Vol.31 No.2 Febuary 2008 - Public Administration Gateway

Transcription

AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION
INSIDE:
PA TIMES
ACTIVATING
CIVIC ENGAGEMENT
Downsizing of Democracy?
3
The place and purpose of citizens in
public life has been the subject of
much debate and discussion, fueled
in large part by political scientist
Robert Putnam’s “Bowling Alone
Hypothesis,” which has focused
attention on the relative decline of
civic participation in the United
States in recent decades.
–Christopher J. Koliba
Chinese Homeowner
Associations: A School of
Democracy?
4
Chinese homeowner associations
(HOAs) are citizen-initiated and
self-governing neighborhood organizations that set goals freely and
maintain autonomy from governmental agencies.–Feng Wang,
Terry L. Cooper
Engaging Communities:
Albania as an Example
5
How can citizen participation be
encouraged–and useful? Even in
“transitional” former communist
countries, people with little experience can participate effectively. In
Albania, one of the poorest
countries in Europe, real citizen
participation was prohibited under
the 50-year communist dictatorship.
Residents were left mistrustful of
government and skeptical about
engagement.–Barbara A. Coe
A Proposal for a National
Service Learning Program
6
With the decline of active citizenship
throughout the nation and its
communities, revitalization of this
civic culture can create a sustainable foundation for continued
leadership in altruism, service, and
democracy.–Sheri Baxter
Insights on Perf. Mgmt.
Frederickson Perspective
Ethics Moment
Where Things Stand
8
11
12
13
ASPA TIMES
Newman Elected ASPA VP
15
ASPA Creates Chapter
Development Award
15
PA TIMES Announces
15
2007 Best Article Winner
President’s Column: Building on
a Bold Beginning: Standing Up
for Public Administration
16
17
18
19
20
23
24-25
26
For more information on how to be
published in PA TIMES, please contact
Christine Jewett McCrehin at
cjewett@aspanet.org.
FEBRUARY 2008
PA TIMES
31 Years • 1977-2008
A Powerful Voice for Public Service . . .
Clinton Answers ASPA’s Questions
Society Poses Questions on Bureaucrat Bashing and Public
Administration Related Issues to All Presidential Candidates
Washington, DC–The American Society for
Public Administration (ASPA) has sent a
series of concerns and questions to all U.S.
presidential candidates for their response. In
addition to encouraging them to refrain from
prejudicial attacks on public servants, the
Society has asked them to describe specific
initiatives they would take to:
• Encourage the best and brightest individuals to pursue careers in public service;
• Address the imbalance between contractors
and public servants at the federal level;
• Promote minimum professional standards
for executive administrative positions; and
• Inculcate core public service values in the
civil service during their presidency.
Please note that these responses are the views
of the candidate and not necessarily those of
ASPA or its members. Sen. Clinton was the
first to respond and her views are printed here.
Others will be shared as they are received.
ASPA Concern 1: A major personnel crisis is
said to be developing in government because
of expected retirements and quality of worklife issues. Specifically, the combination of a
boomer generation getting ready to retire and a
government that lacks the incentive structure
necessary to attract and retain talented,
dedicated servants have created a “quiet crisis”
that is now coming to a head.
Meredith Newman
Elected ASPA VP
File Photo
ASPA President, Harvey White speaks with NY Senator Hillary Clinton about her support for the U.S.
Public Service Academy during a press conference in May of 2007.
Question: What steps would you take as
President to encourage the best and brightest
individuals in the United States of America
to pursue public service as a career choice?
Clinton: I strongly believe that we will have
a federal government that is only as strong as
the dedicated people who serve in it. For too
long, government service has been
denigrated, when it should be commended.
That is why I have proposed creating a U.S.
Public Service Academy, which would
See CLINTON, pg. 2
Organizations Team to Steer
Boomers to Government Jobs
The Partnership for Public Service and IBM Collaborate to
Get Baby Boomers into Mission Critical Government Jobs
Washington, DC–The war for talent is hitting
the federal government hard, as more than
one-third of the full-time permanent federal
workforce gets ready to retire or leave in the
next five years, according to the Partnership
for Public Service at the recent launch of
FedExperience Transitions to Government– an
initiative to help match government’s critical
With few exceptions, efforts to stop
the bashing of public servants have
not prevailed. Edward J. Curran’s
bold presentation on the ABC “This
Week” news in 1997 is one of these
exceptions.–Harvey L. White
ASPA Award Winners
New Members
Section News
ASPA in Brief
Public Service Profile
Career Center
Recruiter
VOL. 31 NO. 2
hiring needs with the talents of baby boomers
looking for encore careers where they can find
interesting and challenging work.
At the launch, the Partnership and IBM, a
major potential source of talent, announced
that they will pilot the Transitions to
See JOBS, pg. 2
States Face Homeland Sec. Challenges
Meredith Newman has been elected as vice
president of the American Society for Public
Administration and will assume the position
of president in 2010. See interview with
Newman on page 15 of this issue.
Issue Brief Examines Governance, Policy, Priorities of State Homeland
Security Departments
Washington, DC–States are working more
closely and more effectively with federal
agencies than ever before to share information that could prevent terrorist attacks, but
their relationship with the federal govern-
ment in a number of other key security areas
remains a work in progress, according to a
new issue brief from the National Governors
See HOMELAND SECURITY, pg. 10
PAGE 2
PA TIMES • FEBRUARY 2008
American Society for Public Administration
Clinton First Candidate to Answer ASPA’s Questions
From CLINTON, pg. 1
provide a four-year subsidized college
education in exchange for a five-year
commitment to public service upon
graduation. The U.S. Public Service
Academy, modeled after the U.S. military
academies, would produce a new generation of leaders dedicated to serving their
country. I believe that the government
must start its recruiting efforts early in
order to bring the country’s best and
brightest into the federal government. I
also support loan forgiveness for public
servants. I worked to enact legislation that
provided forgiveness for the outstanding
balance on student loans after 10 years of
public service. In addition, I will work to
make government service exciting again
by appointing qualified, experienced
people to serve. We will not be able to
work together to solve our nation’s major
problems unless people have restored their
faith in government, and that is what I will
work to achieve as President.
ASPA Concern 2: Almost all presidential
candidates during the past 30 years have
used negative stereotypes of public
employees as a component of their
campaign for the White House. These
stereotypes portray public servants as
loafing, shiftless, bumbling bureaucrats
who add little or nothing to our society.
This stereotyping has made no distinction
between the few disruptive and dysfunctional employees and the hundreds of
thousands who serve our nation with
distinction daily. The failure to make this
distinction has contributed to the generally
negative perception citizens have of
government and to the difficult experienced in attracting young talented individuals to work in public service.
Questions: What will your campaign do to
avoid demonizing public servants who serve
our nation? And, as president, what will you
do to help instill respect for public servants?
Clinton: I have fought against efforts by
conservatives to denigrate public service. I
believe it is part of a concerted strategy to
undermine the role of the federal government in providing services and tackling
major challenges. Throughout my
campaign and my years in public life, I
have sent a strong message that public
service is important to the success of our
country by making investments to recruit
talented people into the field and then to
train and support them so that they succeed.
I will make sure that agencies are
adequately funded and staffed so that they
are able to achieve their goals; failing to do
so is a disregard of the importance of the
work of and the people at these agencies.
I also have a plan to restore Americans’
confidence, trust and respect in the government. I believe that these reforms, once in
place, will instill respect for the government and its public servants.
• First, I will permanently ban all Cabinet
officials from lobbying my administration
once they have left office. When Cabinet
officials leave government service, they
should not be able to lobby their agency
or former employees.
• Second, I will extend the whistleblower
See CLINTON, pg. 10
Treasury Department Will Pilot PPS, IBM Older Workers Jobs Program
From JOBS, pg. 1
Government initiative with the U.S.
Department of Treasury. The goal is to
identify, recruit and hire interested IBM
employees and retirees and match them to
key federal government jobs.
Nearly 14,000 mission-critical jobs need to
be filled at the U.S. Department of
Treasury in the next two years, including
7,950 IRS agents and tax examiners.
Procurement, IT and accounting positions
are also on their “most wanted” job list.
