The Public Relations Role Towards the Success of Waste Collecting Point Program in Banda Aceh

This study attempted to determine the role of Public Relation (PR) of Banda Aceh’s Environmental, Cleanliness, and the Beauty of the City Agency on the “Waste Collecting Point (WCP) program. The theory used was role theory developed by Redfield, Linton, and Herskovits. The method which was being used wasdescriptive qualitative, which the subject of the study was PR division and societies. The finding showed that PR division played a very important role in the success of Waste Collecting Point (WCP) program from the beginning until the outcome being shown on the cleanliness of the districts. Starting from the socialization process, the program showed significant success. Persuasive communication was being used to conduct the program. PR division made initial socialization by informing the societies about the danger of the waste if not managed properly then followed by monthly evaluation on the cleaning leader. Keywords: Public Relation, role theory, waste collecting point, Banda Aceh

The Orwellian Bureaucracy

This chapter examines the bureaucratic problems that would imperil the floating pool's opening at the last minute. It cites Steve Sivak, who returned from Ann Arbor to crack the whip during the last critical weeks of work on the floating pool, obtained last minute materials, and answered questions from subcontractors as rapidly as possible. It also mentions the city agency that considered the hybrid barge a structure and not a boat, requiring the author to get a building permit. The chapter recounts Maritime engineer Malcolm McLaren, who designed the mooring system and determined that anchors could be deployed more quickly than spuds. It analyzes the suitable water depth that made it easy for the floating pool to depart and return to the site by tying the barge to anchors already in place.

Leveraging City Data to Understand the Opioid Epidemic in Philadelphia

ObjectiveTo match fatal overdose information across city data sources to understand which systems overdose decedents may have interacted with prior to their deathIntroductionPhiladelphia is in the midst of a drug epidemic that killed 702 Philadelphians in 2015, 907 in 2016, and is on trajectory to kill 1,200 in 2017. Opioids are involved in the majority of fatal overdoses, contributing to 80% of overdose deaths in 2016. In 2016, the age-adjusted death rate for opioid-involved overdoses was 40.4 deaths per 100,000 residents, up from 17.9 deaths per 100,000 residents in 2010. Despite the epidemiologic work accomplished to date, gaps in knowledge still exist, especially for vulnerable populations such as those with serious mental illness or those who were ever incarcerated, homeless, or within the juvenile justice system. Matching individuals who died of an overdose across city systems could provide insight into missed opportunities for interventions. Findings will help inform policy for those systems that serve clients at highest risk for overdose.MethodsIndividuals who succumbed to fatal overdoses involving opioids between January 1, 2012 and June 30, 2016 were matched to other city data systems going back to January 1, 2000. Descriptions of city systems that were matched to fatal overdose data is provided in Table 1. Frequencies were calculated to determine the number of individuals who received services or received services in the three years prior to death, as indicated by one of the city systems.ResultsBetween January 1, 2012 and June 30, 2016, 2,163 individuals died from an opioid-involved overdose. Overdose decedents were predominately male (69.1%), between the ages of 25-34 (28.0%), and white, non-Hispanic (63.5%). Heroin was the most common opioid detected in the system found in 67.1% of overdose decedents. In the years prior to death, 75.4% of individuals had received a service provided by a city agency and 61.6% had received a service within the three years immediately prior to death. Overdose decedents utilized the most services from Community Behavioral Health (CBH), a managed care organization providing behavioral health services for Philadelphia’s Medicaid population, both ever (59.5%) and in the three years prior to death (46.2%). Many decedents were also incarcerated within the Department of Prisons with 50.4% ever incarcerated and 27.9% incarcerated in the three years prior to death (Table 2). Additionally, 20.9% and 17.5% of overdose decedents had a positive STD or hepatitis C test, respectively, ever reported to the Department of Public Health (Table 3).ConclusionsThis match of overdose decedents to other city systems highlights missed opportunities to help individuals who struggle with opioid dependence. Historically, Philadelphia has taken a recovery oriented approach to drug use, which focuses on drug treatment, and these data suggest that this approach is not sufficient for preventing subsequent fatal overdose. A harm reduction approach, which seeks to reduce the harms of drug use through interventions such as overdose reversal training and naloxone distribution, needle and syringe exchange, and education on safe injection practices, needs to be prioritized in this epidemic alongside recovery oriented practices.

Managed Participation: City Agencies and Micropolitics in Participatory Budgeting

As participatory budgeting (PB) processes proliferate around the globe and within the United States, there remain questions regarding PB’s contested role as an empowering, pro-poor tool for social justice. This analysis of the New York City PB process focuses on the interactions between everyday participants in PB and city agency representatives, the bureaucrats involved in the process. In New York, PB has successfully broadened notions of stakeholdership for many constituents. Still, the agencies’ micropolitical practices—especially regarding contested politics and local versus technical knowledge—help to forward a model of managed participation, sidelining deliberative aspects of the process. Combined with a context of austerity, these practices limit the ability of such participatory institutions to retain volunteer participants, as well as the ability of constituents to substantively shape state priorities.

Are Alternative Sources of Official Crime Data Interchangeable? A Note on Inter-Agency Consistency

The purpose of this study is to determine whether the decision to use one source of official data in lieu of another affects the assessment of social policy on crime. Specifically, we examine the effect of the implementation of stand your ground legislation on state and municipal compilations of residential and non-residential burglaries known to the police within a large, Midwestern city. The interrupted time series analyses of the state agency data reveal that the castle doctrine legislation led to a temporary decline in residential burglaries, but had no effect on non-residential burglaries. In contrast, our analyses of the city agency data indicate that this legislative initiative had no effect on residential burglaries, but did generate a permanent, monthly increase in the number of non-residential burglaries. The implications of these findings for the use of official crime statistics are discussed.

The Lindsay Administration and the Sanitation Crisis of New York City, 1966–1973

This article examines efforts by the John V. Lindsay administration (1966–1973) to deal with the New York City sanitation crisis of the late 1960s and early 1970s. By this period, the Department of Sanitation could barely function in most low-income neighborhoods of New York City, and this resulted in a series of direct and indirect protest actions. The mass media blamed Mayor Lindsay for the situation and characterized him as an ineffectual city manager. This image has persisted with scholars contending that Lindsay never figured out how to run the city government. This article diverges from these accounts and argues that the Lindsay administration actually rebuilt the Department of Sanitation—a city agency that was operationally breaking down before Lindsay became mayor. In fact, the Lindsay administration popularized the notion that a modern city with global aspirations has to meet the basic spatial needs of its residents and that efficient and responsive sanitation delivery can be achieved through the rationalization of resources and services.

Tampa, Florida Internet-Based Customer Service Center

The City of Tampa, Florida developed and implemented an innovative Web-enabled enterprise-wide solution, addressing basic requests for services with centralized citizen access to four major areas: submission of requests, opinions, recommendations, and inquiries; online payments; public records research; and automatic redirection to non-city agency services. The TampaGov Customer Service Center resulted from a need to effectively track and manage the wide variety of service requests and communication exchanges between citizens and the city staff who serve them. Three primary issues were addressed: (1) Citizens are confronted with daily life events and do not know which government agencies to contact; (2) Citizens want access to government services at their convenience (24/7); and (3) Citizens want to know what is happening to their request. To be successful, the project needed to provide a ?exible, comprehensive method of communication and collaboration with citizens. This objective was met.