangas, Ph.D. (June 2004). "Child Welfare and Devolving Federalism: An Analysis of the Effects of Federal Funding Schemes on Selected Child Welfare Outcomes in Michigan."

Terry Lee Fisk, DPA (April 2004). "A Comparative Study of Factors Related to Adoption, Management, and Impact of Police Consolidation and Amalgamation in Norfolk County, England and Kent and Ottawa Counties, Michigan, United States."

Christine M. Wallace, Ph.D. (April 2004). "The Theory of Transpersonal Leadership: A Grounded Theory S."

Project Topics | Local Government Studies 50 Topics (available)

Local Government Studies Project Topics & PDF Materials for Students

50 best project topics & pdf materials for local government studies students, here is the list of 50 best local government studies project topics and materials for (final year and undergraduate) students in nigeria & other english speaking countries:.

Role Of Local Government Administration On Community Development. A Case Study Of Bende L.G.A In Abia State

Role Of Internal Auditing In The Effecting Management Control Of Local Governments.

Critical Analysis Of The Sources Of Revenue And Expenditure Pattern Of Local Government. A Case Study Of Enugu North Lga

Local Government And Rural Development. A Case Study Of Eket Local Government Area

Impact Of Inter-Government Relations In The Development. A Case Study Of Ideato North And Ideato South L.G.A Imo State

Contribution Of Oil Companies To The Development. Case Study Of Port Harcourt Local Government And Ogoni Local Government Areas

Role Of Local Government In National Development. A Case Study Of Aninri Local Government Area

Strategies For Enhancing Financial Accountability In The Local Government System. Case Study Of Ikwo Local Government Area, Ebonyi State

Design And Implementation Of A Computerized Personnel Auditing System Of A Local Government Administeration.

Accounting Systems In Local Government. A Case Study Of Obingwa Local Government Area Abia State

Analysis Of Development Capabilities Of The Local Government System. A Case Study Of Idemili North Lga Nigerian

Problem And Prospects Of Local Government Administration. A case study of udi local government Authority

Appraising The Financial Control Approaches In Local Government System. A Case Study Of Enugu South Local Government Area

Appraisal Of Local Government Councils Efforts Towards Community Development. A Case Study Of Enugu North Local Government Area

Revenue Collection Strategy In The Reformed Local Government. A Case Study Of Udi Local Government

The Effect Of Government, Community And Private Sector On Early Childhood Education. A Case Study Of Ilorin South Local Government Area, Kwara State

Frequent Changes In Local Government Administration As A Bane To Rural Development. A Case Study Of Owerri West Local Government Area

Examination Of The Source And Uses Of Local Government Fund. A Case Study Of Ezeagu Central Local Government Development Council

Impact Of Effective Financial Management At The Local Government System. A Case Study Of Enugu North Local Government

Effective Internal Audit As A Panacea To Efficient Local Government Administration. A case study Isiala Mbano Local Government

Effects Of Accountability And Transparency In Financial Management Of Local Government. A Case Study Of Bende Local Government

Women Empowerment and Community Development. A Study Of Bwari Local Government Area, F.C.T, Nigeria

Contributions Of Women Organisations In Community Development. Case Study: Mbaise Local Government Area Of Imo State

Role Of Local Government In Economic Development. A Case Study Of Enugu East Local Government

Downloadable Local Government Studies Project Topics and PDF/DOC Materials END HERE. NOTE: Below are Local Government Studies Research Areas that students & researchers can develop independently .

• One area of interest in local government studies is urban governance, examining how cities and metropolitan areas are managed, including issues such as urban planning, infrastructure development, and service delivery.
• Another topic of research is local government finance, focusing on revenue generation, budgeting, expenditure allocation, and financial management practices at the local level.
• Local government policies and decision-making processes are also significant, exploring how policies are formulated, implemented, and evaluated within the context of local governance structures.
• Comparative studies of local governments across different regions or countries provide insights into variations in governance models, institutional arrangements, and policy outcomes.
• The role of local governments in promoting sustainable development is a critical area of research, encompassing environmental protection, economic development, social equity, and community resilience.
• Governance challenges in rural areas are another important research area, including issues such as service provision, infrastructure development, and community engagement in sparsely populated regions.
• The impact of decentralization and local autonomy on governance effectiveness and democratic accountability is a topic of ongoing debate and research in local government studies.
• Collaborative governance arrangements, involving partnerships between local governments, civil society organizations, and the private sector, are increasingly being explored as mechanisms for addressing complex societal challenges.
• The role of technology and digital innovation in transforming local government services, enhancing citizen engagement, and improving administrative efficiency is a rapidly evolving area of research.
• Local government ethics and integrity are critical considerations in ensuring transparency, accountability, and public trust in government institutions at the local level.
• The politics of local government, including issues of power dynamics, political representation, and electoral systems, are central to understanding the functioning of local democracy.
• Research on local government capacity building and institutional strengthening aims to enhance the effectiveness and efficiency of local government administrations.
• The impact of globalization and transnational trends on local governance structures and policy outcomes is a growing area of interest in local government studies.
• The dynamics of intergovernmental relations, including interactions between local, regional, national, and supranational levels of government, are critical for understanding multi-level governance systems.
• The role of local governments in addressing social inequalities, including poverty, housing affordability, and access to essential services, is a pressing research area in local government studies.
• Cultural diversity and multiculturalism pose both challenges and opportunities for local governance, raising questions about social cohesion, identity politics, and cultural integration in diverse communities.
• The influence of interest groups, lobbyists, and advocacy coalitions on local government decision-making processes and policy outcomes is a topic of interest for scholars studying the political economy of local governance.
• The impact of demographic changes, such as population aging, migration, and urbanization, on local government service provision and resource allocation requires careful examination in local government studies.
• Research on local government innovation and best practices seeks to identify successful strategies for addressing emerging challenges and improving governance outcomes in different contexts.
• The role of citizen participation and community engagement in local decision-making processes is a key area of research aimed at enhancing democratic governance and citizen empowerment.
• The impact of climate change on local governments, including adaptation and mitigation strategies, disaster preparedness, and environmental sustainability, is a pressing concern for researchers in local government studies.
• The politics of local government boundary changes, mergers, and consolidations are significant topics, shaping the administrative landscape and political dynamics of local communities.
• Research on local government leadership and managerial practices explores the role of mayors, councilors, administrators, and other officials in shaping policy agendas, managing organizational resources, and fostering collaboration.
• The role of local governments in fostering innovation ecosystems, supporting entrepreneurship, and promoting economic development is an emerging area of research in local government studies.
• The impact of austerity measures, fiscal constraints, and budgetary pressures on local government service delivery, infrastructure maintenance, and public welfare programs is a critical research area.
• The implications of emerging technologies, such as artificial intelligence, blockchain, and big data analytics, for local government operations, service delivery, and governance processes warrant investigation in local government studies.
• The politics of local government elections, including campaign finance, electoral reforms, and voter turnout, are important topics for understanding the dynamics of democratic governance at the local level.
• Research on inter-municipal cooperation and regional governance mechanisms explores the potential benefits and challenges of collaborative approaches to addressing shared problems and maximizing resource efficiency.
• The role of local governments in promoting public health, including initiatives related to disease prevention, healthcare access, and health equity, is an increasingly salient area of research.
• The impact of housing policies, zoning regulations, and land use planning decisions on housing affordability, gentrification, and urban sprawl is a critical concern for researchers studying housing and community development.
• The role of local governments in managing transportation systems, including public transit, roads, and infrastructure, and addressing traffic congestion, air pollution, and sustainable mobility is an important area of research.
• The impact of globalization and transnational networks on local governance structures, policy choices, and regulatory frameworks is an area of growing interest in the field of local government studies.
• The role of local governments in promoting cultural heritage preservation, tourism development, and creative industries is an emerging area of research at the intersection of culture, economy, and governance.
• Research on local government resilience and disaster management examines strategies for building community resilience, enhancing emergency response capabilities, and reducing vulnerability to natural and human-made hazards.
• The role of local governments in promoting social inclusion, equity, and diversity, including initiatives targeting marginalized groups, minority rights, and social justice, is a vital area of research.
• The impact of globalization and economic restructuring on local economies, including industrial decline, job loss, and economic inequality, is a pressing concern for researchers studying local economic development.
• The role of local governments in promoting civic engagement, participatory democracy, and grassroots activism is an important area of research aimed at strengthening democratic governance and citizen empowerment.
• Research on local government accountability mechanisms, including auditing, oversight, and transparency measures, seeks to ensure responsible and ethical governance practices at the local level.
• The impact of demographic changes, such as population aging, migration, and cultural diversity, on local government service provision, social cohesion, and community well-being, requires careful examination in local government studies.
• The politics of local government restructuring, including debates over municipal amalgamation, decentralization, and administrative reforms, are significant topics shaping the future of local governance systems.

•   ETD Home
• Faculty of Economics and Management Sciences
• Department of Public Administration
• Magister Administrationis - MAdmin

Local government as an enabler of local economic development: A case study of the Bulawayo city council

Collections

• Peoplefinder
• Schar School of Policy and Government

Public Policy Dissertations by Topic

• Public Policy Dissertations by Author
• Public Policy Dissertations by Graduation Date

Regional Development and Transportation

Technology, Science, and Innovation

Culture and Society

Organizational and Information Technology

Global and International Systems

Entrepreneurship

Population, Migration, and Public Policy

American Foreign and National Security Policy

Economic Policy

Energy and Environmental Policy

Research Topics & Ideas: Politics

100+ Politics-Related Research Ideas To Fast-Track Your Project

Finding and choosing a strong research topic is the critical first step when it comes to crafting a high-quality dissertation or thesis. If you’ve landed on this post, chances are you’re looking for a politics-related research topic , but aren’t sure where to start. Here, we’ll explore a variety of politically-related research ideas across a range of disciplines, including political theory and philosophy, comparative politics, international relations, public administration and policy.

NB – This is just the start…

The topic ideation and evaluation process has multiple steps . In this post, we’ll kickstart the process by sharing some research topic ideas. This is the starting point, but to develop a well-defined research topic, you’ll need to identify a clear and convincing research gap , along with a well-justified plan of action to fill that gap.

If you’re new to the oftentimes perplexing world of research, or if this is your first time undertaking a formal academic research project, be sure to check out our free dissertation mini-course. Also, be sure to sign up for our free webinar that explores how to find a high-quality research topic from scratch.