Working with AARP, Civic Ventures and
other stakeholders, the Partnership and
IBM will expand the effort to other
agencies and encourage other corporate
leaders to join the initiative.
For IBM, the pilot program represents the
next phase of its new Global Citizen’s
Portfolio, a suite of programs to help
employees succeed in a globally integrated
economy. It will serve as a major step in
developing the transition assistance tools
and capabilities to aid its employees in
pursuing new careers in the government.
This program is an expansion of the
company’s successful Transition to
Teaching initiative, which has been adopted
by other companies and governments.
At the FedExperience initiative launch, the
Partnership released “A Golden
Opportunity: Recruiting Baby Boomers Into
Government,” a report that lays out the case
for, and barriers to, connecting baby
boomers with federal job opportunities.
The primary recommendation of the report
is to create a model for the federal government, which spurred the Transitions to
Government pilot project launched today
with IBM. Based on a nationwide survey
of older workers age 50 to 65, report
findings include:
• Older, experienced workers are planning
to continue working…and for quite a
while. Seventy-one percent of workers
age 55–59 surveyed reported they plan to
work for at least six years; 29 percent, 11
years or more.
• Old workers’ skills align with government’s talent needs. Many occupational
areas where government currently hires
higher percentages of older workers–IT,
engineering, legal and accounting–are the
same areas in which federal agencies say
they will have mission critical openings.
• Older workers are interested in government service. Fifty-three percent of older
workers surveyed are at least somewhat
interested in federal government work–of
those, 26 percent are extremely or very
interested. Fifty-eight percent of those
surveyed agree “there are good jobs for
people like me in the federal government.”
PA TIMES
Volume 31, Number 2
February 2008
PA TIMES is a tabloid
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Editor-in-Chief: Antoinette Samuel, ASPA Executive Director
Managing Editor: Christine Jewett McCrehin
Editorial Board: Russell Williams (2004-09), chair; Wilett
Bunton (2007-08); Mary Clark (2006-08); Jonathan Justice
(2003-08), Mary Kweit (2005-08), Arthuretta Martin (200608), Saundra Reinke (2005-09), Robert W. Smith (2005-08),
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• Experienced workers who enter government service like it. Most experienced
workers who recently entered government
in mid and senior-level positions prefer
federal service to their previous jobs.
The report flags five key barriers the
federal government must address in order
to successfully tap older, experienced
workers to fill mission critical job
openings. The barriers include:
• Lack of knowledge. Only 11 percent of
older Americans are knowledgeable
about government job opportunities.
• Negative Perceptions. Sixty-six percent
of respondents believe the federal
government is ineffective in solving
problems today and helping people.
• Isolation. Only 50 percent of federal job
openings are open to nongovernment
candidates.
• A broken hiring process. Fifty-seven
percent of older Americans believe the
federal government application process is
fairly or very difficult compared with
other jobs.
• Mutual skepticism. Large segments of the
federal workforce and new employees
coming from outside government are
skeptical of one another.
The federal government offers many
flexibilities of interest to older workers,
like flexible work schedules, job sharing,
increased vacation time for experienced
new hires and teleworking arrangements.
Additional facts about government work of
interest to the older, experienced job
seeker include:
• There are jobs for every interest and
skill, with more than 2,000 separate job
categories at 15 cabinet-level agencies,
20 large and 80 small agencies.
• Jobs are available all over the world.
About 86 percent of federal jobs are
located outside of Washington, DC and
close to 50,000 are stationed abroad.
Areas with highest number of federal
workers include New York City,
Baltimore, Philadelphia, Atlanta, San
Diego, Chicago, Salt Lake City,
Oklahoma City, Norfolk-Virginia Beach
and Los Angeles.
• The federal government values diversity.
About 17.6 percent of all workers are
African-American, 7.6 percent are
Hispanic, 5.2 percent are Asian/
Pacific Islanders and 1.9 percent are
Native American.
For more information visit
www.ourpublicservice.org.
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PAGE 3
Activating Civic Engagement
SPECIAL SECTION
Downsizing of Democracy?
Christopher J. Koliba
The place and purpose of citizens in
public life has been the subject of much
debate and discussion, fueled in large part
by political scientist Robert Putnam’s
“Bowling Alone Hypothesis,” which has
focused attention on the relative decline
of civic participation in the United States
in recent decades.
It was Alexis de Toqueville who, benefiting from the lens of a societal outsider,
observed and celebrated the associational
character of the American polity. The
classical view of participatory democracy
to emerge out of his initial analysis
situates voluntary associations as the
proverbial grease for the engines of
democracy–serving as spaces where
citizens meet to discuss and formulate
opinions regarding the public issues of the
day and ultimately organizing to exert
influence over the political system.
Putnam amasses a multitude of statistics
to support his argument that American
civil society is suffering from severe
citizen disengagement. He places the onus
of this decline on the citizens themselves,
blaming changing work patterns (more
women entering the workforce) and
increased television viewing as the
sources for this decline.
It is doubtful that any of this is new to the
readers of the PA TIMES. As we collectively consider “revitalizing civic participation,” it is important to note that
harkening back to an era of deeper citizen
engagement in government needs to be
prefaced by a structural reality. A book
written in 2002 by Crenson & Ginsberg,
titled, Downsizing Democracy: How
America Sidelined Its Citizens and
Privatized Its Public, deconstructs this
structural reality.
Like Putnam, Crenson & Ginsberg are
The MARCH 2008
PA TIMES
special section
is titled:
Why a
Public Service
Academy?
There is still space
available for advertising
and articles.
Deadline for both is
FEBRUARY 20, 2008
Contact:
cjewett@aspanet.org
concerned about declining citizen participation, however, they radically depart from
Putnam in citing the cause. “The era of the
citizen is now coming to an end,” they
write in the early pages of their book,
adding, “Today, Western governments have
found ways of raising armies, collecting
taxes, and administering programs that do
not require much involvement on the part
of ordinary citizens. Despite the nation’s
initial democratic exceptionalism, contemporary political elites have substantially
marginalized the American mass electorate
and have come to rely more and more on
the courts and the bureaucracy to get what
they want.”
…the American political
system has shifted from mass
mobilization to special
interest groups that do not
need to rely on a large
constituency in order to
exact influence.
Distinguishing “personal democracy”
from “popular democracy,” they explore
the ways in which public policy decisions
and public administrative systems have
evolved into “new techniques of governing,” that “disaggregate the public into a
collection of private citizens,” leading
them to experience democracy as an
increasingly personal rather than
collective enterprise.
Political reforms designed to increase
citizen participation in governance have
resulted in citizens acting alone, as
individuals, to access the mechanisms
of governance.
Greater individual access to government
has allowed Americans, “to get what they
want on their own, without hitching their
interests to coalitions of like-minded
fellow citizens,” say Crenson & Ginsberg.
With the growing tendency to treat
citizens as customers, government
agencies are retooling their services to
place an emphasis on customer service–
individualizing the point of contact
thereby empowering the individual citizen
and doing away with the need for citizens
to embark on collective action. The scope
of the citizen-turned-customer’s dilemmas
become personalized.
Not only can citizens-turned-customers
access government directly, special
interest groups, created to serve collective
concerns, do not need to rely on mass
mobilization to exert political influence.
Throughout the subsequent chapters of
their book, Crenson & Ginsberg examine
the ways in which the focus of the
American political system has shifted
from mass mobilization to special interest
groups that do not need to rely on a large
constituency in order to exact influence. A
new generation of “policy entrepreneurs”
and “private attorney generals” has
evolved, skilled in gaining access to
policy makers and manipulating the
judicial system in an effort to influence
public policy outcomes.
As a case in point the authors cite the civil
rights movement, which has evolved from
a mass mobilization of citizens intent on
expanding the rights and privileges of
marginalized groups to the narrowed
sphere of affirmative action, a policy initiative that has shifted focus to the litigation
process. Within the environmental
movement, large associations like the
Sierra Club and the National Wildlife
Foundation are membership organizations
that generally only require their constituencies to contribute money to support their
cause, allowing citizens to delegate the
policy battle to professionals who have the
skills and access to influence change.
