John J. DiIulio - Böcker

The federal courts are now heavily involved in the reform of prisons in the US. This collection of analyses by noted criminologists provides a much needed look at the consequences of such judicial intervention. In his introduction and conclusion, John DiIulio discusses the general points to be drawn, proposes an agenda for further research, and offers policy recommendations.

The federal courts are now heavily involved in the reform of prisons in the US. This collection of analyses by noted criminologists provides a much needed look at the consequences of such judicial intervention. In his introduction and conclusion, John DiIulio discusses the general points to be drawn, proposes an agenda for further research, and offers policy recommendations.

"Do you know if you are going to heaven?" Shortly after being appointed the first Director of Faith-Based and Community Initiatives--the "faith czar"--John J. DiIulio Jr. was asked this question. Suddenly DiIulio, a Catholic Democrat who pioneered programs for inner-city children, was acutely aware that he was no longer a private citizen who might have humored the television evangelist standing before him. Now he was, as he recalls in his introduction--"responsible for assisting the president in faithfully upholding the Constitution ...and faithfully acting in the public interest without regard to religious identities." Using his brief tenure in the George W. Bush administration as a springboard, this lively, informative, and entertaining book leaps into the ongoing debate over whether as a nation America is Christian or secular and to what degree church-state separation is compelled by the Constitution. Avoiding political pieties, DiIulio makes an impassioned case for a middle way. Written by a leading political scholar, Godly Republic offers a fast-paced, faith-inspired, and fact-based approach to enhancing America's civic future for one and all.

Nearly everyone agrees that the nation's health care system needs to be reformed. By mid-1994 over a half-dozen major reform plans were under consideration in Congress. But beyond the political challenge of passing a reform package lies an even bigger challenge—how to make health reform work!Critics of the Clinton plan have charged that it's too complex and doomed to administrative failure. Are they right? The nation's health care finance and delivery systems are already immensely complex and problem-ridden. Is it possible to achieve meaningful reforms without adopting new administrative strategies and structures that are equally complex? What role do the states now play in administering the nation's health care system? Is it possible to design administrative success into national health reform plans from the start?Produced in close consultation with state health care officials from all around the country, this important volume offers practical and timely recommendations for how to make health reform work. It addresses the central implementation, management, and federalism dimensions of reform. Chapters by some of the country's leading health policy and public management experts explore the administrative challenges of reform as they relate to health alliances, cost containment, quality of care, medical education and training, and other key issues. They discuss various working principles for developing an administratively sound health reform policy.The contributors are Lawrence D. Brown and Michael Sparer, Columbia University; Gerald Garvey, Princeton University; Donald F. Kettl, University of Wisconsin-Madison; James R. Tallon, United Hospital Fund; James W. Fossett and Frank J. Thompson, State University of New York, Albany.

The nation's federal, state, and local public service is in deep trouble. Not even the most talented, dedicated, well-compensated, well-trained, and well-led public servants can serve the public well if they must operate under perverse personnel and procurement regulations that punish innovation and promote inefficiency. Many attempts have been made to determine administrative problems in the public service and come up with viable solutions. Two of the most important—the 1990 report of the National Commission on the Public Service, led by former Federal Reserve chairman Paul A. Volcker, and the 1993 report of the National Commission on the State and Local Public Service, led by former Mississippi Governor William F. Winter—recommended ""deregulating the public service.""Deregulating the public service essentially means altering or abolishing personnel and procurement regulations that deplete government workers' creativity, reduce their productivity, and make a career in public service unattractive to many talented, energetic, and public-spirited citizens. But will it work? With the benefit of a historical perspective on the development of American public service from the days of the progressives to the present, the contributors to this book argue that deregulating the public service is a necessary but insufficient condition for much of the needed improvement in governmental administration. Avoiding simple solutions and quick fixes for long-standing ills, they recommend new and large-scale experiments with deregulating the public service at all levels of government.In addition to editor John DiIulio, the contributors are Paul A. Volcker, former chairman of the Federal Reserve, now at Princeton University; former Mississippi Governor William F. Winter; Gerald J. Garvey, Princeton; John P. Burke, University of Vermont; Melvin J. Dubnick, Rutgers; Constance Horner, former director of the Federal Office of Personnel Management, now at Brookings; Mark Alan Hughes, Harvard; Steven Kelman, Harvard; Donald F. Kettl, University of Wisconsin at Madison; Mark H. Moore, Harvard; Richard P. Nathan, State University of New York at Albany; Neal R. Peirce, The National Review; and James Q. Wilson, UCLA.