Overview: Politics-Related Topics

• Political theory and philosophy
• Comparative politics
• International relations
• Public administration
• Public policy
• Examples of politics-related dissertations

Topics & Ideas: Political Theory

• An analysis of the impact of feminism on political theory and the concept of citizenship in Saudi Arabia in the context of Vision 2030
• A comparative study of the political philosophies of Marxism and liberalism and their influence on modern politics
• An examination of how the Covid-19 pandemic affected the relationship between individual freedom and collective responsibility in political philosophy
• A study of the impact of race and ethnicity on French political philosophy and the concept of justice
• An exploration of the role of religion in political theory and its impact on secular democracy in the Middle East
• A Review of Social contract theory, comparative analysis of the political philosophies of Hobbes, Locke, and Rousseau
• A study of the concept of the common good in political philosophy and its relevance to the ongoing refugee crisis in Europe
• An examination of the relationship between political power and the rule of law in developing African countries
• A study of the impact of postmodernism on political theory and the concept of truth, a case study of the US
• An exploration of the role of virtue in political philosophy and its impact on the assessment of moral character in political leaders

Topics & Ideas: Comparative Politics

• A comparative study of different models of federalism and their impact on democratic governance: A case Study of South American federalist states
• The impact of ethnic and religious diversity on political stability and democracy in developing countries, a review of literature from Africa
• An analysis of the role of civil society in promoting democratic change in autocratic regimes: A case study in Sweden
• A comparative examination of the impact of globalization on political institutions and processes in South America and Africa.
• A study of the factors that contribute to successful democratization in authoritarian regimes, a review of the role of Elite-driven democratization
• A comparison of the political and economic systems of China and India and their impact on social development
• The impact of corruption on political institutions and democracy in South East Asia, a critical review
• A comparative examination of the impact of majoritarian representation (winner-take-all) vs proportional representation on political representation and governance
• An exploration of Multi-party systems in democratic countries and their impact on minority representation and policy-making.
• A study of the factors that contribute to successful decentralization and regional autonomy, a case study of Spain

Topics & Ideas: International Relations

• A comparative analysis of the effectiveness of diplomacy and military force in resolving international conflicts in Central Africa.
• The impact of globalization on the sovereignty of nation-states and the changing nature of international politics, a review of the role of Multinational Corporations
• An examination of the role of international aid organizations in promoting peace, security, and development in the Middle East.
• A study of the impact of economic interdependence on the likelihood of conflict in international relations: A critical review of weaponized interdependence
• A comparative analysis of the foreign policies of the EU and the US and their impact on international stability in Africa
• An exploration of the relationship between international human rights and national sovereignty during the Covid 19 pandemic
• A study of the role of decentralized autonomous organizations (DAO)s in international politics and their impact on state behaviour
• A comparative analysis of the effectiveness of international regimes in addressing global challenges such as climate change, arms control, and terrorism in Brazil
• An examination of the impact of the rise of BRICS on the international system and global governance
• A study of the role of ideology in shaping the foreign policies of states and the dynamics of international relations in the US

Tops & Ideas: Public Administration

• An analysis of the impact of digital technology on public administration and the delivery of public services in Estonia
• A review of models of public-private partnerships and their impact on the delivery of public services in Ghana
• An examination of the role of civil society organizations in monitoring and accountability of public administration in Papua New Guinea
• A study of the impact of environmentalism as a political ideology on public administration and policy implementation in Germany
• An exploration of the relationship between public administration and citizen engagement in the policy-making process, an exploration of gender identity concerns in schools
• A comparative analysis of the efficiency and effectiveness of public administration, decentralisation and pay and employment reform in developing countries
• A study of the role of collaborative leadership in public administration and its impact on organizational performance
• A systematic review of the challenges and opportunities related to diversity and inclusion in police services
• A study of the impact of corrupt public administration on economic development and regional growth in Eastern Europe
• An exploration of the relationship between public administration and civil rights and liberties, including issues related to privacy and surveillance, a case study in South Korea

Topics & Ideas: Public Policy

• An analysis of the impacts of public policy on income inequality and poverty reduction in South Sudan
• A comparative study of the effectiveness of legal and regulatory, economic and financial, and social and cultural instruments for addressing climate change in South Korea
• An examination of the role of interest groups in shaping public policy and the policy-making process regarding land-use claims
• A study of the impact of globalization on the development of public policies and programs for mitigating climate change in Singapore
• An exploration of the relationship between public policy and social justice in tertiary education in the UAE
• A comparative analysis of the impact of health policies for the management of diabetes on access to healthcare and health outcomes in developing countries
• Exploring the role of evidence-based policymaking in the design and implementation of public policies for the management of invasive invertebrates in Australia
• An examination of the challenges and opportunities of implementing educational dietary public policies in developing multicultural countries
• A study of the impact of public policies on urbanization and urban development in rural Indonesia
• An exploration of the role of media and public opinion in shaping public policy and the policy-making process in the transport industry of Malaysia

Examples: Politics Dissertations & Theses

While the ideas we’ve presented above are a decent starting point for finding a politics-related research topic, they are fairly generic and non-specific. So, it helps to look at actual dissertations and theses to see how this all comes together.

Below, we’ve included a selection of research projects from various politics-related degree programs to help refine your thinking. These are actual dissertations and theses, written as part of Master’s and PhD-level programs, so they can provide some useful insight as to what a research topic looks like in practice.

• We, the Righteous Few: Immoral Actions of Fellow Partisans are Judged as Less Possible (Varnam, 2020)
• Civilizing the State: Civil Society and the Politics of Primary Public Health Care Provision in Urban Brazil (Gibson, 2012)
• Political regimes and minority language policies: evidence from Taiwan and southeast Asia (Wu, 2021)
• The Feminist Third Wave: Social Reproduction, Feminism as Class Struggle, and Contemporary Women’s Movements (Angulo, 2019)
• The Politics of Immigration under Authoritarianism (Joo, 2019)
• The politics of digital platforms: Sour Dictionary, activist subjectivities, and contemporary cultures of resistance (Okten, 2019)
• Vote choice and support for diverse candidates on the Boston City Council At-Large (Dolcimascolo, 2022)
• The city agenda: local governance and national influence in the policy agenda, 1900-2020 (Shannon, 2022)
• Turf wars: who supported measures to criminalize homelessness in Austin, Texas? (Bompiedi, 2021)
• Do BITs Cause Opposition Between Investor Rights and Environmental Protection? (Xiong, 2022)
• Revealed corruption and electoral accountability in Brazil: How politicians anticipate voting behavior (Diaz, 2021)
• Intersectional Solidarity: The Political Consequences of a Consciousness of Race, Gender and Sexuality (Crowder, 2020)
• The Congressional Hispanic Caucus and the Coalitional Representation of Latinxs in the U.S. House of Representatives (Munoz, 2019)

Looking at these titles, you can probably pick up that the research topics here are quite specific and narrowly-focused , compared to the generic ones presented earlier. In other words, to create a top-notch research topic, you must be precise and target a specific context with specific variables of interest . In other words, you need to identify a clear, well-justified research gap.

Get 1:1 Help

If you’re still feeling a bit unsure about how to find a research topic for your dissertation or research project, check out our Topic Kickstarter service below.

You Might Also Like:

Interesting thesis.

I really appreciate your work which will greatly help me rethink on my topic

Please how can I get the full thesis?

Submit a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

• Print Friendly

2020 BLENDED GRADUATION CEREMONY LIVE STREAM Learn More

BSc Honours in Local Governance and Management Degree

Name of programme: bachelor of science honours in local governance and  management degree.

1.0 ENTRY REQUIREMENTS

Normal Entry: 5 ‘O’ level passes including English language, at least an E in Mathematics and any two relevant ‘A’ level passes.

Special Entry: Candidates who have attained Level 5 and 6 of the Zimbabwe National Qualifications Framework (ZNQF), awarded by a recognised university, college or institute.

Mature Entry: 5 ‘O’ level passes including English Language, at least an E in Mathematics and at least 5 years’ experience in Local Governance area. Candidates must be at least 25 years old.

• PROGRAMME CHARACTERISTICS

Area of study: Local Government Administration and Management, Decentralisation and  Devolved Governance, Financial Planning and Management, Human Capital Management, Local Government Law, Socio-Economic Rights, E-Governance, Leadership, Monitoring and Evaluation,  Innovation  and Change Management, Political Science and Governance, Development Studies, Sustainable Rural Livelihoods, Smart and Sustainable Cities, Project Management, Disaster and Risk Management,  Qualitative and Quantitative Research Methods  and Service Delivery.

Specialist Focus:  Research guided, inclusive and sustainable local governance system which underpins local and national economic development.

Orientation: Research, creativity and innovation and development oriented, professional and ethical leadership

Distinctive features: Programme seeks to produce innovative, creative   development oriented inclined professionals and pro-active, competent problem solvers and decision makers who are able to operate in a dynamic and constantly changing environment

• PROGRAMME DELIVERY

Lectures and tutorials (face to face as well as on-line), seminars, group work, work related learning, research project, individual independent study, field trips.

4.0 LEARNING OUTCOMES

On successful completion of this Programme the graduate will be able to:

• Demonstrate knowledge in Local Government Administration, Public Administration, Local Government Finance, Local Government Law, Management, Strategic Management, Project Planning, Local Economic Development, Service Delivery, Research and Development
• Demonstrate knowledge of the Local government system, its constitutional provisions and service delivery rights in Zimbabwe.
• Apply skills in Disaster and Risk Management, Monitoring and Evaluation, Strategic Management, Economics, public sector accounting, Local Government Research
• Use appropriate research methods, skills, and tools, to conduct research which leads to innovative and problem-solving in different contexts.
• Design codes of ethics, strategic plans, local economic development plans and project plans.
• Explain the role of local governance in promoting the realisation of socio- economic rights
• Understand policy issues, public relations, land management
• Explain politics and governance, human resources management and participatory planning.
• The number of modules taken by any student from outside the Department may be restricted.
• The offering of elective modules depends on the availability of staff and/or teaching loads available for staff.
• During Work Integrated Learning, the Department may transfer a student from one department to the other.
• The Department may use its discretion to deploy students to specific organisations for Work Integrated Learning thereby overriding students’ preferences and personal arrangements.

6.0 PROGRAMME ASSESSMENT

6.1 Continuous Assessment

Assignments, workshop reports, placement reports, seminar and group presentations, field visits reports, practical work, in-class tests, and any other relevant assessments constitutes 40% of the total examination mark.

6.2 Written Examinations

Students shall attempt a minimum of three questions in an examination, which constitute 60% of the examination total mark.

 6.3 Other

• Dissertation/research Project is assessed on the basis of a research project (75%) and Oral presentation (25%).
• Work Integrated Learning (WIL) is assessed based on student’s WIL Report (36%), assessment by work supervisor (48%) and assessment by Academic supervisor (36%).

7.0 PROVISION FOR PROGRESSION

7.1 Students shall earn at least 120 credits per level to be allowed to progress to the next level.

7.2 Students carrying over modules will be re-examined at the next regularly scheduled                    examinations normally taken at the next semester examination.

7.3 To successfully complete the programme, a student must have earned at least 384 credits.

• FAILURE TO SATISFY EXAMINERS

Students who fail to satisfy examiners within their examination period may be eligible for special examinations, retaking the failed module(s) at a later examination cycle, repeating the failed module(s) at a later semester, a discontinuation of studies (if they pass less than 25% of their modules), or withdrawing from the degree programme (if they have failed the same level of the programme twice).

