ÐÏà¡±á>þÿ WYþÿÿÿVÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿì¥Á€ ðR¿bjbj´V´V2*Ö<Ö< ÿÿÿÿÿÿ·²²þþþþþÿÿÿÿ8JfoK4zzzzz®ÆÒîJðJðJðJðJðJðJ$£L¢EO:KþÚ®®ÚÚKþþzz4)KHHHÚîþzþzîJHÚîJHHHzÿÿÿÿà\X@q1ÌÈvHÚJ?K0oKHO>:OHHb0OþªH0ÚÚHÚÚÚÚÚKKxÐÚÚÚoKÚÚÚÚÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿOÚÚÚÚÚÚÚÚÚ²Ä: Journal of Public Administration Research and Theory Volume 21, Supplement 2, Apr. 2011 1. Title: The Organization of Discipline: From Performance Management to Perversity and Punishment Authors: Joe Soss, Richard Fording, and Sanford F. Schram Abstract: Drawing on participant observation, in-depth interviews, and statistical analysis of administrative data, this article explores the operation of performance management in the Florida Welfare Transition program and its effects on decisions to sanction welfare clients. Unlike most econometric research on welfare sanctions, we approach sanctioning as an organized practice that reflects, not just client characteristics and behaviors, but also organizational needs, routines, values, authority relations, environments, and systems of reward and punishment. Our analysis focuses on the organization of discipline and, in the process, suggests that scholars may misrepresent and misinterpret the incidence of discipline when they fail to account for the dynamic ways that organization and management shape sanctioning patterns. 2. Title: Race, Respect, and Red Tape: Inside the Black Box of Racially Representative Bureaucracies Authors: Celeste Watkins-Hayes Abstract: Racially representative bureaucracy theory suggests that black and Latino clients of street-level bureaucracies will uniformly experience the benefits of a racially diverse staff within these institutions and perceive it as working to their advantage. Conversely, street-level bureaucracy theory suggests that racial minorities working within these organizations are under massive constraints that significantly hamstring their efforts to exercise discretion in ways that might benefit minority clients. Using in-depth interviews of both recipients and providers of public cash benefits and food stamps, I find that the majority of black and Latina clients interviewed in a racially diverse welfare office do not view staff members who share their racial status as operating in ways that are distinctly informed by racial group commonality. A strong bureaucratic structure creates institutional boundaries that often restrict meaningful engagement between these groups despite social group commonality. In those instances in which black and Latina clients do have a racialized interpretation of their encounters with bureaucrats from their racial groups, they are not monolithically understood. Clients can read them as either pointed but welcomed interventions by racemates who offer wisdom on how to navigate the welfare system or heavy-handed maneuvers by more privileged members of their racial communities. Ultimately, this article argues that racial diversity among the workforces of street-level bureaucracies is important and can have positive effects on organizational dynamics as racially representative bureaucracy theory suggests, but organizational context and intragroup politics within minority communities greatly inform how race is mediated within these institutions. 3. Title: Policy Work: Street-Level Organizations Under New Managerialism Authors: Evelyn Z. Brodkin Abstract: Street-level organizations are pivotal players in the making of public policy. The importance of these organizations is reflected in new public management strategies that aim to influence how street-level organizations work, in part, by “steering” discretionary practices through performance-based incentives. The underlying assumptions are that if performance indicators provide the equivalent of a bottom line and incentives (or penalties) are attached to them, one can leave it to street-level organizations to determine how best to do policy work.This article directly challenges the premise that how policy work is done does not matter so long as performance benchmarks are met. It brings a street-level perspective to bear on a growing debate that questions both the effectiveness and the political implications of new public management (NPM) strategies. I argue that these strategies are based, in part, on flawed assumptions about how street-level discretion interacts with performance incentives and how these strategies relate to policy politics.In this article, I elaborate an analytic framework for understanding the street-level logic of choice and constraint under new managerialism and then turn to the case of welfare reform to examine how new managerialism and discretion interacted in the everyday life of a major urban welfare agency. The analysis reveals that street-level practitioners do not just respond to performance incentives; they use their discretion to adjust to them, producing informal practices that are substantively different from—and more diverse than—what policymakers or managers tend to recognize. A street-level view illuminates dimensions of welfare reform's apparent “success” that performance metrics do not capture, arguably obscuring the very transparency they are ostensibly designed to provide. A better understanding of how street-level organizations do policy work reveals NPM's limitations and provides a foundation for developing alternatives to it. 4. Title: Putting Street-Level Organizations First: New Directions for Social Policy and Management Research Authors: Brodkin, Evelyn Z. Abstract: An introduction to the journal is presented in which the editor discusses various reports published within the issue including one by Joe Soss, Richard Fording, and Sanford F. 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