As a student of public administrative
history, it is difficult to argue with the
authors’ assertions regarding the personalizing and essentially privatizing effects
that the expansion of access to government and the rise of policy entrepreneurs
have wrought on authentic citizen participation. The major flaw with their
argument, I believe, lies in Crenson &
Ginsberg’s solution to this problem:
namely, their continued insistence on the
Call for Proposal Reviewers
(New ASPA Book Series)
ASPA staff is seeking volunteers to help review book proposals
for our new book series, ASPA Series in Public Administration
and Public Policy. We are now receiving exciting new proposals,
and we need input from ASPA members to help ensure that
future books meet our members’ needs. At this time, we are
especially seeking practitioners to conduct brief, blind and timely
preliminary reviews of book proposals. Each review will take
about 20 minutes and includes a short feedback form.
If you are interested in helping out, please reply to the Series
Editor-in-Chief Evan Berman, at berman@LSU.edu. When
responding, please include your primary area of expertise. More
information about the ASPA book series is available at
www.aspanet.org/scriptcontent/BookSeriesCall.cfm.
Come, please help us out–we want your advice!
need for a political elite to mobilize
citizens for collective action.
Citing a lack of “spontaneous collective
action” in modern American history, the
authors hearken back to an era when politicians needed the might of the mass
mobilization of their constituencies to exert
influence. “Citizens become politically
engaged because states and political elites
need them and mobilize them,” claim
Crenson & Ginsberg, adding, “If citizens
remain passive, politically indifferent, or
preoccupied with private concerns, the
reason may be that our political order no
longer provides incentives for collective
participation in politics…”
Crenson & Ginsberg tend to blur the lines
between political elites and the larger
political order. If it is the political order
that deserves our attention, which I
believe it does, then we are not left
waiting for the next charismatic political
leader. to come along to stimulate a mass
movement. Rather, we can turn our
attention to reforming American institutions, which the authors’ claim, “operate
increasingly to disaggregate and depoliticize the demands of citizens.”
Government policies and practices are
promoting privatized citizenship because
government has increasingly privatized
and personalized its functions. Until we
tackle these trends, all talk of “revitalizing
civic participation” is for naught.
We are certainly not stuck in a static
system. The public administration field is
in the midst of shifting from a focus on
government, with the public bureaucracy
as the unit of analysis, to governance, with
the governance network or system as the
unit of analysis. The closed “iron triangles”
of government, industry and interest
groups not longer exist (if they ever did).
The evolution of information technology is
giving rise to new forms of co-production
that extent well beyond local residents
taking their trash to the dump. Such trends
as “citizen-science” and “citizen-journalism” hold great promise. Concepts like
“collaboration” and “partnership” are more
than just fads that will melt away with the
press of time. Cooperative behavior is
much more endemic than economists may
care to think.
The challenge for public administrators is
to envision new ways to harness our
cooperative disposition that not only
engage citizens in authentic ways, but
create new mediating institutions in the
process. Such structures will have
permeable boundaries and operate as
complex, adaptive systems, anchored in
democratic norms. Such governance
systems or network are a double-edged
sword to those of us concerned about
citizen participation. On one hand, such
networks are hard to pin down. On the
other hand, their breadth allows for
citizens to access them and indeed
actively participate within them through
multiple points of entry.
ASPA member Christopher Koliba is
director of the MPA Program and
assistant professor of Community
Development and Applied Economics at
the University of Vermont. He is also
acting director of the University of
Vermont Office of Community-University
Partnerships. Email: ckoliba@uvm.edu
PAGE 4
SPECIAL SECTION
Chinese Homeowner Associations: A School of Democracy?
Feng Wang, Terry L. Cooper
Chinese homeowner associations (HOAs)
are citizen-initiated and self-governing
neighborhood organizations that set goals
freely and maintain autonomy from
governmental agencies. They emerged in
China in the mid-1990s and burgeoned
after China’s 1998 urban housing reform
largely as a grassroots response to the
severe infringement on property rights by
local governments, developers and
property management firms.
Unlike Western countries where property
rights are well established, in China, the
principle that “citizens’ lawful private
property is inviolable” was not written into
the law until the Fourth Amendment to the
Chinese Constitution passed in March 2004
(Amendment, Article 21). However, the
Constitutional Amendment did not reduce
infringements on homeowners’ common
properties by developers and management
firms. Furthermore, homeowners found
that their political rights usually are
constrained, which impairs their ability to
protect their property rights.
To protect common interests, Chinese
HOAs take a variety of actions, such as
engaging in demonstrations against
government and developers, initiating
petitions, advocating for legislation and
supporting candidates to run for the Local
People’s Congress in competition with
Communist Party-nominated candidates.
Internally, Chinese HOAs mobilize
residents to participate in self-governing
neighborhood affairs. An HOA Committee,
the executive agency of an HOA, is elected
by homeowners through a democratic
voting procedure. Because their authority
comes from residents rather than the
government, HOA Committees maintain
their independence from government
agencies and set their own agendas, including the external activities listed above.
Therefore, Chinese HOAs are considered
an emerging urban social force to provide
a meaningful opportunity for civic
engagement and to achieve democratic
neighborhoods. However, most studies on
Chinese HOAs are normative explorations
and few empirical studies have investigated their real impacts.
We conducted face-to-face interviews
with leaders and residents from 92 HOAs
in Beijing, China during 2006 to 2007.
The main goal of this survey is to investigate empirically the internal political life
of the newly emerging Chinese HOAs and
their impacts on civic participation and
local democracy.
We examined the following three aspects
of internal political life of Chinese HOAs:
• Governing structure: To what extent
does the governing structure of Chinese
HOAs provide participatory opportunities for residents?
• Operation of elected HOA committees:
Do Chinese HOA committees promote
open deliberation on issues of common
interest? Do they solicit inputs from
residents in their decision-making and
maintain transparency?
• Leadership: Do HOA leaders make
decisions adhering to democratic
procedures, especially when facing
conflict or controversy? Do they trust
residents’ civic efficacy in neighborhood
governance?
Participatory Governing Structure
Our findings show that most Chinese
HOAs have created elaborate structures
that aim to provide members as many
participatory channels as. A building
captain system, for example, tries to
involve more general members to work
for the association, such as sending
newsletters and notices to residents.
Some Chinese HOAs set up monitoring
committees as an institution for residents to
oversee the work of HOA committees.
Some Chinese HOAs establish a representative assembly where neighbors elect a
number of representatives to form a
decision-making body. Because these
representatives normally represent
homeowners living near them, this ensures
a formal and regular channel for residents
to participate in decision-making processes.
One point that needs to be emphasized is
that all these forms of governing
structures are institutional innovations by
Chinese HOAs to encourage resident
participation because none of them appear
in the governmental regulations.
Operation of Elected Committees
The HOA elected committees normally
operate in a democratic manner:
Committee meetings are open to residents;
The committee actively communicates
with members so that residents are well
informed on neighborhood issues and
have opportunities to provide inputs on
important neighborhood issues. Our
findings show that most HOA committees
(80 percent) open their committee
meetings to all residents although the
regulatory rules do not mandate them to
do so. In the interviews, when being asked
why they did not participate in HOA
committee meetings, no residents said that
the lack of venues is a major reason.
Our study finds that most Chinese HOA
committees make significant efforts to
communicate with their residents via
different ways, including sending newsletters, reports and public notices or soliciting inputs. Among the surveyed HOAs, 15
percent of committees communicate with
their members more than three times
every month, 24 percent of them attempt
to reach out to members with ongoing
neighborhood issues from one to three
times every month, and 25 percent
communicate with their members at a rate
of between once per month and once
every two months.
Civic-oriented Leadership
Most Chinese HOA leaders tend to deal
with conflicts in a democratic manner. In
the survey, 86 percent of HOA leaders
follow a majority rule in decision-making
when serious conflicts arise. They also
place a high trust in residents’ civic
efficacy. Many Chinese HOA leaders trust
their residents’ civic efficacy in self-governing neighborhood affairs and changing
governmental responsiveness. Eighty-five
percent of leaders believe their residents
have an excellent, good or moderate ability
to self-govern neighborhood affairs and
solve neighborhood issues. Only 15 percent
do not consider that their residents have
self-governing ability.