• GRADING AND DEGREE CLASSIFICATION

The following grading and degree classification shall be adopted for all modules in this degree programme (this also applies to the overall degree classification upon completion):

75% and Above                       1                                            (First Class)

65%-74%                                2.1                               (Upper Second Class)

60%-64%                                2.2                               (Lower Second Class)

50%-59%                                 3                                 (Pass)

49% and Below                      Fail                                   –

10.0 DEGREE WEIGHTING

The weighting of the degree programme with respect to all levels is as follows:

Level 1                        10%

Level 2                        20%

Level 3                        30%

Level 4                        40%

11.0 PROGRAMME STRUCTURE

Level 1 Semester 1      

LGM 101 Introduction to Public Administration                                                      12

LGM 102 Legal Aspects of Local Governance                                                          12

LGM 103 Introduction to Political Science                                                                12

LGM 104 Decentralisation and Devolved Governance                                             12

Level 1 Semester 2

LGM 105 Local Government Accounting and Financial Reporting                         12

LGM 106 Rural Development and Sustainable Livelihoods                                     12

LGM 107 Local Governance Systems and Practices                                                 12

LGM 108 Local Government Human Capital Management                                     12

LGM 109 Traditional Leadership Systems and Local Governance                           12                     

Level 2 Semester 1

LGM 201 Disaster and Risk Management                                                                 12                                                   

LGM 202 Decentralised Planning and Project Management                                    12                           

LGM 203 Qualitative Research Methods                                                                            12

LGM 204 Urban Development and Sustainable Cities                                              12                                                                                                                                    

Level 2 Semester 2     

LGM 205 Quantitative Research Methods                                                                12

LGM 206 Local Government Finance                                                                       12

LGM 207 Public Policy                                                                                             12                           

LGM 208 E-Governance Management Information System                                     12                            

LGM 209 Local Government Management and Leadership                                     12                                                                                                                                                                   

LGM 300 Work Integrated Placement Report                                                           24

Level 3.2                                                                                                                   

LGM 301 Work Integrated Learning Report                                                             24

LGM 302 Work Integrated Learning Academic Supervisor Assessment                  18

LGM 303 Work Integrated Learning Work Supervisor’s Assessment                      18

Level 4 Semester 1    

LGM 401 Local Economic Development                                                                   12

LGM 402 Strategic Planning and Management                                                         12

LGM 403 Ethics in Local Governance                                                                      12

LGM 404 Housing Theory and Practice                                                                     12

Level 4 Semester 2     

LGM 406 Human Rights in Local Governance                                                          12                                               

LGM 409 Dissertation                                                                                                24

Total Credit Load                                                                                                    384

11.0 MODULE SYNOPSES

LGM 101 INTRODUCTION TO PUBLIC ADMINISTRATION

The module seeks to introduce students to the practice and study of public administration and policy. It introduces students to the historical, normative and institutional context of public administration in both developed and developing countries.

LGM 102 LEGAL ASPECTS OF LOCAL GOVERNANCE

The module focuses on the enabling legislation for Local Government.  It examines the principal and subsidiary statutes detailing local authority operations; powers and responsibilities.  The mandate conferred by the constitution and other laws to local government necessitate the knowledge, appreciation, application, implementation, enforcement and interpretation of constitutional provisions, various legal regulatory frameworks, legislation, statutory instruments, bye laws, customary law, case law and other sources or forms of the law.

LGM 103 INTRODUCTION TO POLITICAL SCIENCE

The module explores the discipline of Political Science as a “science” in the Social Studies with a focus on the study of processes, principles and structures of governments and political institutions. The module includes a discussion and comparison of political ideas, processes, theories, systems and policies. It also focuses on the analysis of political problems on a national and global level, as well as a definition of central concepts.

LGM 104 DECENTRALISATION AND DEVOLVED GOVERNANCE

The module explores the concept of decentralisation as a governance reform strategy. The various forms of decentralisation; deconcentration, delegation, devolution, privatisation and issues of fiscal decentralisation within the context of intergovernmental transfers, financial autonomy at sub national level and constitutional provisions underpinning devolved sub national governments in Zimbabwe and are discussed. The roles of sub national devolved government in the implementation of national development strategies and the attainment of vision 2030 are also discussed.

LGM 105 LOCAL GOVERNMENT ACCOUNTING AND FINANCIAL REPORTING

The focus of this module is on how Local government institutions manage public funds and how they sustain themselves financially. It explores the fundamental accounting and financial reporting concepts, standards, systems and procedures with special emphasis on International Public Sector Accounting Standards and the enabling national legislation.

LGM 106 RURAL DEVELOPMENT AND SUSTAINABLE LIVELIHOODS

The module introduces key themes in Rural Development, the defining characteristics, approaches, strategies, and how to keep abreast with green thinking practices in rural communities. The module will also focus on the Zimbabwean policies for sustainable rural development before and after independence. The module will focus on the dimensions of economic and social change in creating sustainable rural development. It seeks to develop understanding of the key issues and dilemmas of rural development.

LGM 107 LOCAL GOVERNANCE SYSTEMS AND PRACTICES

It looks at Local Governance as a part of the broad system of governance. It establishes connections and linkages to other levels of governance namely provincial, national, central, regional and global governance. The module deals with practice required in the local government sector and covers topics such as policies and procedures (by-laws, code of ethics, roles and responsibilities, hand books, records management, stores management); meetings (agenda setting, conduct of meetings, minute taking); communication (newsletters, speeches and press release, service charter and customer care).

LGM 108 LOCAL GOVERNMENT HUMAN CAPITAL MANAGEMENT

The module explores the human Capital practices in the Local Government sector. The module covers issues inclusive of, the evolution of human Capital discipline from Traditional Personnel Management, the HR legal framework in the Local Government sector, employee resourcing, human capital planning, reward management and motivation, performance management, human capital development among others issues.

LGM 109 TRADITIONAL LEADERSHIP SYSTEMS AND LOCAL GOVERNANCE

The module examines the Traditional leadership system, focusing on its role, succession issues and its place in Local Governance. The relevance of Traditional leaders in the promotion of development and the influence on democracy will be reviewed with the objective of positioning traditional leaders in the development discourse. A comparative analysis of traditional leadership systems in the region and beyond will cap this study in the process drawing lessons for improvement.

LGM 110 CIVIL SOCIETY AND LOCAL GOVERNANCE

This module identifies Civil Society Organisations (CSOs) and examines their roles in local governance. It focuses on the history of local government and CSOs relationship. It delves into opportunities and constraints on civic society.

LGM 201 DISASTER AND RISK MANAGEMENT

The major thrust of this module is on local governance apparatus in light of various forms of disaster and risk. The focus is on the preparedness, mitigation measures, prevention and management of disaster and risk. The module will focus on green thinking to coordinate the relationship between human beings and nature. One of the thrusts will be on the sustainable management of the environment so as to reduce the effects of disasters. This goes in line with the Sustainable Development Goals.

LGM 202 DECENTRALISED PLANNING AND PROJECT MANAGEMENT

The module focuses on planning elements for local governance. It looks at the planning process in local authorities, the types of plans and the relevant legislation that governs the planning process. Project identification, implementation, monitoring and evaluation aspects are looked at in detail. Project Management and monitoring discusses evaluation frameworks such as the Log frame matrix.

LGM 203 QUALITATIVE RESEARCH METHODS

The module offers an introduction to qualitative research methods, conceptualization, design, data collection and analysis with special focus on Local Government sector organizations. Areas such as theoretical paradigms and perspectives, scientific explanations and theory building, research strategies and data collection methods, methods of analysing qualitative data, quality criteria and synthesis are covered. The module also trains students on the use of computer packages for qualitative data analysis.

LGM 204 URBAN DEVELOPMENT AND SUSTAINABLE CITIES

The module introduces the concept and theories of urbanisation which are inclusive of modernisation, dependency, Migration model, urban bias theory, Social Darwinism, Historical materialism, Serote framework among others. The concept, theories, dimensions, criteria and frameworks of urban sustainability also are examined together with causes of urban sustainable development challenges. The module will incorporate eco-friendly practices and supporting technology into the urban environment in the quest to build sustainable cities in order to reverse global climate change. The module will focus on SDG 11 which focus on Sustainable cities and Development and how urban areas can adopt green practices.

LGM 205 QUANTITATIVE RESEARCH METHODS

The module trains students on the quantitative dimension of social science research. It covers the philosophical underpinnings of quantitative research, quantitative research questions, designs, data collection methods, probability sampling techniques, statistical analysis of data and hypothesis testing. The module also trains students on the use of computer packages for quantitative data analysis.

LGM 206 LOCAL GOVERNMENT FINANCE

This module focuses on how Local Authorities finance their activities, the significance of various revenue sources and sources of funding of Local Authorities, main expenditure drivers and laws governing public sector finances. The budgeting processes at local level are explored including the concept of participatory budgeting, and the role of different actors in the generation of local government revenue. The module thrust will also look at innovative ways to strengthen sustainable revenue generation strategies.

LGM 207 PUBLIC POLICY

This module exposes students to key models and frameworks for public policy-making, and the inter-relationships between policy formulation, policy execution, and policy evaluation. Emphasis is placed on citizen participation in the policy problem identification and definition phase, through to the policy agenda setting phase, and how these enhance stakeholder buy-in into the policy maintenance process.

LGM 208 E-GOVERNANCE MANAGEMENT INFORMATION SYSTEMS

The focus of E-Governance Management Information Systems is on the application of Information Communication Technologies (ICTs) to delivering  local government services, exchange of information, communication transactions, integration of various stand-alone systems and services between government-to-citizen (G2C), government-to-business (G2B), government-to-government (G2G), government-to-employees (G2E) as well as back office processes and interactions within the entire local government framework.

LGM 209 LOCAL GOVERNMENT MANAGEMENT AND LEADERSHIP

This module provides students an understanding on Management and Leadership and the challenges today’s Local Government Sector Leaders and Managers face. The module is broken into three major areas which are Management and Leadership theory (most important theories regarding Leadership and Management) and Management and Leadership practice (what Leaders and Managers actually have to do in order to lead and manage the Local Government sector) and finally how Managers and Leaders can be effective in the Local Government sector. 

LGM 210 PRINCIPLES OF MONITORING AND EVALUATION

This module introduces students to the concepts and principles, applied knowledge and practices of monitoring and evaluation (M&E) systems as they are utilised in Local Governance. It introduces module participants to the notion of M&E which includes the distinct and the complementary nature of the two, the concepts and practices of data collection, data documentation/management, data processing, analysis for M&E and reporting, and the adjustment of programme/project targets and directions.

LGM 300 WORK INTEGRATED LEARNING PLACEMENT REPORT

LGM 301 WORK INTEGRATED LEARNING REPORT

LGM 302 WORK INTEGRATED LEARNING ACADEMIC SUPERVISOR’S REPORT

LGM 303 WORK INTEGRATED LEARNING SUPERVISOR’S REPORT

Work Integrated Learning (WIL) is a purposeful, organised, administered, supervised and assessed educational activity that is required for the completion of the programme as it ensures the application of theoretical learning in the workplace. Students are expected to undergo WIL in the third year of the programme (two semesters) and produce a report at the end of the period. They are supposed to be assessed by the field (workplace) supervisor and academic supervisor. The minimum number of credits for this level shall be 120.

