Land tenure and rancho expansion in Alta California, 1784–1846

Popular writers and historians have viewed the rancho as a symbol of the halcyon days of hispanic California and often have overlooked the role of rancho land grants in changing the land tenure system of Alta California during Mexican occupance. This paper views the rancho as an integral part of a land tenure system under which considerable land was granted and examines the patterns of rancho land grants to 1846. The majority of rancho grants were less than six years old at the end of Mexican rule, but they were instrumental in introducing a new land tenure system which imposed a distinct order and design on the Alta California landscape. The land policies of Mexico have been strikingly persistent; rancho boundaries still constitute a prominent part of the modern landscape of California. As a settlement institution, the rancho was more than boundaries delimiting ownership of land, it was the primary means by which resources were distributed, organized and exploited. While the granting of land in Alta California was a distinctive practice, an investigation of how this land system came about and its impact on the land adds to our understanding of tenure practices in general and in particular provides insights into the way in which cultural and economic values are impressed on the land through land ordinances.     

AN EXAMINATION OF POPULATION-GROWTH-MANAGING COMMUNITIES

This paper examines the fiscal, social, economic and environmental characteristics of 228 cities and counties. Using cluster analysis, 210 communities were classified into eleven types of communities. The empirical typings appear to support the proposition that communities control population growth to avoid adverse fiscal and environmental impacts and maintain the social and economic character of the community.     

SQUARE PEGS IN ROUND HOLES: PROGRAM EVALUATION AND ORGANIZATIONAL UNCERTAINTY

It is argued that variation in uncertainty about social program goals and causal processes should influence the selection of evaluation designs and methods. Eighteen prominent evaluation reports are examined to contrast predicted evaluation strategies derived from theory about organizational uncertainty with the actual evaluation methods used. It was found that the actual design, measurement, and analysis procedures were frequently different from procedures that were compatible with the kinds of program uncertainty described in the evaluation reports. It is suggested that theory and practice in program evaluation can be improved by systematically incorporating organizational concepts that would contribute to the selection of evaluation methods.