Browsing by Author "Federman, Peter Stanley"

Now showing 1 - 4 of 4
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    Comparing Motivations for Including Enforcement in US COVID-19 State Executive Orders
    (Taylor & Francis, 2021-04-21) Curley, Cali; Harrison, Nicky; Federman, Peter Stanley
    The United States’ response to COVID-19 has been predominantly led by state governments. To understand if, why, and how state governments include enforcement language in their executive order response, this article conducts an analysis based on 1,357 coded executive orders. It is found that decisions to include enforcement language are influenced by a governor’s political circumstances and perceived risks associated with the crisis. This paper offers insight into how these findings are important for future research and an explanation of the distinct ways that US state governments are choosing to address COVID-19.
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    Cop Wisdom and the Democratic Consequences of Citizen–State Interactions
    (Sage, 2022-05) Federman, Peter Stanley; School of Public and Environmental Affairs
    The existing literature on citizen–state interactions lacks variation, and new research must be conducted to better understand the consequences of such interactions. Using the theoretical frame of cop wisdom, defined as strategies that citizens change or adapt based on the circumstances of their previous interactions with police, interactions between individuals and police officers are interrogated utilizing the 2015 Police-Public Contact Survey. The existence of cop wisdom within these encounters is demonstrated, along with findings that consider the impact of race, class, and citizenship on aggressive behavior in police–citizen encounters.
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    Expanding the political market framework to explain executive decision-making during the COVID-19 crisis
    (ASPA, 2023-09) Curley, Cali; Federman, Peter Stanley; Shen, Ruowen; School of Public and Environmental Affairs
    The traditional political market framework (PMF) argues that elected officials respond to policy demands by adopting policy that furthers their goal of reelection. However, an emerging crisis can make this approach to decision-making challenging as the immediacy of response, the needs of the public, and technical expertise may conflict with reelection goals. This conflict can encourage elected officials to engage in blame avoidance by delegating policy-making powers to the bureaucracy. Utilizing a mixed methods approach to analyze state-level governor responses to COVID-19, this paper expands the PMF by capturing the influence of bureaucratic demands on elected official decisions to delegate or transfer power to the bureaucracy. We find evidence that bureaucratic expertise, under the right set of circumstances, influences policymaker decisions to delegate policymaking power. Lastly, we advocate for a renewed focus on democratic principles and the consequences of delegation for transparency, accountability, and social equity. In understanding the specific dynamics at play when bureaucrats and executives work to develop policy in crisis, practitioners may gain a better understanding of how to navigate difficult decisions. The specific executive orders across states are not particularly well-known, and providing evidence of the steps other states took to combat the crisis may prove useful to practitioners in the emergency management space. If practitioners have a more complete understanding of why policy is made and by what mechanisms, they may apply a focus on implementation strategies that are effective and relevant.
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    Police Performance As Symbolic Politics? Public Recognition and the Value of Awards
    (Taylor & Francis, 2020) Federman, Peter Stanley; School of Public and Environmental Affairs
    What constitutes “good” performance in a law enforcement agency, who decides, and how does public recognition of that performance change how an agency performs? This study uses a quasi-experimental design and propensity-score matching model to assess the impact of a law enforcement agency’s status as a finalist for the annual Cisco/International Chiefs of Police Association (IACP) Community Policing Award on performance in future years, as measured by crime clearance rates. It is found that after comparing the treated group (finalist agencies) with the untreated group (non-finalist nearest-neighbor agencies), there is no meaningful difference in crime clearance rates. This unexpected finding establishes that the public recognition of finalist status by the Department of Justice, which promotes finalist agencies as exemplars of best practices in community policing, does not impact the subsequent performance of those agencies. Additionally, the results of the model suggest that the impact of symbolic politics and social construction on the award finalist selection process and the choice by DOJ to promote the practices of those agencies should be explored. Questions are also raised as to the utility of crime clearance rates as a performance measure, and future avenues for research in each area are proposed.