LGM 401 LOCAL ECONOMIC DEVELOPMENT

The module lays emphasis on local opportunities and the use of local resources for the development of its own economic potentials of how to create jobs, income, develop local infrastructure and enhance revenue sources for the local authority and its people. The module further focuses on the emerging role of Provincial and Metropolitan Councils in economic development and how they can create economically viable localities. In addition, the module explores how LED fits into the general planning processes in a local authority and discusses tools, approaches and strategies that local authorities can use for the development of their localities.

 LGM 402 STRATEGIC PLANNING AND MANAGEMENT

The thrust of this module is on organizational management. It examines the vision and mission statement, aims and objectives, plan of action, implementation and continuous monitoring and evaluation periodically for organizations to meet intended goals.

LGM403 ETHICS IN LOCAL GOVERNANCE

The module explores issues on ethics, theories of ethics, ethical dilemmas and their resolutions, corporate governance, corruption and the anti-corruption architecture are examined in the context of local governance. Students are further introduced to the best International ethics architecture models with the purpose of bench marking ethical structures, values and practices of the Zimbabwean local government sector against that of the global best practices.

LGM 404 HOUSING THEORY AND PRACTICE

This module focuses on human settlement in both rural and urban environments and approaches to rural and urban settlement provisions. Issues to do with resettlement before and after independence are explored. In the context of urban housing, policies and models of housing provision exploring opportunities and constraints in developing nations will be highlighted.

LGM 405 DEMOCRACY AND INCLUSIVE GOVERNANCE

The module is a response to section 264 2(a) of the Constitution of Zimbabwe Amendment (NO.20) of 2013 on devolution of governmental powers and responsibilities. The module explores the concept of democracy as it relates to Inclusive Governance. What makes Governance Inclusive is examined drawing on theoretical, practical and institutional aspects. Mechanisms currently used for creating Inclusive Local Governance are analysed together with factors that constrain or enable Inclusive Local Governance.

 LGM 406 HUMAN RIGHTS IN LOCAL GOVERNANCE

The module focuses on the role local governments play in the realisation of human rights. The different forms and functions as determined by the constitutional and legal systems of the State are explored. The provision of public services that address local needs and priorities related to the realisation of human rights at the local level is discussed. The module discusses concepts that include human rights education, awareness-raising and training for public officials at both the national and local government levels and the obligations of citizens are discussed.

LGS 407 INNOVATION AND CHANGE MANAGEMENT

The module provides students with the conceptual and theoretical frameworks and an understanding of the best practices related to developing, implementing and managing large and small scale innovations and change initiatives in the Local Government sector.  Students need skills and knowledge to be able to manage change and innovation in an ever-changing local government environment. Therefore, the module thrust will make students come up with innovative strategies to the dynamic environment.

LGM 408 SUB NATIONAL SERVICE DELIVERY MODELS AND STRATEGIES 

The module focuses on the social and economic aspects that should be included when considering issues of service delivery in various sectors.  A number of theoretical and practical questions will be raised in the context of relevant policies.  The module also explores the challenges faced in service provision and strategies that sub national governments can adopt to address the challenges. New approaches such as public private partnerships among others are discussed.

LGM 409 DISSERTATION

This is a double semester module where a student undertakes research in any local governance and Management related area under the guidance of an academic supervisor.

2020 BLENDED GRADUATION CEREMONY LIVE STREAM

Privacy overview.

• Browse Works
• Social & Management Sciences

Local Government Studies

Local government studies research papers/topics, promoting national development through the preventions of drug abuse among youths..

ABSTRACT The research topic was systematically introduced giving an insight into how to promote national development via the eradication of drug abuse. The adopted research method is Simple Random techniques was used in analyzing and presentation of data. A questionnaire and face to face interview was conducted in order to access credible information of the company. The sample size comprising of 100 people with 72% youth age range of the of Ife Central Local Government Area, ICLGA, Osun stat...

The Role of Personnel Management in Local Government Administration (A Case Study of Ifelodun Local Government Area of Kwara State)

TABLE OF CONTENTS TITLE PAGE APPROVAL PAGE DEDICATION ACKNOWLEDGEMENT TABLE OF CONTENTS CHAPTER ONE 1.1       Introduction 1.2       Aims and Objectives of the study 1.3       The scope and limitation of the study 1.4       Significance of the study 1.5       Research Methodology 1.6       Definition of terms used 1.7       Organization of the study References CHAPTER TWO 2.1       Literature review 2.2       Definitions of personnel mana...

Planning Implementation and Control in the Public Sector. (A Case Study of Kwara State Bureau of Economic Planning)

CHAPTER ONE 1.1 Introduction          The main essence at any development planning is to organize the priorities of government in such a way as to quicken the pace of development. With in the last two decades, most countries of the third world nation,  have drawn  up national development plans with the objective at accelerating the economic growth and the rate at which the standard of living of the populace can be raised in addition to sustaining an increased rate of economic grow...

The Impact Of Managerial Techniques On Productivity Capacity Of Nigerian Breweries Plc Aba (2004-2008)

Abstract   This research study is an assessment and evaluation of the impact of a managerial techniques on the productivity capacity of Nigerian Breweries Aba from 2004-2008. In order to carry out the assessment, specific research questions and objectives were defined to stimulate the conclusion of the work. The systems theory formed the theoretical framework to explain the influence of the external environment on the organization. The methodology applied to achieve the objectives of the s...

Resources Generation And Management In Public Institutions In Nigeria: A Case Study Of The Ministry For Local Government And Chieftaincy Affairs, Kogi State

ABSTRACT   Investigating resource generation and management in the ministry of local government, Kogi State; the study generated five research questions, two null and an alternative hypotheses. The hypotheses were tested using chi-square statistical method. After testing the hypotheses, it was discovered that effective resource generation and utilization has a significant relationship with the development of the local government areas in Kogi State. It was also revealed that poor utilizati...

Skill Acquisition As A Tool For Povert Reduction In Bayelsa State, Nigeria

ABSTRACT Successive Administration in Nigeria have been faced with the phenomenon of poverty and unemployment in Nigeria and various attempts have been made to tackle this problem. Bayelsa State is worst hit with this monster of unemployment and poverty in the state. This research is an attempt to evaluate the various measures put in place to eradicate poverty and the issue of unemployment in Bayelsa State. This research has X-rayed how skill acquisition was used as a tool for poverty reduct...

The Impact Of Staff Discipline And Control In An Organization: A Study Of Enugu State University Of Science And Technology (Esut), Enugu (2007-2015)

ABSTRACT Discipline and control are essential management principles that could be used as tools to enhance staff compliance to work standard, rules and regulations in order to achieve organizational goals. Recent studies on the causes of inefficiency, laxity and eye-service among Nigerian employees in the public organizations have been due to lack of discipline and control. Hence, the study investigated the impact of staff discipline and control in an organization with particular reference t...

Entrepreneurship And Sustainable Development In Enugu State Local Governments (2007-2014)

ABSTRACT This study examined entrepreneurship and sustainable development in Enugu State local governments. It also ascertained the impact of entrepreneurship on the sustainable development of Enugu state local governments as regards to diversification of the economy, utilization of local resources, dispersal of economic activities, wealth generation, improvement in rural infrastructure and living standards of the people, mobilization of savings etc. The research design was a combination of ...

Participation Of Women In Community Development In Nigeria: A Case Study Of Igbo Eze South Local Government Area, Enugu State

ABSTRACT This work studied women participation in community development with special emphasis on Igbo Eze South Local Government Area, Enugu State. The exercise was carried out due to the observed lag in women participation in community development all over the country. The work had four key objectives which it sought to realize. These include: to ascertain the barriers to women participation in agriculture within the local government, to ascertain the impact of low level of education on wom...

Control Mechanisms And The Management Of The Funds Of Local Governments In Nigeria: A Case Study Of Anambra State

ABSTRACT The role of the third-tier of government in societal development has become broader, deeper and even more sophisticated in the current dispensation. Thanks to the numerous reforms which have been visited on local government within the last few decades. In spite of this however, the performance of the third-tier so far in developing the society, more especially the grassroots has been quite unsatisfactory. It is in the light of this that this work dwelt on the control mechanisms and ...

Human Capital Development And Millennium Development Goals (Mdgs) In Rivers State; 2003 – 2008

ABSTRACT The study is about “Human Capital Development and the Millennium Development Goals in Rivers-State between 2003 – 2008”. The study was also embarked upon because of the state of human capital development in Rivers-state. The level of human capital development in the state is so poor inspite of the efforts government proclaim it is making. For this reason, the researcher tried to answer the unresolved questions of; (a) why is Rivers-state slow in development inspite of its much...

Problems And Prospects Of Local Government Autonomy In Nigeria: A Study Of Imo State Local Government System: (1976-2013)

ABSTRACT The ever-reoccurring need for a good evaluation of local government autonomy in Nigeria, its problems and prospects has always been a major problem confronting many researchers. The nature and structure of transactions or interactions between the three tiers of government determine the degree of their autonomy. The study investigates the problems and prospects of local government autonomy in Nigeria: A study of Imo State Local Government System. The study adopts the system theory as...

The Role Of Information And Communication Technology In Enhancing Administration In Power Holding Company Of Nigeria, Enugu.

ABSTRACT This research work appraises the role Information and Communications Technology (ICT) plays in enhancing administration in Power Holding Company of Nigeria, (PHCN), Enugu Electricity Distribution Company, Okpara Avenue. The major aim of this study is to identify how the attitudes, skill and knowledge of ICT by the staff of PHCN have enhanced their administrative capabilities and affected the efficiency and productivity of the company. And also to find out how much ICT has helped PHC...

Control mechanisms and the management of The funds of local governments in nigeria: a Case study of anambra state.

Women participation in rural development programmes: a case study of igbo-eze north local government area.

ABSTRACT Governments introduce certain rural development programmes to improve the living standard of women in the rural areas. This is on the belief that the rural areas would be better developed if the economic and social status of women are improved since this group constitutes the majority of the rural population. What is evident is that most often, the rural women fail to participate in the development programmes designed for them. The introduction, failure and replacement of Operation ...

Projects, thesis, seminars, research papers, termpapers topics in Local Government Studies. Local Government Studies projects, thesis, seminars and termpapers topic and materials

Popular Papers/Topics

Effect of procurement practices on service delivery, a case of vra, ghana, evaluation of the sudanese five year (2007-2011) national plan, housing pay schemes as a strategy to address housing shortages: a case of harare city council., challenges faced by local authorities in solid waste management: a case of beitbridge town council., the effects of urban sprawl on spatial planning a case of chitungwiza municipality, factors affecting the success of ngo interventions in social service provision for the rural poor communities in zimbabwe: case of luunga ward 1 in binga district., water and sanitation problems in urban local authorities in zimbabwe .the case study of epworth local board, budgetary constraints faced by local authorities in zimbabwe. the case of beitbridge town council, staff motivation and productivity in emenite limited, emene, enugu state (2008-2012)., good governance, democracy and leadership styles in africa.

Privacy Policy | Refund Policy | Terms | Copyright | © 2024, Afribary Limited. All rights reserved.

A .gov website belongs to an official government organization in the United States.

A lock ( ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites.