As for leader attitudes towards resident
external efficacy in changing governmental
responsiveness, 84 percent of leaders
consider citizen participation can
extremely, very much, or moderately
improve governmental responsiveness to
neighborhood issues/needs, while 16
percent do not trust citizen participation
can improve governmental responsiveness.
To protect common interests,
Chinese HOAs take a variety
of actions, such as engaging
in demonstrations against
government and developers,
initiating petitions, advocating for legislation and
supporting candidates to run
for the Local People’s
Congress…
Theses findings are striking because the
authoritarian tradition rooted in Chinese
society does not provide cultural support
for citizen participation nor does the
current political system provide institutional support. Moreover, the findings
contrast with the HOAs in the United
States, which often are criticized for their
autocratic operations and negative impact
on civic participation. One reason for the
difference is that Chinese HOA committees
do not have power as substantial as the
boards of HOAs in the United States.
Because regulations of Chinese HOAs do
not clearly specify their power and responsibilities, Chinese HOA committees obtain
their legitimacy and define their authority
through a bottom-up democratic process,
which requires active citizen participation.
Another reason that Chinese HOAs are
more likely to adopt democratic characteris-
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tics in their internal governance compared
to their counterparts in the United States is
that they have a different governance focus.
In the United States, internal neighborhood
issues are the major focus. To deal with
issues within the neighborhood, a certain
degree of regulation is required.
By contrast, Chinese HOAs are mostly
occupied with dealing with external parties
(developers and property management
firms) to protect common property rights.
Compared with developers and property
management firms, HOAs have fewer
economic and political powers. As a result,
organizational power from member support
and participation is critical to HOA
committees. Establishing more open and
democratic internal governance is an
effective way to mobilize resident participation and obtain more organizational power.
Our study also finds that HOAs with a
more democratic internal life are more
likely to promote civic awareness and
neighborhood participation. The findings
suggest that in large neighborhoods that
normally have difficulties with active
resident participation, Chinese HOAs
need to develop more formalized and
democratic governing structures, such as a
representative assembly system, to
encourage residents to participate in
neighborhood governance. Moreover,
HOA committees should make more effort
to communicate with residents.
Feng Wang is a doctoral student at the
University of Southern California. Email:
fengwang@usc.edu
ASPA member Terry L. Cooper is The
Maria B. Crutcher Professor in
Citizenship and Democratic Values at the
University of Southern California and
director of Civic Engagement Initiative at
the School of Policy, Planning and
Development. Email: tlcooper@usc.edu
Public Administration with an Attitude brings
together some of H. George Frederickson’s
most penetrating and thought-provoking
columns from the pages of PA TIMES. In the
book, Frederickson takes on the issues facing
today’s public administrators with the
intellectual integrity that established him as a
leader in the field. If there is something
wrong or right with the way public policy is
being administered, Frederickson lets you
know. Like his column, Public
Administration with an Attitude is easy to
read and jargon-free, and, of course, it is
often witty.
Students preparing for public service careers
will benefit not only from the wisdom and
insight in Public Administration with an
Attitude, but from the pervading theme of the
honor and dignity of public service.
Practicing public servants will enjoy the rich
use of examples, the telling of great public
administration stories, and especially the
descriptions of public administration heroes
and heroic moments.
This book is a lot more interesting than a
spreadsheet (...and more accurate)!
PAGE 5
SPECIAL SECTION
Engaging Communities: Albania as an Example
Barbara A. Coe
How can citizen participation be encouraged–and useful? Even in “transitional”
former communist countries, people
with little experience can participate
effectively. In Albania, one of the poorest
countries in Europe, real citizen participation was prohibited under the 50-year
communist dictatorship. Residents were
left mistrustful of government and skeptical about engagement.
People were, however, successfully encouraged to participate through a project known
as Communities Engaged in Social and
Economic Development of Albania
(CESEDA). The project, which aimed to
encourage poor, rural residents to participate
in revising and implementing Albania’s
poverty-reduction strategy was conducted by
World Learning for International
Development (WLID) from 2003 to 2005,
funded by WLID and USAID.
It provides one example of a proven process,
with results significantly exceeding the
targets. Government responded positively to
52 percent of the priorities presented by
villagers. Furthermore, community groups,
sometimes with government, and sometimes
solely on their own, completed 58 projects
in 50 villages including roads, bridges,
schools, cemeteries and sewage treatment
facilities. Villagers usually did the work
themselves while sometimes (but not
always) receiving materials and/or
equipment from government.
…community groups,
sometimes with government,
and sometimes solely
on their own, completed
58 projects in 50 villages
including roads, bridges,
schools, cemeteries and
sewage treatment facilities.
Perhaps most important, as one participant
in a women-only group (who preferred to
be unnamed) said: “By organizing a
network of women, [CESEDA] empowered
and taught us how to work in a team. This
was an education to us.…Every time we
come up with an idea we gather to discuss
it. First it is a small group, meaning the
network of the women created by
CESEDA. But when we see that the idea
could be actualized, then we expand the
discussion to the women of the village.”
Process
A report card process to evaluate local
public services first attracted participants
and taught them how to work together and
how to influence government policy and
operations. Then, an action planning
process enabled participants to articulate
their goals, analyze their local conditions
and develop and implement actions to
realize their goals.
• Report card process. Field coordinators
(in male/female teams of two) contacted
informal and formal village leaders–
village heads, physicians, teachers, and
school administrators– to convene groups
of 16 to 20. After an initial information
meeting, groups met and evaluated
services and conditions and identified
priorities. Field coordinators consolidated
the report cards for the village. A small
group of citizens selected by the larger
group presented the results to government
officials, who revealed any resources or
plans for addressing the priorities.
• Action Planning. Field coordinators then
led an action planning process. First,
groups identified the desired outcome or
goal, such as a fully functioning potable
water system. Second, they described the
current conditions, or baseline, and
resources available. The third step was
taking action, experimentally, and then
observing the result, not following a rigid
plan. At the end of a project, completion
and celebration energized people for
next goals.
This approach contrasts sharply with
those with a problem focus. Although
problem-focused approaches sometimes
do name goals, a negative focus tends to
disempower and discourage participants.
Groups focusing on problems often
become sidetracked and stalled.
Alternatively, communities report that
imagining a positive outcome enlivens
and encourages them.
Big goals can be broken into sub-goals to
avoid overwhelm. Objectively describing
the current state enables people to
understand what action steps will be
needed. Also, by making evident the
difference between the desired and present
state, energy is generated that draws the
community to action. When groups learn
how to stay focused on a clear goal, they
are able to sustain progress.
Challenges and Lessons Learned
Challenges in the CESEDA Project were
considerable: The first was stimulating
participation, particularly by women,
because societal norms often discouraged
women from being seen in public. Women
were also busy with field and household
labor. Government involvement was seen
as men’s work. Finding appropriate
meeting places was difficult, since women
were not supposed to meet where men
gathered. Some remote villages were too
difficult to engage. In villages where
public meetings had been manipulated by
political candidates, people were often
less responsive.
To gain participation, information meetings
stimulated interest. The report card
process, inviting people to express their
opinions about government, was particularly appreciated. Scheduling meetings at
convenient times and places made
attendance easier. Groups often met at
lunchtime, early in the morning, after
work, or after mosque on Fridays. Schools,
health clinics and other public institutions,
bars and shops and, in good weather, outof-doors, served as meeting places in these
areas, which lacked actual meeting rooms.
Women-only groups led by female coordinators, helped to involve more women.
Providing information illustrating how to
link with government also gave groups a
head start. Once people had experience and
success, they were eager to do more; other
villages learned from them.
Probably the greatest challenge to achieving effective participation is helping participants think deeply about both goals and
the current state. People often characterize
goals and the current state superficially.
For example, groups would name interim
goals, such as a school building, as the
goal. When asked probing questions such
as: “for what purpose do they want a
school?” the community might see a
deeper aim, such as access to quality
education for their children, which might
not call for a school in every village.