The Clinton administration's National Performance Review of the federal government (also called the Reinventing Government Initiative) is the eleventh effort this century to improve the executive branch and reform the federal service. Most previous efforts have faltered. How can present and future recommendations avoid the same fate?This book provides practical and timely guidance to those trying to improve government performance. The focus of successful attempts, the authors argue, should be sustained evolution, not bursts of invention aimed at sweeping transformation. Specific proposals address ways to change government over the long term, ways to streamline bureaucracy, attract more resourceful and innovative workers, and make agencies more responsive to their customers, the citizens.

More than two hundred years have passed since the Constitution was written, yet Americans still cannot make up their minds whether religion is primarily private, public, or a combination of the two. This collection of essays explores the unsettled—and often unsettling—question of organized religion's role in contemporary public life. Richard N. Ostling reviews religious belief and practice in the United States in a survey of the ever-changing religious landscape, while Robert J. Blendon and others compare the political, moral, and religious values of the 1960s with those of the 1990s. Patrick Glynn and Alan Wolfe examine different religious responses to the recent presidential scandal, and James Q. Wilson, John J. DiIulio Jr., and Ram Cnaan examine the rise of faith-based social programs, including the shift of private funds to social service providers, the role of black churches in the inner city, and social and community work by urban religious congregations. Additional contributors include Taylor Branch, Kurt Schmoke, Cal Thomas, and Peter Wehner.

This book provides the first independent assessment of the Clinton administration's ""reinventing government"" plan after a year of effort. What has the reinvention machine produced? Where does it most need to be oiled and adjusted? And has it truly changed the way the federal government conducts its business? The authors of Improving Government Performance: An Owner's Manual (Brookings, 1993) join with other public management experts for a look at both the practice and theory of reinventing government. In examining the movement's driving ideas, relationships with the government's workforce, and connections with the broader political community, they take stock of the boldest governmental reform movement in a generation.The authors assert that Vice President Gore's National Performance Review has sparked remarkable innovations by operating managers in federal agencies. The NPR, however, has unleashed broad changes throughout the federal government without building the new capacity in the Executive Office of the President required to manage the changing burdens of federal programs. The book appraises the many positive management reforms that federal managers have created, assesses the central political and administrative support that the White House must provide if the NPR is to be successful in the long run, and examines the lessons about the president's role in governmental management that the NPR's experiment in decentralized administration teaches.The contributors are Carolyn Ban, State University of New York (SUNY), Albany; Christopher H. Foreman, Jr., Brookings; Gerald Garvey, Princeton; Constance Horner, Brookings; and Beryl Radin, SUNY, Albany.Donald F. Kettl, professor and associate director at the LaFollette Institute of Public Affairs, University of Wisconsin-Madison, is the author of Sharing Power: Public Governance and Private Markets (Brookings, 1993) and coauthor of Civil Service Reform: Building a Government That Works (Brookings, 1996). John J. DiIulio, Jr., professor of politics and public affairs at Princeton University and a nonresident senior fellow at Brookings, is the editor of Deregulating the Public Service: Can Government Be Improved? (Brookings, 1994) and coauthor of Body Count: Moral Povery... and How to Win America's War Against Crime and Drugs (Simon Schuster, 1996).