• About Adverse Childhood Experiences
• Risk and Protective Factors
• Program: Essentials for Childhood: Preventing Adverse Childhood Experiences through Data to Action
• Adverse childhood experiences can have long-term impacts on health, opportunity and well-being.
• Adverse childhood experiences are common and some groups experience them more than others.

What are adverse childhood experiences?

Adverse childhood experiences, or ACEs, are potentially traumatic events that occur in childhood (0-17 years). Examples include: 1

• Experiencing violence, abuse, or neglect.
• Witnessing violence in the home or community.
• Having a family member attempt or die by suicide.

Also included are aspects of the child’s environment that can undermine their sense of safety, stability, and bonding. Examples can include growing up in a household with: 1

• Substance use problems.
• Mental health problems.
• Instability due to parental separation.
• Instability due to household members being in jail or prison.

The examples above are not a complete list of adverse experiences. Many other traumatic experiences could impact health and well-being. This can include not having enough food to eat, experiencing homelessness or unstable housing, or experiencing discrimination. 2 3 4 5 6

Quick facts and stats

ACEs are common. About 64% of adults in the United States reported they had experienced at least one type of ACE before age 18. Nearly one in six (17.3%) adults reported they had experienced four or more types of ACEs. 7

Preventing ACEs could potentially reduce many health conditions. Estimates show up to 1.9 million heart disease cases and 21 million depression cases potentially could have been avoided by preventing ACEs. 1

Some people are at greater risk of experiencing one or more ACEs than others. While all children are at risk of ACEs, numerous studies show inequities in such experiences. These inequalities are linked to the historical, social, and economic environments in which some families live. 5 6 ACEs were highest among females, non-Hispanic American Indian or Alaska Native adults, and adults who are unemployed or unable to work. 7

ACEs are costly. ACEs-related health consequences cost an estimated economic burden of $748 billion annually in Bermuda, Canada, and the United States. 8

ACEs can have lasting effects on health and well-being in childhood and life opportunities well into adulthood. 9 Life opportunities include things like education and job potential. These experiences can increase the risks of injury, sexually transmitted infections, and involvement in sex trafficking. They can also increase risks for maternal and child health problems including teen pregnancy, pregnancy complications, and fetal death. Also included are a range of chronic diseases and leading causes of death, such as cancer, diabetes, heart disease, and suicide. 1 10 11 12 13 14 15 16 17

ACEs and associated social determinants of health, such as living in under-resourced or racially segregated neighborhoods, can cause toxic stress. Toxic stress, or extended or prolonged stress, from ACEs can negatively affect children’s brain development, immune systems, and stress-response systems. These changes can affect children’s attention, decision-making, and learning. 18

Children growing up with toxic stress may have difficulty forming healthy and stable relationships. They may also have unstable work histories as adults and struggle with finances, jobs, and depression throughout life. 18 These effects can also be passed on to their own children. 19 20 21 Some children may face further exposure to toxic stress from historical and ongoing traumas. These historical and ongoing traumas refer to experiences of racial discrimination or the impacts of poverty resulting from limited educational and economic opportunities. 1 6

Adverse childhood experiences can be prevented. Certain factors may increase or decrease the risk of experiencing adverse childhood experiences.

Preventing adverse childhood experiences requires understanding and addressing the factors that put people at risk for or protect them from violence.

Creating safe, stable, nurturing relationships and environments for all children can prevent ACEs and help all children reach their full potential. We all have a role to play.

• Merrick MT, Ford DC, Ports KA, et al. Vital Signs: Estimated Proportion of Adult Health Problems Attributable to Adverse Childhood Experiences and Implications for Prevention — 25 States, 2015–2017. MMWR Morb Mortal Wkly Rep 2019;68:999-1005. DOI: http://dx.doi.org/10.15585/mmwr.mm6844e1 .
• Cain KS, Meyer SC, Cummer E, Patel KK, Casacchia NJ, Montez K, Palakshappa D, Brown CL. Association of Food Insecurity with Mental Health Outcomes in Parents and Children. Science Direct. 2022; 22:7; 1105-1114. DOI: https://doi.org/10.1016/j.acap.2022.04.010 .
• Smith-Grant J, Kilmer G, Brener N, Robin L, Underwood M. Risk Behaviors and Experiences Among Youth Experiencing Homelessness—Youth Risk Behavior Survey, 23 U.S. States and 11 Local School Districts. Journal of Community Health. 2022; 47: 324-333.
• Experiencing discrimination: Early Childhood Adversity, Toxic Stress, and the Impacts of Racism on the Foundations of Health | Annual Review of Public Health ( annualreviews.org).
• Sedlak A, Mettenburg J, Basena M, et al. Fourth national incidence study of child abuse and neglect (NIS-4): Report to Congress. Executive Summary. Washington, DC: U.S. Department of Health an Human Services, Administration for Children and Families.; 2010.
• Font S, Maguire-Jack K. Pathways from childhood abuse and other adversities to adult health risks: The role of adult socioeconomic conditions. Child Abuse Negl. 2016;51:390-399.
• Swedo EA, Aslam MV, Dahlberg LL, et al. Prevalence of Adverse Childhood Experiences Among U.S. Adults — Behavioral Risk Factor Surveillance System, 2011–2020. MMWR Morb Mortal Wkly Rep 2023;72:707–715. DOI: http://dx.doi.org/10.15585/mmwr.mm7226a2 .
• Bellis, MA, et al. Life Course Health Consequences and Associated Annual Costs of Adverse Childhood Experiences Across Europe and North America: A Systematic Review and Meta-Analysis. Lancet Public Health 2019.
• Adverse Childhood Experiences During the COVID-19 Pandemic and Associations with Poor Mental Health and Suicidal Behaviors Among High School Students — Adolescent Behaviors and Experiences Survey, United States, January–June 2021 | MMWR
• Hillis SD, Anda RF, Dube SR, Felitti VJ, Marchbanks PA, Marks JS. The association between adverse childhood experiences and adolescent pregnancy, long-term psychosocial consequences, and fetal death. Pediatrics. 2004 Feb;113(2):320-7.
• Miller ES, Fleming O, Ekpe EE, Grobman WA, Heard-Garris N. Association Between Adverse Childhood Experiences and Adverse Pregnancy Outcomes. Obstetrics & Gynecology . 2021;138(5):770-776. https://doi.org/10.1097/AOG.0000000000004570 .
• Sulaiman S, Premji SS, Tavangar F, et al. Total Adverse Childhood Experiences and Preterm Birth: A Systematic Review. Matern Child Health J . 2021;25(10):1581-1594. https://doi.org/10.1007/s10995-021-03176-6 .
• Ciciolla L, Shreffler KM, Tiemeyer S. Maternal Childhood Adversity as a Risk for Perinatal Complications and NICU Hospitalization. Journal of Pediatric Psychology . 2021;46(7):801-813. https://doi.org/10.1093/jpepsy/jsab027 .
• Mersky JP, Lee CP. Adverse childhood experiences and poor birth outcomes in a diverse, low-income sample. BMC pregnancy and childbirth. 2019;19(1). https://doi.org/10.1186/s12884-019-2560-8.
• Reid JA, Baglivio MT, Piquero AR, Greenwald MA, Epps N. No youth left behind to human trafficking: Exploring profiles of risk. American journal of orthopsychiatry. 2019;89(6):704.
• Diamond-Welch B, Kosloski AE. Adverse childhood experiences and propensity to participate in the commercialized sex market. Child Abuse & Neglect. 2020 Jun 1;104:104468.
• Shonkoff, J. P., Garner, A. S., Committee on Psychosocial Aspects of Child and Family Health, Committee on Early Childhood, Adoption, and Dependent Care, & Section on Developmental and Behavioral Pediatrics (2012). The lifelong effects of early childhood adversity and toxic stress. Pediatrics, 129(1), e232–e246. https://doi.org/10.1542/peds.2011-2663
• Narayan AJ, Kalstabakken AW, Labella MH, Nerenberg LS, Monn AR, Masten AS. Intergenerational continuity of adverse childhood experiences in homeless families: unpacking exposure to maltreatment versus family dysfunction. Am J Orthopsych. 2017;87(1):3. https://doi.org/10.1037/ort0000133.
• Schofield TJ, Donnellan MB, Merrick MT, Ports KA, Klevens J, Leeb R. Intergenerational continuity in adverse childhood experiences and rural community environments. Am J Public Health. 2018;108(9):1148-1152. https://doi.org/10.2105/AJPH.2018.304598.
• Schofield TJ, Lee RD, Merrick MT. Safe, stable, nurturing relationships as a moderator of intergenerational continuity of child maltreatment: a meta-analysis. J Adolesc Health. 2013;53(4 Suppl):S32-38. https://doi.org/10.1016/j.jadohealth.2013.05.004 .

Adverse Childhood Experiences (ACEs)

ACEs can have a tremendous impact on lifelong health and opportunity. CDC works to understand ACEs and prevent them.

• rice university

Houstonians worried most about crime, housing, and economy, Kinder Institute study shows

HOUSTON, Texas (KTRK) -- Rice University released the 2024 Kinder Houston Area Survey on Monday, revealing much about how Houstonians feel about the region's past, present, and future.

More than 5,300 respondents participated in the survey's 43rd year, which chronicled the changes in southeast Texas and provided a blueprint for the future.

ABC13 learned Houstonians are really concerned about three key things: crime and safety, housing affordability, and the economy.

Despite crime going down since 2020, concerns about crime have risen.

With regard to housing affordability, one in five say it's their biggest concern, and Houston is now a majority-renter city at 60%.

Regarding the economy, 46% of Houstonians said they don't have enough money to cover a $400 emergency, which is up 4% in a year.

One other interesting note about our recent reporting on public education funding , 70% of those surveyed said public schools need more money. Most school districts in Harris County are underfunded.

It's important to note that the survey happened before the HPD scandal regarding the lack of personnel code and before the intense, damaging storms and flooding of the past month.

The survey's results are free to view on the Kinder Institute's website.

For updates on this story, follow Tom Abrahams on Facebook , X and Instagram .

Related Topics

• RICE UNIVERSITY
• AFFORDABLE HOUSING
• PUBLIC SCHOOL

Rice University

Climb, walk and party for lung health at Rice Stadium this Saturday

Houston's Rice University rises to Ivy League status on Forbes' list

Antisemitic crimes doubled in Houston from 2022 to 2023, data shows

City council expected to vote on new members of METRO board Wednesday

Top stories.

High-profile Harris Co. judge hasn't sat on the bench for weeks

High schoolers lend a hand to 70-year-old with fallen tree from storm

• 30 minutes ago

Kidnapping victim's wife outsmarts suspect, helps HPD make arrest

• 2 minutes ago

Law enforcement sees uptick in crime in areas impacted by severe storm

• 5 minutes ago

US Marshals search area between 2 Sugar Land neighborhoods: Police

• 35 minutes ago

SWAT enters SW Houston home searching for wanted suspect

• 33 minutes ago

Beekeeper denies claims of luring bees to candidate's tent in Pearland

Fewer Houston-area school closings post-storm are set for Wednesday

• 3 hours ago

share this!