Groups often initially see the current
situation and the resources available superficially. For example, in describing a water
system that does not deliver water, they may
fail to note that the delivery system is good
but the water supply is blocked. Groups
often fail to mention money, labor and ideas
at hand; an “asset mapping” exercise helps
identify these resources.
Through questions, groups may notice
other resources such as a school in a
neighboring community that, with a better
road, could provide quality education for
several communities. Questions that help
groups look for more strategic approaches,
such as road improvement and waste
management to support several health and
economic goals, are likewise useful.
Citizen groups also often hold unsubstantiated beliefs that stall action. For example,
citizens at first thought it useless to meet
with government officials because “they
know about the situation, they will not help,
other villagers would not contribute, or the
priority is unachievable because it takes a
lot of money.” Action proved otherwise.
Field coordinators’ needed to guide groups
to stay focused on their goals, be more
clear about the current state, and to experiment with actions. They also had to
recognize when beliefs were barriers and
help the participants think clearly about the
facts. Through guidance and practice,
communities learn how to stay focused.
Barriers to citizen participation were high in
this situation. Success was substantially
aided by using an approach designed to
foster and sustain action over time. The
approach stresses local goals and local
knowledge, rather than imposition of
outside ideas. The report card process draws
people in, begins the empowerment process
and sets the stage for follow-on activities.
The action planning framework helps
people stay focused on possibilities and
goals, to look objectively at their situation,
to experiment with actions and, in the
process, to be empowered and motivated.
ASPA member Barbara A. Coe is an
international development consultant
currently residing in Italy. She was chief of
party of the CESEDA project. Email:
barbaracoe@yahoo.com
PAGE 6
SPECIAL SECTION
A Proposal for a National Service Learning Program
Sheri Baxter
As a world leader for democracy and an
active civic culture, the United States
must ensure its position as a model for
other nations and ensure its internal health
remains prosperous. With the decline of
active citizenship throughout the nation
and its communities, revitalization of this
civic culture can create a sustainable
foundation for continued leadership in
altruism, service, and democracy.
The United States’ democratic strength
and global leadership depend on its ability
to serve others, to create an environment
of tolerance and understanding, and to
build collaborative partnerships to foster
social capital. In addition to the declining
civic culture in the United States, the
education system has shown consistently
decreasing academic results from its
youth. Recent educational reforms
mandating standardized tests show
minimal progress, but hinder broad
educational growth to ensure the nation’s
competitive academic edge.
Remaining a global leader in academics
will contribute to the nation’s capacity to
ensure scientific and technological
development, research and innovation.
Establishing a National Service Learning
Program will assist with educational and
civic reform, while fostering social capital
in the nation’s communities.
Mission, Purpose and Goals
The National Service Learning Program
would be a compulsory, integrated
learning program incorporated into every
public school. Service learning is a
teaching strategy that incorporates the
application of academic concepts and
theories into community service projects
as a core part of classroom instruction.
It engages students in social and political
problems, community issues, problem
solving and service through the application of course concepts in real-life experiences that provide a true benefit to the
community and its residents. Service
learning is not an additional educational
component, but a teaching approach
integrated into the curriculum to enhance
every child’s learning experience. This
proposal focuses on the education of our
youth, in addition to their cognitive and
personal development, as well as
implementing social change and revitalizing our national civic culture.
A National Service Learning Program will
provide the following benefits:
• Higher test scores and grades, improved
behavior grades, students that are more
interested in school, a decrease in
expulsions and suspensions, an increase
in attendance and graduation rates, and
an increase in the number of high school
graduates continuing to college.
• Improved development of low-achieving
children or children of low socioeconomic status, which can assist in closing
achievement gaps.
• The involvement of students in the
community will create “expert citizens”
that are more civically minded, more
interested and knowledgeable on political and social issues, more likely to be
active adult citizens, and exhibit a
greater sense of empowerment to foster
social change.
• The experiences of service learning will
improve communication and leadership
skills, problem-solving and decisionmaking abilities, self-confidence, and
personal values and ethics to create a
nation of young adults with a more
qualified skill set, social attitudes and
strong work ethic for increased success
in college, career and life.
Establishing a National
Service Learning Program
will assist with educational
and civic reform, while fostering social capital in the
nation’s communities.
• Service learning will fulfill established
social and political needs in the
community to support the social,
physical, health, or developmental needs
of individual community members or
groups to promote social change.
• Service learning will develop multiple
partnerships in communities between
schools, public agencies, nonprofit
organizations, community members, and
businesses to increase the social capital
of communities and providing an arena
ripe for social change.
technical assistance, and training to
ensure successful implementation.
• Technical assistance and training for
teachers and administrators to ensure
appropriate and ongoing training and
support to ensure educators are
adequately prepared and knowledgeable
to implement service learning in their
classrooms.
• A National Service Learning Technical
Assistance Center to develop and
disseminate information and resources
and provide technical assistance which
will assist in the development and
institutionalization of service learning.
• Administration will be conducted at the
federal level, but flexibility will be
provided for individualization of
programs by state, school districts, and
individual schools.
• Establishment of a National Service
Learning Board to develop national
program standards, objectives, and
outcome, and a formal evaluation process.
• Informal and ongoing evaluations at the
local level to assess program functioning
and outcomes.
Program operations. The following are
required components for a national
program in regards to its operational
attributes and the academic curriculum:
• Service learning projects must be linked
with course concepts and to the overall
educational curriculum to ensure the
greatest academic benefits to students.
• Community service projects associated
with service learning programs must be
meaningful to the student’s learning and
provide an authentic and identifiable need
for the community and its residents.
• Inclusion of students in the planning of
service learning activities, to a level
appropriate to the child’s developmental
age and grade level, to create improved
cognitive outcomes and personal
development.
• Collaboration with community-based
and nonprofit organizations, community
members, business, foundations, and
parents.
• The inclusion of ongoing, formal, and
informal reflection pieces to allow for
the discussion of course concepts, their
application to service projects, conceptualize the experiences of students in the
service projects, and provide a forum to
allow for individual growth.
Presently and in the upcoming years, the
United States will continue to face social
and political challenges to its development as a nation and as a global leader.
See PROGRAM, pg. 7
• Service learning will create stronger
partnerships with parents involving them
in their child’s education at a greater level.
These goals are consistent with those
established by the No Child Left Behind
Act of 2001 and its preceding law, the
Elementary and Secondary Education Act
of 1965, to ensure high academic assessments, meeting the educational needs of
low-achieving students, providing youth
with a more valuable and enriched
education program, increasing the quality
of teaching in the nation’s schools,
increasing participation of parents in their
children’s education and promoting
school-wide reforms for more effective
education programs.
Program Structure and Requirements
The number and rate of service learning
programs established in colleges and public
schools in the United States has increased
tremendously over the past few decades.
This boom in service learning programs
has resulted in an influx of research that
has discovered the critical components for
successful service learning programs.
Administration, structure, and evaluation.
The following characteristics will be
included for the administrative development, evaluation and standards of a
National Service Learning Program:
• The incorporation of service learning in
the mission, goals, school requirements,
and culture of state education programs,
school districts, and local schools.
• The establishment of a designated
service learning office or individual in
each state’s education department and
local school district to support the
administration, funding, resources,
Executive
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703.993.9466
PAGE 7
SPECIAL SECTION
Transparency vs. Efficiency: The Quandary of Public Participation
Earl Mathers
In Gallatin County, MT, involving the
public in the governance process is not
discretionary. Indeed, public officials,
elected and appointed, are strongly
committed to public participation and
believe that the quality of decisions will
be improved through authentic discourse
and deliberation with citizens.
There are ample opportunities for the
media, interest groups and the general
public to be involved in a variety of local
government issues and forums. Ensuring
transparency and engaging citizens at
various levels is routine in Gallatin
County as it is in most jurisdictions today.
If representative democracy in a former
era was characterized by the politicsadministration dichotomy, deliberative
democracy of the 21st Century should be
portrayed as a “politics-administrationpublic trichotomy.”
