Suchergebnisse

New York's City Office of Neighborhood Government was created in 1971 to coordinate renewed efforts at decentralizing municipal operations. To improve service delivery, new powers & responsibilities were given to district level officials in 8 city agencies: police, sanitation, drug prevention, parks, health, housing rehabilitation, social services, & transportation. The agencies in each district were coordinated by a service cabinet of district officials & a neighborhood manager appointed by the Office of Neighborhood Government (ONG). The vertical decentralization was an attempt to make an overly centralized bureaucracy responsive to neighborhoods. Decision making was examined in budgeting, personnel, priority-setting, information gathering, & interagency communication. 4 types of decisions were possible: made with little communication to superiors; tentative & subject to change by superiors; recommendations presented to superiors who made the decision; & a referral of all decisions to superiors. Decentralization brought little change in decision-making categories, except for interagency communication. The central agency had extended little formal authority. To effect change, more power should be given to local agencies & citizen participation used in the first stage of decentralization. Modified HA.

The United States faces significant challenges in the fields of science, technology, engineering, and mathematics (often collectively referred to as STEM). Numerous reports from governmental, scientific, and civic communities have raised concerns over the quality of STEM education at all levels of the educational system, the shortage in the STEM labor force, and the decreasing competitiveness of student performance in STEM fields at the international level.