May 21, 2024

This article has been reviewed according to Science X's editorial process and policies . Editors have highlighted the following attributes while ensuring the content's credibility:

fact-checked

trusted source

California's beaches are eroding: An expert explains how to save them

by Natalie Tso, University of California, Irvine

Southern California could lose many of its beaches in the coming decades. A recent study by the U.S. Geological Survey shows that up to two thirds of Southern California's beaches could disappear by 2100 if sea levels rise 3 to 6 feet, which according to the State of California Sea-Level Rise Guidance Document is likely.

The study is published in the Journal of Geophysical Research: Earth Surface .

The trend has already disrupted rail service and shaved beaches in the seaside village of San Clemente as seen near Cottons Point below.

Retreating coastlines threaten not only the Golden State's identity but also its economy. Visitor spending reached $135 billion in 2022 and beaches are one of California's most alluring charms.

UCI environmental engineering Professor Brett Sanders, an expert on coastal erosion and beach dynamics, explains the elements and solutions to this potential state crisis.

Why are beaches eroding in Southern California?

Human development has disrupted the natural processes that supply beaches with sand over the past century, including river flows and cliff erosion. Government programs to artificially nourish beaches have also slowed down over recent decades.

Which beaches are most in danger?

Beaches are in danger from Santa Barbara to San Diego. Orange County has been hit hard with erosion hot spots at Doheny, Capistrano, San Clemente, and San Onofre beaches. Beaches are also in danger in Santa Barbara, Ventura, Malibu, Oceanside and elsewhere.

What is the timeline for their potential erosion?

Erosion is already happening. Southern California beaches tend to shrink when we experience El Niño conditions, and Southern California beaches were hit hard by the 2014-2016 El Niño. With another El Niño developing right now in the central Pacific, the year ahead could be especially challenging.

How might future erosion affect homes and key infrastructure?

Miles and miles of the southern California coast are lined with housing, especially along coastal cliffs vulnerable to erosion and landslides. We've also built highways, railroads, water and waste infrastructure, and energy infrastructure right along the coast. A re-routing of the railroad between Orange County and San Diego is already underway and will cost billions. This winter we've seen several properties on cliffs get red-tagged after landslides.

How can this problem be resolved?

Restoring sand supplies will be a priority consideration for many communities, particularly those where supplies have been cut off because of human development. A bigger sand supply will help to minimize the erosive impacts of waves and rising tides while also providing a natural resource that can be enjoyed by the public. Sandy beaches are nature's way of gently dissipating the energy of ocean waves that crash into the coast, and in the absence of sand, more energy attacks the cliffs and terraces supporting infrastructure and housing.

Will taking sand from the ocean or other proposed areas lead to other environmental problems?

Beach nourishment has been used for decades across the U.S. and around the world, particularly in areas where tourism drives the economy, and engineers have developed best practices for beach nourishment to minimize negative ecosystem impacts. Sand nourishment can also help to restore coastal habitats in areas where natural sand-delivery processes are impaired.

On the other hand, there is a growing challenge of finding the supplies needed to meet the world's demand for sand. With rapid population growth and urbanization around the world, increased use of concrete has consumed many of the readily available sand supplies, and there has been illicit mining to harvest sands with devastating ecological impacts.

Government efforts to artificially nourish beaches slowed down in recent decades. Why is that?

In Southern California, nourishment was a convenient co-benefit of coastal development from the 1930s to the 1960s. Harbors and marinas were constructed over that time and generated dredged material that was placed along the coast to simultaneously widen beaches to meet the growing needs for beach recreation and tourism. In recent decades, nourishment projects have slowed down in California by the high costs of moving sand and permitting processes, which are onerous for coastal communities.

Nationwide, nourishment efforts continue at a high clip, particularly in states like Florida and New Jersey, but there are growing questions about when and where the use of government funds for beach nourishment is justified. Importantly, beaches are a major driver of tourism and contribute significantly to the federal, state and local taxes that fund government services, yet we don't make it a practice to put money back into our beaches.

How much would it cost to nourish Southern California's beaches?

The upcoming San Clemente project pencils out with an annual cost of around $2 million. That might seem like a big number but considering the enormous benefits of beaches (coastal access, recreation, tax revenue, healthy ecosystems) and comparing to the other costs that governments bear on an annual basis, greater investment into beaches could be cost effective for many communities.

Local activism

San Clemente recently launched a Bring Back Our Beaches campaign and produced a short film Running Out Of Time to raise awareness and support for beach nourishment programs. "The beach is personal to us," San Clemente Mayor Chris Duncan said, "it's part of who we are as Californians."

Sanders and his research group, the UCI Flood Lab, have developed advanced coastal dynamics simulation technologies through remote sensing to monitor sand movement and identify hot spots of sand depletion. This could help plan for mitigation efforts against further beach erosion.

Sanders' work and that of California State Parks and the County of Orange is making some headway. This summer, 45,000 cubic yards of Santa Ana River sand deposits will be sent to replenish 2,000 feet of the shore between Doheny State Beach and Capistrano Beach Park. The clean sand was collected during flood management efforts. Instead of the usual practice of moving it to construction projects or landfills, it's going where it will be enjoyed the most—on California's coast.

Provided by University of California, Irvine

Explore further

Feedback to editors

DNA analysis reveals that Jamestown Colony residents ate dogs with Indigenous ancestry

4 hours ago

Study shows COVID-related private funding had little effect in 2020 presidential election

6 hours ago

Neutrons open window to explore space glass

Researchers find unique adaptations of fungus associated with bee bread

7 hours ago

Highly sensitive fiber optic gyroscope senses rotational ground motion around active volcano

'Dusty' archives inspire new story about 1886 Charleston earthquake

Study finds widespread 'cell cannibalism' and related phenomena across tree of life

Detecting odors on the edge: Researchers decipher how insects smell more with less

New catalyst transforms carbon dioxide from industrial emissions into commonly used chemicals

Researchers use hydrogel chemistry and microfabrication to miniaturize and integrate components into bioelectronics

Relevant physicsforums posts, can a glass of water be filled to its edge.

5 hours ago

Mt. Vesuvius 1944 eruption light show -- Static electricity?

May 20, 2024

Pyramids built along dry river bed

May 18, 2024

The Secrets of Prof. Verschure's Rosetta Stones

May 16, 2024

A very puzzling rock or a pallasite / mesmosiderite or a nothing burger

May 8, 2024

M 4.8 - Whitehouse Station, New Jersey, US

More from Earth Sciences

Related Stories

Sand study shows new data to help manage Southern California's shrinking beaches

Feb 19, 2024

'The perfect storm': Hurricane Idalia leaves Florida beaches vulnerable to future inclement weather

Sep 13, 2023

Calif. state Sen. Blakespear says coastal railroad is at a climate crossroads

May 6, 2024

Following mega swell and storms, clean up in Southern California underway

Jan 3, 2024

Beach building is keeping the Atlantic Coast from going under

Jan 31, 2019

Can California's coastline be saved? Study shows up to 70% could be wiped out by 2100

May 30, 2023

Recommended for you

Tracking down toxic metals from tobacco smoke

8 hours ago

Research reveals that prehistoric seafloor pockmarks off the California coast are maintained by powerful sediment flows

14 hours ago

Alaska's rusting waters: Pristine rivers and streams turning orange

New 3D models reveal how warming climate affects underwater ocean tides

Let us know if there is a problem with our content.

Use this form if you have come across a typo, inaccuracy or would like to send an edit request for the content on this page. For general inquiries, please use our contact form . For general feedback, use the public comments section below (please adhere to guidelines ).

Please select the most appropriate category to facilitate processing of your request

Thank you for taking time to provide your feedback to the editors.

Your feedback is important to us. However, we do not guarantee individual replies due to the high volume of messages.

E-mail the story

Your email address is used only to let the recipient know who sent the email. Neither your address nor the recipient's address will be used for any other purpose. The information you enter will appear in your e-mail message and is not retained by Phys.org in any form.

Newsletter sign up

Get weekly and/or daily updates delivered to your inbox. You can unsubscribe at any time and we'll never share your details to third parties.

More information Privacy policy

Donate and enjoy an ad-free experience

We keep our content available to everyone. Consider supporting Science X's mission by getting a premium account.

E-mail newsletter

• Bibliography
• More Referencing guides Blog Automated transliteration Relevant bibliographies by topics
• Automated transliteration
• Relevant bibliographies by topics
• Referencing guides

Dissertations / Theses on the topic 'Local government - Zimbabwe - Harare'

Create a spot-on reference in apa, mla, chicago, harvard, and other styles.

Consult the top 23 dissertations / theses for your research on the topic 'Local government - Zimbabwe - Harare.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.

Dewar, Neil. "From Salisbury to Harare : the geography of public authority finance and practice under changing ideological circumstances." Doctoral thesis, University of Cape Town, 1988. http://hdl.handle.net/11427/17063.

Zindiye, Stanislous. "An empirical investigation into the factors affecting the performance of small and medium enterprises in the manufacturing sector of Harare, Zimbabwe." Thesis, University of Fort Hare, 2008. http://hdl.handle.net/10353/128.

Chigwata, Tinashe Calton. "The law and policy for provincial and local government in Zimbabwe: The potential to realise development, build democracy, and sustain peace." Thesis, University of the Western Cape, 2014. http://hdl.handle.net/11394/4336.

Kurebwa, Jeffrey. "Rural women's representation and participation in local governance in the Masvingo and Mashonaland central provinces of Zimbabwe." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020085.

Thondhlana, Gladman. "Land acquisition for and local livelihood implications of biofuel development in Zimbabwe." Rhodes University, 2016. http://hdl.handle.net/10962/49940.

Muchapondwa, Varaidzo Violet. "Examining the parameters of the powers of the Minister of Local Government to issue policy directives to urban local authorities in Zimbabwe in terms of section 313 of the Urban Councils Act." University of the Western Cape, 2014. http://hdl.handle.net/11394/4399.

Nsingo, Sipho A. M. "Assessing the performance of public sector institutions in Zimbabwe a case study approach /." Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-03302005-104625.

Marumahoko, Sylvester. "Testing the boundaries of Zimbabwe's fiscal decentralisation for urban councils." Thesis, University of the Western Cape, 2010. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_2655_1306474131.

There is a realisation that urbanisation has overstretched the ability and efforts of central governments to serve from the centre, thus, giving rise to the search for a robust decentralisation policy that vests urban local governments with some level of autonomy.1 It is in this context that decentralisation has become critical in order to sufficiently respond to the varied service delivery challenges brought about by increasing urbanisation. However, all efforts to capacitate urban councils through the process of decentralisation are futile if the urban local governments lack the necessary financial means to fulfil their responsibilities.

Chigwata, Tinashe. "The law and policy for provincial and local government in Zimbabwe: the potential to realise development, bulid democracy and sustain peace." University of the Western Cape, 2014. http://hdl.handle.net/11394/4405.

Chigwata, Tinashe. "A critical analysis of decentralization in Zimbabwe: focus on the position and role of a Provincial Governor." Thesis, University of the Western Cape, 2010. http://hdl.handle.net/11394/2627.

Dzinavatonga, Naison. "Community participation and project sustainability in rural Zimbabwe: the case of Sangwe communal lands." Thesis, University of Fort Hare, 2008. http://hdl.handle.net/10353/130.