The ascendancy of public participation in
Gallatin County is driven by a variety of
factors including an informed and educated
citizenry as well as a compelling set of
public policy debates. In addition, value
conflicts among diverse groups of residents
create an atmosphere in which polarization
can inhibit consensus building. Nowhere
has this phenomenon been more evident
than with Gallatin County’s protracted
quest to build a new detention center.
For nearly a decade, Gallatin County has
been striving to replace its dysfunctional
detention center. The primary problem is
that the design of the facility makes
inmate supervision exceptionally difficult,
thus compromising both inmate and
detention officer safety.
Despite the successes of school districts
and municipalities in passing a variety of
bond elections, two detention center
initiatives have failed with the voters.
Indeed, Gallatin County has succeeded
with certain other initiatives including a
911 levy 18 months ago. Strong statistical
evidence, testimony and a variety of jail
incidents portray serious deficiencies at
the current facility.
The silver lining is that jail overcrowding
and other problems have led Gallatin
County to engage a consultant, David
Bennett, to assist with the design of a
range of programs that provide alternatives
to incarceration. Many of Bennett’s
recommendations have been implemented
and the County’s Court Services
Department manages the programs. The
success of some Court Services programs
has garnered national recognition.
Effective alternative sentencing programs
notwithstanding, Gallatin County’s rate of
incarceration is unrealistically low in
comparison with both state and national
statistics. This fact, along with expert
opinions across Gallatin County’s criminal
justice community, indicates that many
offenders that should be serving time are
either released or simply not adjudicated.
While the failures of the past
have provided a certain frame
of reference for the development of strategies…
entrenched resistance
appears to have coalesced
into several factions making
it difficult to build
widespread support.
Gallatin County officials and the committees involved in the jail issue have endeavored to make the process of planning a
new facility as transparent as possible.
Numerous public hearings, open meetings,
presentations at various forums have been
used in concert with the dissemination of
written materials and the displaying of
models of proposed facilities.
To the greatest practical extent the media
has been informed as well. Meetings with
editorial boards have been conducted, are
augmented by appearances on talk radio
programs and media representatives
generally attend relevant planning
sessions. Citizen committees have been
appointed to study the issue.
These groups have had a variety of
resources at their disposal, including
leading national consultants, to aid with
the process of gathering and analyzing
information associated with detention
facilities and best practices. At this
writing, Gallatin County’s prospects for
gaining voter approval for a new facility
continue to be uncertain at best, nearly 10
years after its first detention center initiative was launched.
There are a number of likely reasons for
the failure of earlier detention center
initiatives and some of the same pockets
of resistance threaten Gallatin County’s
current process. While the failures of the
past have provided a certain frame of
reference for the development of strategies to mollify opposition, entrenched
resistance appears to have coalesced into
several factions making it difficult to
build widespread support.
In essence, addressing the concerns of one
group may increase opposition from
another faction and this has heightened
concerns among political leaders. While a
certain percentage of the electorate seems
to oppose the detention center initiative in
any form due to its $33 million price tag,
the majority appear to be divided in terms
of their support for two major alternatives.
The first alternative is to build on the site
of the existing law and justice “campus”
while the second alternative involves a
Greenfield site on the edge of Bozeman.
Although most representatives of the
criminal justice community, consultants
and citizen volunteers directly involved in
the process favor the new site, the County
Commissioners, based on input they have
received from other constituents, have
endorsed the existing site.
The real dilemma for Gallatin County at
present lies in how to overcome the
missteps of the past and unify stakeholders in a manner that will create broad
support for the current initiative. Many
believe that unified support for a plan that
can be clearly defined and justified to the
voters will be successful.
While this may appear to be a product of
basic reasoning, developing consensus
around the complex issues involved is no
mean task. An action plan has been
devised that will provide even more
definitive information while engaging all
key stakeholders in the process of mitigating concerns and identifying potential
areas of compromise. Gallatin County
officials believe that the conflict around
the detention center initiative is not
intractable and that it will be possible to
develop a clear and consistent message
that resonates with voters.
ASPA member Earl Mathers is county
administrator for Gallatin County, MT.
Email: Earl.Mathers@gallatin.mt.gov
Service Learning Program Proposed
From PROGRAM, pg. 6
We will be further challenged globally
by other countries around the world
in economic, scientific and
technological advances.
To maintain liberal democracy, competitive advantage and position as a world
leader, we need to ensure we have the
tools to ensure our nation’s success.
Building upon the fact that our citizens
are our greatest resource, creating a
foundation for the development of a
strong future of youth citizens will create
a vital and active citizenry, higher
academically performing students and
more educated and prepared citizens to
take this nation into its future. A National
Service Learning Program will invest in
the education and development of our
youngest citizens, preparing the country
for the future and also builds social
capital and creates social change for a
stronger, more capable nation today.
Sheri Baxter is a Ph.D. student in public
policy and administration at Walden
University and has an MPA from the
University of Alaska. Email:
sheriboberry@att.net
121027_WALD6229_PaTms_Feb
1/21/08
9:39 AM
PAGE 8
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INSIGHTS ONPERFORMANCE MEASUREMENT
PAGE 9
by JOHN KAMENSKY
Creating Accountability in
Collaborative Networks: Can It Be Done?
John Kamensky
How do you tackle complex management
challenges like the response to Katrina,
counter-terrorism, watershed management, the Human Genome Project, or
going to Mars? Traditional bureaucratic
hierarchies don’t seem to work. Marketdriven approaches, such as competition
and choice, don’t seem to be effective.
The central organizing
principle in a collaborative
enterprise is …the mission
…The most important issue is
not an individual’s status but
rather “can you contribute to
the mission?”
The use of collaborative approaches is
being touted, but there are concerns about
how to ensure their accountability for
getting things done. Collaborative
approaches seem to hold promise, but their
expanded use is being held back, in part
because of the unease of leaders in being
able to address the accountability issue.
Public administration
scholars are busy examining
the promises of collaborative
networks in getting the
public’s work done–Donald
Kettl, Robert Agranoff,
Myrna Mandell, Michael
McGuire, Brent Milward,
and Keith Provan have all
conducted practical research
helpful to public administrators. Even the
Government Accountability Office has
developed case studies of the use of
collaborative networks. Collectively, they
are beginning to sketch out some useful
practices, and are describing efforts by
practitioners to make sense of their
changing world.
Interestingly, this same challenge of how
to structure large organizations to be more
responsive when tackling complex
challenges, is alive in the private sector
as well.
I’ve recently read a new business book
that seems to have some relevance to
managing government: The Collaborative
Enterprise: Managing Speed and
Complexity in Knowledge-Based
Businesses, by Charles
Heckscher, a professor at
Rutgers University. He has
found CEOs in large
corporations are–like today’s
government
executives–struggling with
the legacy of large bureaucracies that are increasingly
less responsive to today’s
challenges in a knowledgebased economy. Like
government executives, they are experimenting with collaborative approaches in
their organizations as ways of overcoming
the unresponsiveness of traditional hierarchies. For businesses, it is a fight for
survival and relevance.
And like the public sector, a key
challenge is how to develop accountability for performance within a collaborative
environment. He has found that the
private sector doesn’t have The Answer,
but neither does anyone else. Still, his
observations can be helpful to public
managers. Heckscher succinctly describes
how the culture created by traditional
bureaucratic hierarchical model culture
clashes with collaborative cultures. He
also describes how to begin to make the
shift–in part by addressing the need to
create clear accountability for performance in collaborative environments.
The Clash Between Bureaucratic and
Collaborative Cultures. The traditional
bureaucratic culture is comprised of two
different patterns. One is the highly
rational, disciplined system of hierarchy
and defined roles. The other is a paternalistic mindset focused on informal
communities and loyalty to one’s boss.
The norms of bureaucracy are stability,
homogeneity, conformity, deference, and
inwardness. “Good performance” is
defined by the boss, who sets targets and
evaluates performance. Accountability is
to the boss, within the hierarchy.
Heckscher observers that in a collaborative
enterprise, people are interdependent with
others and, as a result, are intolerant of
those who don’t pull their own weight.
They put little stock into local attachments
and paternalism. Their measure of
performance is not the boss’s judgment,
but rather “what is expected in collaborative enterprises is performance that helps
others and moves everyone toward achieving the collective mission and goal. It is, in
short, a notion of performance as contribution.” This is the focus of individual
accountability in a collaborative
network–contribution to performance.