Dauda, Carol L. "Meeting the requirements of a new localism, local government in sub-Saharan Africa, the case of Uganda and Zimbabwe." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0002/NQ41134.pdf.

Fayayo, Rodrick. "Local government duality and its discontents: Rural governance and contestations for power and influence between elected officials and traditional leaders in Matabeleland, Zimbabwe." University of the Western Cape, 2020. http://hdl.handle.net/11394/8153.

Machingauta, Naison. "A legal analysis of the appointment of caretakers to act as council in terms of Zimbabwe's section 80 of the Urban councils Act." Thesis, University of the Western Cape, 2009. http://hdl.handle.net/11394/2565.

Muchaku, Shadreck. "The involvement of Zimbabwe Central Government in municipal operations and its impact on service delivery: Harare municipal's experience." Diss., 2015. http://hdl.handle.net/11602/205.

Dube, Toanashe. "Systemic corruption in public enterprises in the Harare metropolitan area : a case study." Diss., 2011. http://hdl.handle.net/10500/4694.

Zhou, Samson Zigah. "Understanding the inter-relationships for the creation of a local land information system : the Zimbabwean local government experience at growth points." Thesis, 2000. http://hdl.handle.net/10413/5400.

Mahoso, Oscah. "Challenges facing Masvingo Local Council in implementation the Urban Councils ACT [Chapter 29: 15] of 1996 with regard to service delivery in Zimbabwe." Diss., 2015. http://hdl.handle.net/11602/207.

Chigwata, Tinashe Carlton. "A critical analysis of decentralization in Zimbabwe: focus on the position and role of a Provincial Governor." Thesis, 2010. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_9324_1306472440.

Provincial governors constituted an important part of the decentralization package unveiled in Zimbabwe in 1984 and 1985. The President appoints provincial governors among other duties, to coordinate development planning and implementation at the provincial level. This paper seeks to examine the appointment and role of a provincial governor and in that way establish the extent to which such appointment and role hinder or enhance representative and participatory democracy, accountability, devolution and empowerment, as ideals of decentralization. This contribution examines provincial governance in Zimbabwe as part of the local government system.

Zhou, Donald Chokuda. "An analysis of the role of civil society organisations in promoting good governance and development in Zimbabwe: the case of National Constitutional Assembly (NCA)." Diss., 2014. http://hdl.handle.net/10500/18768.

Tamukamoyo, Hamadziripi. "Survival in a collapsing economy: a case study of informal trading at a Zimbabwean flea market." Thesis, 2010. http://hdl.handle.net/10539/8166.

Machingauta, Naison. "A legal analysis of the appointment of caretakers to act as council in terms of Zimbabwe’s section 80 of the Urban councils Act." Thesis, 2009. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_8829_1306483246.

The monitoring and supervision of local government is usually done by central governments. However in some countries like South Africa where there three spheres of government the provincial executive is charged with the supervision of the local sphere of government. In Zimbabwe the monitoring and supervision of local government is done by the central government through the relevant Minister. This study will look at the appointment of a caretaker to act as council in terms of section 80 of the UCA. Although a similar provision exists in section 158 of the RDCA, it is section 80 that has been vigorously applied by the Minister in recent times and which has caused an outcry from urban local authorities.

Dekete, Winnie. "An investigation into the extent to which the Zimbabwean Government and civil society have implemented Millennium Development Goal Number 3 (gender equality and empowerment to women) : the case of Ward 33 of Mt Darwin District in Zimbabwe." Diss., 2014. http://hdl.handle.net/10500/13632.

• MyU : For Students, Faculty, and Staff

News Roundup Spring 2024

CEGE Spring Graduation Celebration and Order of the Engineer

Forty-seven graduates of the undergraduate and grad student programs (pictured above) in the Department of Civil, Environmental, and Geo- Engineering took part in the Order of the Engineer on graduation day. Distinguished Speakers at this departmental event included Katrina Kessler (MS EnvE 2021), Commissioner of the Minnesota Pollution Control Agency, and student Brian Balquist. Following this event, students participated in the college-wide Commencement Ceremony at 3M Arena at Mariucci. 

UNIVERSITY & DEPARTMENT

The University of Minnesota’s Crookston, Duluth, and Rochester campuses have been awarded the Carnegie Elective Classification for Community Engagement, joining the Twin Cities (2006, 2015) and Morris campuses (2015), and making the U of M the country’s first and only university system at which every individual campus has received this selective designation. Only 368 from nearly 4,000 qualifying U.S. universities and colleges have been granted this designation.

CEGE contributed strongly to the College of Science and Engineering’s efforts toward sustainability research. CEGE researchers are bringing in over $35 million in funded research to study carbon mineralization, nature and urban areas, circularity of water resources, and global snowfall patterns. This news was highlighted in the Fall 2023 issue of  Inventing Tomorrow  (pages 10-11). https://issuu.com/inventingtomorrow/docs/fall_2023_inventing_tomorrow-web

CEGE’s new program for a one-year master’s degree in structural engineering is now accepting applicants for Fall 2024. We owe a big thanks to DAN MURPHY and LAURA AMUNDSON for their volunteer work to help curate the program with Professor JIA-LIANG LE and EBRAHIM SHEMSHADIAN, the program director. Potential students and companies interested in hosting a summer intern can contact Ebrahim Shemshadian ( [email protected] ).

BERNIE BULLERT , CEGE benefactor and MN Water Research Fund founder, was profiled on the website of the University of Minnesota Foundation (UMF). There you can read more about his mission to share clean water technologies with smaller communities in Minnesota. Many have joined Bullert in this mission. MWRF Recognizes their Generous 2024 Partners. Gold Partners: Bernie Bullert, Hawkins, Inc., Minnesota Department of Health, Minnesota Pollution Control Agency, and SL-serco. Silver Partners: ISG, Karl and Pam Streed, Kasco, Kelly Lange-Haider and Mark Haider, ME Simpson, Naeem Qureshi, Dr. Paul H. Boening, TKDA, and Waterous. Bronze Partners: Bruce R. Bullert; Brenda Lenz, Ph.D., APRN FNP-C, CNE; CDM Smith; Central States Water Environment Association (CSWEA MN); Heidi and Steve Hamilton; Jim “Bulldog” Sadler; Lisa and Del Cerney; Magney Construction; Sambatek; Shannon and John Wolkerstorfer; Stantec; and Tenon Systems.

After retiring from Baker-Tilly,  NICK DRAGISICH  (BCE 1977) has taken on a new role: City Council member in Lake Elmo, Minnesota. After earning his BCE from the University of Minnesota, Dragisich earned a master’s degree in business administration from the University of St. Thomas. Dragisich retired in May from his position as managing director at Baker Tilly, where he had previously served as firm director. Prior to that, he served as assistant city manager in Spokane, Washington, was the city administrator and city engineer in Virginia, Minnesota, and was mayor of Chisholm, Minnesota—all adding up to more than 40 years of experience in local government. Dragisich was selected by a unanimous vote. His current term expires in December 2024.

PAUL F. GNIRK  (Ph.D. 1966) passed away January 29, 2024, at the age of 86. A memorial service was held Saturday, February 24, at the South Dakota School of Mines and Technology (SDSM&T), where he started and ended his teaching career, though he had many other positions, professional and voluntary. In 2018 Paul was inducted into the SDSM&T Hardrocker Hall of Fame, and in 2022, he was inducted into the South Dakota Hall of Fame, joining his mother Adeline S. Gnirk, who had been inducted in 1987 for her work authoring nine books on the history of south central South Dakota.

ROGER M. HILL  (BCE 1957) passed away on January 13, 2024, at the age of 90. His daughter, Kelly Robinson, wrote to CEGE that Roger was “a dedicated Gopher fan until the end, and we enjoyed many football games together in recent years. Thank you for everything.”

KAUSER JAHAN  (Ph.D. 1993, advised by Walter Maier), PE, is now a civil and environmental engineering professor and department head at Henry M. Rowan College of Engineering. Jahan was awarded a 3-year (2022- 2025), $500,000 grant from the U.S. Department of Environmental Protection Agency (USEPA). The grant supports her project, “WaterWorks: Developing the New Generation of Workforce for Water/Wastewater Utilities,” for the development of educational tools that will expose and prepare today’s students for careers in water and wastewater utilities.

SAURA JOST  (BCE 2010, advised by Timothy LaPara) was elected to the St. Paul City Council for Ward 3. She is part of the historic group of women that make up the nation’s first all-female city council in a large city.

The 2024 ASCE Western Great Lakes Student Symposium combines several competitions for students involved in ASCE. CEGE sent a large contingent of competitors to Chicago. Each of the competition groups won awards: Ethics Paper 1st place Hans Lagerquist; Sustainable Solutions team 1st place overall in (qualifying them for the National competition in Utah in June); GeoWall 2nd place overall; Men’s Sprint for Concrete Canoe with rowers Sakthi Sundaram Saravanan and Owen McDonald 2nd place; Product Prototype for Concrete Canoe 2nd place; Steel Bridge (200 lb bridge weight) 2nd place in lightness; Scavenger Hunt 3rd place; and Aesthetics and Structural Efficiency for Steel Bridge 4th place.

Students competing on the Minnesota Environmental Engineers, Scientists, and Enthusiasts (MEESE) team earned second place in the Conference on the Environment undergraduate student design competition in November 2023. Erin Surdo is the MEESE Faculty Adviser. Pictured are NIKO DESHPANDE, ANNA RETTLER, and SYDNEY OLSON.

The CEGE CLASS OF 2023 raised money to help reduce the financial barrier for fellow students taking the Fundamentals of Engineering exam, a cost of $175 per test taker. As a result of this gift, they were able to make the exam more affordable for 15 current CEGE seniors. CEGE students who take the FE exam pass the first time at a rate well above national averages, demonstrating that CEGE does a great job of teaching engineering fundamentals. In 2023, 46 of 50 students passed the challenging exam on the first try.

This winter break, four CEGE students joined 10 other students from the College of Science and Engineering for the global seminar, Design for Life: Water in Tanzania. The students visited numerous sites in Tanzania, collected water source samples, designed rural water systems, and went on safari. Read the trip blog: http://globalblogs.cse.umn.edu/search/label/Tanzania%202024

Undergraduate Honor Student  MALIK KHADAR  (advised by Dr. Paul Capel) received honorable mention for the Computing Research Association (CRA) Outstanding Undergraduate Research Award for undergraduate students who show outstanding research potential in an area of computing research.

GRADUATE STUDENTS

AKASH BHAT  (advised by William Arnold) presented his Ph.D. defense on Friday, October 27, 2023. Bhat’s thesis is “Photolysis of fluorochemicals: Tracking fluorine, use of UV-LEDs, and computational insights.” Bhat’s work investigating the degradation of fluorinated compounds will assist in the future design of fluorinated chemicals such that persistent and/or toxic byproducts are not formed in the environment.

ETHAN BOTMEN  (advised by Bill Arnold) completed his Master of Science Final Exam February 28, 2024. His research topic was Degradation of Fluorinated Compounds by Nucleophilic Attack of Organo-fluorine Functional Groups.

XIATING CHEN , Ph.D. Candidate in Water Resources Engineering at the Saint Anthony Falls Laboratory is the recipient of the 2023 Nels Nelson Memorial Fellowship Award. Chen (advised by Xue Feng) is researching eco-hydrological functions of urban trees and other green infrastructure at both the local and watershed scale, through combined field observations and modeling approaches.

ALICE PRATES BISSO DAMBROZ  has been a Visiting Student Researcher at the University of Minnesota since last August, on a Doctoral Dissertation Research Award from Fulbright. Her CEGE advisor is Dr. Paul Capel. Dambroz is a fourth year Ph.D. student in Soil Science at Universidade Federal de Santa Maria in Brazil, where she studies with her adviser Jean Minella. Her research focuses on the hydrological monitoring of a small agricultural watershed in Southern Brazil, which is located on a transition area between volcanic and sedimentary rocks. Its topography, shallow soils, and land use make it prone to runoff and erosion processes.

Yielding to people in crosswalks should be a very pedestrian topic. Yet graduate student researchers  TIANYI LI, JOSHUA KLAVINS, TE XU, NIAZ MAHMUD ZAFRI  (Dept.of Urban and Regional Planning at Bangladesh University of Engineering and Technology), and Professor Raphael Stern found that drivers often do not yield to pedestrians, but they are influenced by the markings around a crosswalk. Their work was picked up by the  Minnesota Reformer.

TIANYI LI  (Ph.D. student advised by Raphael Stern) also won the Dwight David Eisenhower Transportation (DDET) Fellowship for the third time! Li (center) and Stern (right) are pictured at the Federal Highway Administration with Latoya Jones, the program manager for the DDET Fellowship.

The Three Minute Thesis Contest and the Minnesota Nice trophy has become an annual tradition in CEGE. 2023’s winner was  EHSANUR RAHMAN , a Ph.D. student advised by Boya Xiong.

GUANJU (WILLIAM) WEI , a Ph.D. student advised by Judy Yang, is the recipient of the 2023 Heinz G. Stefan Fellowship. He presented his research entitled Microfluidic Investigation of the Biofilm Growth under Dynamic Fluid Environments and received his award at the St. Anthony Falls Research Laboratory April 9. The results of Wei's research can be used in industrial, medical, and scientific fields to control biofilm growth.

BILL ARNOLD  stars in an award-winning video about prairie potholes. The Prairie Potholes Project film was made with the University of Delaware and highlights Arnold’s NSF research. The official winners of the 2024 Environmental Communications Awards Competition Grand Prize are Jon Cox and Ben Hemmings who produced and directed the film. Graduate student Marcia Pacheco (CFANS/LAAS) and Bill Arnold are the on-screen stars.

Four faculty from CEGE join the Center for Transportation Studies Faculty and Research Scholars for FY24–25:  SEONGJIN CHOI, KETSON ROBERTO MAXIMIANO DOS SANTOS, PEDRAM MORTAZAVI,  and  BENJAMIN WORSFOLD . CTS Scholars are drawn from diverse fields including engineering, planning, computer science, environmental studies, and public policy.

XUE FENG  is coauthor on an article in  Nature Reviews Earth and Environment . The authors evaluate global plant responses to changing rainfall regimes that are now characterized by fewer and larger rainfall events. A news release written at Univ. of Maryland can be found here: https://webhost.essic. umd.edu/april-showers-bring-mayflowers- but-with-drizzles-or-downpours/ A long-running series of U of M research projects aimed at improving stormwater quality are beginning to see practical application by stormwater specialists from the Twin Cities metro area and beyond. JOHN GULLIVER has been studying best practices for stormwater management for about 16 years. Lately, he has focused specifically on mitigating phosphorous contamination. His research was highlighted by the Center for Transportation Studies.

JIAQI LI, BILL ARNOLD,  and  RAYMOND HOZALSKI  published a paper on N-nitrosodimethylamine (NDMA) precursors in Minnesota rivers. “Animal Feedlots and Domestic Wastewater Discharges are Likely Sources of N-Nitrosodimethylamine (NDMA) Precursors in Midwestern Watersheds,” Environmental Science and Technology (January 2024) doi: 10.1021/acs. est.3c09251

ALIREZA KHANI  contributed to MnDOT research on Optimizing Charging Infrastructure for Electric Trucks. Electric options for medium- and heavy-duty electric trucks (e-trucks) are still largely in development. These trucks account for a substantial percentage of transportation greenhouse gas emissions. They have greater power needs and different charging needs than personal EVs. Proactively planning for e-truck charging stations will support MnDOT in helping to achieve the state’s greenhouse gas reduction goals. This research was featured in the webinar “Electrification of the Freight System in Minnesota,” hosted by the University of Minnesota’s Center for Transportation Studies. A recording of the event is now available online.

MICHAEL LEVIN  has developed a unique course for CEGE students on Air Transportation Systems. It is the only class at UMN studying air transportation systems from an infrastructure design and management perspective. Spring 2024 saw the third offering of this course, which is offered for juniors, seniors, and graduate students.

Research Professor  SOFIA (SONIA) MOGILEVSKAYA  has been developing international connections. She visited the University of Seville, Spain, November 13–26, 2023, where she taught a short course titled “Fundamentals of Homogenization in Composites.” She also met with the graduate students to discuss collaborative research with Prof. Vladislav Mantic, from the Group of Continuum Mechanics and Structural Analysis at the University of Seville. Her visit was a part of planned activities within the DIAGONAL Consortium funded by the European Commission. CEGE UMN is a partner organization within DIAGONAL, represented by CEGE professors Mogilevskaya and Joseph Labuz. Mantic will visit CEGE summer 2024 to follow up on research developments and discuss plans for future collaboration and organization of short-term exchange visits for the graduate students from each institution. 

DAVID NEWCOMB  passed away in March. He was a professor in CEGE from 1989–99 in the area of pavement engineering. Newcomb led the research program on asphalt materials characterization. He was the technical director of Mn/ROAD pavement research facility, and he started an enduring collaboration with MnDOT that continues today. In 2000, he moved from Minnesota to become vice-president for Research and Technology at the National Asphalt Pavement Association. Later he moved to his native Texas, where he was appointed to the division head of Materials and Pavement at the Texas A&M Transportation Institute, a position from which he recently retired. He will be greatly missed.

PAIGE NOVAK  won Minnesota ASCE’s 2023 Distinguished Engineer of the Year Award for her contributions to society through her engineering achievements and professional experiences.

The National Science Foundation (NSF) announced ten inaugural (NSF) Regional Innovation Engines awards, with a potential $1.6 billion investment nationally over the next decade. Great Lakes ReNEW is led by the Chicago-based water innovation hub,  Current,  and includes a team from the University of Minnesota, including PAIGE NOVAK. Current will receive $15 mil for the first two years, and up to $160 million over ten years to develop and grow a water-focused innovation engine in the Great Lakes region. The project’s ambitious plan is to create a decarbonized circular “blue economy” to leverage the region’s extraordinary water resources to transform the upper Midwest—Illinois, Indiana, Michigan, Minnesota, Ohio, and Wisconsin. Brewing one pint of beer generates seven pints of wastewater, on average. So what can you do with that wastewater?  PAIGE NOVAK  and her team are exploring the possibilities of capturing pollutants in wastewater and using bacteria to transform them into energy.

BOYA XIONG  has been selected as a recipient of the 2024 40 Under 40 Recognition Program by the American Academy of Environmental Engineers and Scientists. The award was presented at the 2024 AAEES Awards Ceremony, April 11, 2024, at the historic Howard University in Washington, D.C. 

JUDY Q. YANG  received a McKnight Land-Grant Professorship Award. This two-year award recognizes promising assistant professors and is intended to advance the careers of individuals who have the potential to make significant contributions to their departments and their scholarly fields. 

Professor Emeritus CHARLES FAIRHURST , his son CHARLES EDWARD FAIRHURST , and his daughter MARGARET FAIRHURST DURENBERGER were on campus recently to present Department Head Paige Novak with a check for $25,000 for the Charles Fairhurst Fellowship in Earth Resources Engineering in support of graduate students studying geomechanics. The life of Charles Fairhurst through a discussion with his children is featured on the Engineering and Technology History Wiki at https://ethw.org/Oral-History:Charles_Fairhurst#00:00:14_INTRODUCTION

Related news releases

• Matthew J. Huber Student Award
• Catherine French, NAE
• Climate Change for Engineers
• Focused on the Road Ahead
• Randal Barnes receives Horace T Morace Award
• Future undergraduate students
• Future transfer students
• Future graduate students
• Future international students
• Diversity and Inclusion Opportunities
• Learn abroad
• Living Learning Communities
• Mentor programs
• Programs for women
• Student groups
• Visit, Apply & Next Steps
• Information for current students
• Departments and majors overview
• Departments
• Undergraduate majors
• Graduate programs
• Integrated Degree Programs
• Additional degree-granting programs
• Online learning
• Academic Advising overview
• Academic Advising FAQ
• Academic Advising Blog
• Appointments and drop-ins
• Academic support
• Commencement
• Four-year plans
• Honors advising
• Policies, procedures, and forms
• Career Services overview
• Resumes and cover letters
• Jobs and internships
• Interviews and job offers
• CSE Career Fair
• Major and career exploration
• Graduate school
• Collegiate Life overview
• Scholarships
• Diversity & Inclusivity Alliance
• Anderson Student Innovation Labs
• Information for alumni
• Get engaged with CSE
• Upcoming events
• CSE Alumni Society Board
• Alumni volunteer interest form
• Golden Medallion Society Reunion
• 50-Year Reunion
• Alumni honors and awards
• Outstanding Achievement
• Alumni Service
• Distinguished Leadership
• Honorary Doctorate Degrees
• Nobel Laureates
• Alumni resources
• Alumni career resources
• Alumni news outlets
• CSE branded clothing
• International alumni resources
• Inventing Tomorrow magazine
• Update your info
• CSE giving overview
• Why give to CSE?
• College priorities
• Give online now
• External relations
• Giving priorities
• CSE Dean's Club
• Donor stories
• Impact of giving
• Ways to give to CSE
• Matching gifts
• CSE directories
• Invest in your company and the future
• Recruit our students
• Connect with researchers
• K-12 initiatives
• Diversity initiatives
• Research news
• Give to CSE
• CSE priorities
• Corporate relations
• Information for faculty and staff
• Administrative offices overview
• Office of the Dean
• Academic affairs
• Finance and Operations
• Communications
• Human resources
• Undergraduate programs and student services
• CSE Committees
• CSE policies overview
• Academic policies
• Faculty hiring and tenure policies
• Finance policies and information
• Graduate education policies
• Human resources policies
• Research policies
• Research overview
• Research centers and facilities
• Research proposal submission process
• Research safety
• Award-winning CSE faculty
• National academies
• University awards
• Honorary professorships
• Collegiate awards
• Other CSE honors and awards
• Staff awards
• Performance Management Process
• Work. With Flexibility in CSE
• K-12 outreach overview
• Summer camps
• Outreach events
• Enrichment programs
• Field trips and tours
• CSE K-12 Virtual Classroom Resources
• Educator development
• Sponsor an event