The central organizing principle in a
collaborative enterprise is not the office or
the position held by the officer holder, but
rather the mission or collective purpose.
The core of the values system is your
contribution to this mission. The most
important issue is not an individual’s
status but rather “can you contribute to
the mission?”
The Challenge of Creating
Accountability in Collaborative
Networks. In a hierarchy, it is relatively
clear how to establish accountability, and
where to point to when there is a failure in
performance. You simply look at the chain
of events and the chain of command. For
example, the failures in the appropriate
treatment of prisoners at Abu Ghraib
prison ultimately resulted in punishments
for those in the chain of command.
The military reflects the epitome of the
traditional bureaucratic hierarchy. But it is
also finding that this approach does not
work well in fighting terrorism in an urban
environment in Iraq. As a result, the
military is increasingly adopting the use of
collaborative networks, such as with Sunni
militants, and is having to navigate the
conflicts between the bureaucratic and
collaborative cultures.
Milward and Provan, in a 2006 report for
the IBM Center for The Business of
Government, observed that “…maintaining
accountability is critical for network
performance and for continued flow of
resources.” Until the accountability issue is
resolved, increasing the use of collaborative networks will be difficult. Milward
and Provan say “Network managers have a
major responsibility to ensure that those
who participate in a network are responsible for their share of network activities and
are held accountable for their actions.” But
what constitutes “accountability” in a
networked, interdependent environment?
In an environment of collaborative
accountability, according to Heckscher:
“people should be judged on their contribution to the mission or purpose of the
organization–not on doing a “good job.”
This would include the reliability and
competence of an individual and the extent
to which they add value, not merely
meeting targets. But who makes this
assessment? Heckscher says there is no
single right answer, but that this is
oftentimes done via a 360-degree assessment of individuals, including program
customers, bosses, and peers.
Collaborative accountability differs from
bureaucratic accountability both on what is
assessed, and how it is assessed.
Collaborative accountability is an assessment based on contribution, by driving
strategic awareness throughout the system,
and by connecting rewards and sanctions
to these broader themes. Heckscher says
that assessments should not rely solely on
360-degree appraisals, but also include a
system of reputational assessments, not
unlike that done via scientific peer reviews.
But what about creating accountability for
a collaborative system, not just the individuals in the system? One approach for
assessing the performance and accountability of a collaborative system is via a
Balanced Scorecard. Scorecards tend to
reflect both the perspectives of different
stakeholders, as well as the strategies the
members of the collaborative enterprise are
using. Rather than orienting people to their
accountability for narrow pieces of the
system, they would be expected to orient
themselves based on their contributions to
the whole, and be assessed on that basis.
A key element of this working is a high
degree of transparency in the performance
information produced in this system so all
the players–including the public–have
insights into what is going on. A 2004
study by Mark Imperial for the IBM
Center is an excellent case study of how
See KAMENSKY, pg. 12
PAGE 10
Clinton Addresses ASPA’s Concerns About Public Service
From CLINTON, pg. 2
shield to all government employees and
contractors to ensure normal access to
jury trials in federal court to defend
themselves when they speak out in the
public interest.
• Third, I will create a U.S. Public Service
Academy designed to cultivate a new
generation of young leaders dedicated to
public service.
• Fourth, I will restore the practice of
competitive bidding in times of national
emergency, ending the abuse of no-bid
contracts. I will post every contract online
so that Americans can scrutinize the details
and hold their government accountable.
• Fifth, I will cut the number of contractors
working for the federal government by
500,000 over the next 10 years through
an Executive Order.
• Sixth, I will work to restore the
Congressional Office of Technology
Assessment to provide authoritative
and objective analysis of complex
scientific and technical issues for the
federal government.
• Seventh, I will ensure that the budget and
the budget justification for every government agency are available online in a
timely manner.
• Eighth, I will create a new Results
America Initiative to track government
effectiveness. The initiative would
modernize data collection to address
critical gaps in our knowledge and
making the findings available on the web
so that Americans can get real-time
information on a host of issues, from
their local air quality to traffic flow to the
conditions of critical infrastructure.
ASPA Concern 3: There has been an
accelerating use of government contractors
and grantees during the last decade. Reports
indicate that the federal government uses
three times the number of contractors and
grantees to provide crucial services than the
entire military and Federal Civil Service
personnel combined. There is a growing
concern that the government does not have
the workforce with the skills to manage
these contractors who often do 90 percent
of the work on essential projects. This trend
may also make it difficult for government
to provide vital services during a disaster or
crisis situation.
Questions: What is your position on this
reported imbalance between contractors and
public servants? And what steps would you
take as President to ensure that government
has the capacity to provide vital services
during a disaster or crisis situation?
Civil servants serve the public
and that work must be
respected.
Clinton: Over the past seven years, the
Bush administration has steadily outsourced
critical government functions to private
companies, adding more than 2.4 million
private contractors to the federal payroll for
a total of 7.2 million. Today, government
contractors have essentially become yet
another special interest, with the top 20
contracting firms spending nearly $300
million since 2000 to lobby the government.
The Bush administration has contracted
out vital government services without even
running a competition. As we saw in postKatrina Louisiana and Iraq, that has too
often resulted in incompetence, as unqualified people have been put in charge of
delivering critical services. When I am
President, I will clean up our contracting
system by significantly reducing the
number of contractors and providing
transparency in the process.
I have proposed cutting at least 500,000
federal contractors to save approximately
$10 to $18 billion a year. I will put an end
to no-bid contracts and I will ensure that in
the instances where contractors might be
necessary, I will ensure that we run a fair
process for evaluating the proposals. I will
also ensure that every government agency
publishes its budgets online to ensure that
any public service that is contracted out to
private companies will be known to the
public and open to scrutiny.
The Department of Homeland Security
spends more than $15 billion annually,
more than 40 percent of its discretionary
budget, on contracts and acquisitions and it
has become increasingly reliant on private
contractors to perform inherently governmental work.
For example, private contractors staff 60
percent of the Department’s intelligence
office. I will prohibit inherent government
functions from being contracted out, to
increase competition in contracting. Last
year, I introduced and passed into law a
provision to block the Bush administration
from continuing to contract out essential
positions in the Federal Protective Service.
I also worked with a number of organizations to enact language into law to block
the privatization of the operation of our
nation’s locks and dams. And I introduced
legislation to establish a comprehensive
national system for skilled construction
workers to assist first responders in
disasters; I will work to enact this legislation when I am President.
ASPA Concern 4: Comptroller General
David walker and others argue that: “It’s
time to reconsider our approach to political
appointments. This includes recognizing
the differences among policy, operational
and adjudicatory types of executive level
positions. As they note, “We need capable
career executives to help lead this fight
[fight against terrorism] because the stakes
are very high.” Their call is for the hiring
of nonpartisan COOs and CMOs with
proven track records, particularly in major
entities like the Defense Department or the
Department of Homeland Security.”
Questions: What is your position on
establishing minimum standards for
operational and adjudicatory type
executive level positions? And, would you
be amenable to external reviews of these
appointees’ credentials as a part of the
confirmation process?
Clinton: When I am President, I will
appoint the most qualified, dedicated,
public-minded people to serve in government. When we were working to improve
disaster response after Hurricane Katrina, I
proposed that we require proper qualifications for the director of Federal Emergency
Management Agency (FEMA)–and my
proposal eventually become law as part of
an overall reform package of FEMA.
But when the President signed it, he specifically said that he wasn’t going to necessarily
follow the directions of having a qualified
person head FEMA. He used what is called
a signing statement, to pick and choose from
the provisions in the law of what he would
and would not enforce. When I am
President, the entrance to the White House
will no longer be a revolving door for just
the well-connected–but a door of opportunity for the well-qualified. I will ensure that
our government is run by qualified people
who have a proven record of success.
ASPA Concern 5: The Comptroller
General David Walker also recently
suggested the need for a “core set of
values and principles” to define the job of
the civil servant, “the glue that binds us
together.” The American Society for Public
Administration, the National Academy of
Public Administration, the National
Association of Schools of Public Affairs
and Administration, the International
City/County Managers Association and
other purport that these “core values” must
include a commitment to effectiveness,
efficiency, ethics and integrity and social
equity, with the goal of advancing
excellence in public service.
Questions: Are these, or other core values
you can identify, important to define the
job of the civil servant? And if so, how
would you help inculcate “core values” in
the civil service during your presidency?
Clinton: Yes, I believe that those core
values are important to define the job of a
civil servant. My plan to reform our
government is rooted in those same values
–a commitment to effectiveness,
efficiency, ethics and integrity, and social
equity, with the goal of advancing
excellence in public service.
Civil servants serve the public and that work
must be respected. I will also ensure that
federal departments are adequately funded
and staffed, which is not the case today and
sends the wrong message. I am fully
committed to strengthening our government,
which will send the right message–that civil
service is important. Moreover, I will ensure
that government jobs are filled by qualified
and experienced people.
State Homeland Security Directors Express Concerns in Several Areas
From HOMELAND SECURITY, pg. 1
Association Center for Best Practices
(NGA Center).
The brief examines the challenges facing
state homeland security directors and
highlights the results of an annual survey
of the 56 state, DC and territorial
homeland security directors who collectively comprise the Governors Homeland
Security Advisors Council (GHSAC).
States’ top security concerns–developing
interoperable communications systems,
coordinating the efforts of state and local
agencies, protecting critical infrastructure
and establishing state intelligence fusion
centers–have remained relatively stable
since the first survey of state homeland
security officials was conducted in 2005.
This year, states also identified strengthening citizen preparedness as a top priority.
Although survey results showed that more
than half of states have “significantly”
involved local governments in developing
strategic plans, including grant funding
allocation plans, states expressed concerns
in a number of areas related to federal
relations and National Guard staffing. Key
findings of the survey include:
• States continue to report uneven
progress in their relationship with
the federal government, specifically
with the Department of Homeland
Security (DHS);
• Most states said DHS should coordinate
policies with the states prior to their
release or implementation;
• States need federal funding to support
personnel to implement and sustain
national initiatives that are carried
out locally;
• States want federal agencies to coordi-
nate their security clearances through a
unified database to ensure that a
clearance issued by one agency is
recognized by other agencies; and
• Only about one-third of states have at
least 75 percent of their National Guard
forces available to respond to disasters.
Individual homeland security directors
offered useful strategies for improving
federal-state relations, including decentralizing DHS to regional offices, involving
states in the design phase of initiatives and
reducing the number of unfunded mandates
being imposed on states.
To learn more about actions governors
are taking to improve security in their
states, visit www.nga.org/center/hst.
Want to submit an article to PA TIMES?
email cjewett@aspanet.org
for submission guidelines
PAGE 11
Frederickson
perspective
A Column by H. George Frederickson
PA TIMES invites your opinions regarding issues addressed in this space, or any public management issues. Please
fax us at (202) 638-4952 or e-mail us at: cjewett@aspanet.org The viewpoints expressed in the Commentary section
of PA TIMES are the individuals’ and are not necessarily the viewpoints of ASPA or the organizations they represent.
The Arc of Bureaucratic Morality: From Loyalty to Treason
H. George Frederickson
Philip Agee died this week in Havana. He
was a bureaucrat, but a bureaucrat of a
special kind. Agee was a spy.
It was Philip Agee who, after a dozen years
in the clandestine service of the Central
Intelligence Agency, resigned and published
Inside the Company: CIA Diary in which he
identified about 250 CIA officers, foreign
agents and front organizations.
There is little doubt that Agee’s disclosures
resulted in the torture and death of persons
in the service of the CIA and of the United
States. The exposés of Agee and others led
Congress to pass the Intelligence Identities
Protection Act of 1982. It was the investigation of possible violations of that act in
the “outing” of Valerie Plame Wilson that
resulted in the perjury conviction of I.
Lewis “Scooter” Libby, the former chief of
staff to Vice President Dick Cheney.
“When I joined the CIA I believed in the
need for its existence,” Agee wrote in CIA
Diary. The CIA was engaged in “regime
change” in countries with left-leaning
governments as part of the cold war and in
countries that were thought to threaten
American interests, including Iran,
Indonesia, Vietnam, the Sudan, Syria,
Guatemala, Ecuador, Guyana,
Zaire, Ghana, Greece and the
Dominican Republic. “After
12 years with the agency,”
Agee wrote, “I finally
understood how much suffering it was causing, that
millions of people all over
the world had been killed or
had their lives destroyed by
the CIA and the institutions it
supports.”
With this understanding Agee turned left
and he wrote, “American capitalism, based
as it is on exploitation of the poor, with its
fundamental motivation in personal greed,
simply cannot survive without
force–without a secret police force…Now,
more clearly than ever, the extremes of
poverty and wealth demonstrate the
irreconcilable class conflicts that only
socialist revolution can resolve.” Based on
these political opinions Agee changed
sides in the cold war and made the transition from whistleblower to traitor. In the
widely accepted language of Albert
Hirschman’s Exit, Voice and Loyalty:
Responses to Declines in Firms,
Organizations and States, Agee went
beyond voice and exit to treachery.
The Paul A. Volcker Endowment for Public Service Research and Education
Junior Scholar Research Grant Program 2008
Application Deadline: March 15, 2008
Note: Applications accepted no earlier than February 1, 2008
Scope of the Grant Award
The Section for Public Administration of the American Political Science Association (APSA) invites applications and research proposals from junior scholars researching public administration issues affecting
governance in the United States and abroad. Proposals will be judged on their potential to shed new light on
important public administration questions, their scholarly and methodological rigor, and their promise for
advancing practice and theory development. Individual grants are not renewable. As a part of the APSA
Centennial Campaign, support from the Volcker Endowment can, but need not, involve research residencies
at the Centennial Center in Washington. Recipients may conduct research on issues affecting or relevant to
public administration at any level (or levels) of government, in any nation (or across nations), and from
whatever locale is most useful or appropriate for their research purposes.
Application Materials
Proposals must address all items under the scope of the award and must be done in triplicate or sent
electronically. Proposals are limited to five (5) single-spaced pages and must:
• State the purpose of the project
• State how the project contributes to scholarship within public administration and its applicability for
practice and theory development
• State how the project relates to previous research and theoretical developments
• Specify research design
• Provide an itemized budget and budget justification
• Specify any additional financial support that the applicant is already receiving or anticipates receiving
In addition, each proposal must include (in excess of the five-page written proposal):
• A cover letter summarizing project title, qualifications for successfully completing the project, and
professional status (doctoral student working on dissertation or untenured assistant professor)
• An abstract of the proposal (maximum 150 words)
• A letter attesting to the quality of the research project (typically from a doctoral student's dissertation
advisor or a junior faculty member's department chair)
• A curriculum vitae (no more than three pages)
Eligibility
Eligibility is limited to doctoral students who have successfully defended their dissertation prospectus and
tenure-track assistant professors. In terms of the latter, preference is given to junior assistant professors.
Applicants must be APSA members at the time of application. Membership in the Section for Public
Administration is not required, but can be one of a variety of factors that the Volcker Awards Committee
considers in making awards.
Submission
Proposals sent electronically should be emailed to center@apsanet.org. Otherwise, three (3) hard copies of
the total proposal package should be submitted to: Paul A. Volcker Endowment for Public Administration
Research and Education, Junior Scholar Research Grant Program, c/o American Political Science
Association, 1527 New Hampshire Avenue, NW, Washington, DC 20036-1206
For more information, see http://www.apsanet.org/content_6340.cfm
Agee’s death coincides with
the announcement that Tim
Weiner’s remarkable book
Legacy of Ashes: the History
of the CIA, is a finalist in the
nonfiction category for the
2008 National Book Award.
Without blowing anyone’s
cover or betraying American
interests, Tim Weimer is, if
anything, even more critical
of the CIA than was Agee 25
years earlier. Weimer confirms Agee’s
claims regarding the dark deeds of the CIA
and its failings. Unlike Agee, however, he
accepts as real the threat of communism in
the cold war of the late 20th century and he
accepts the threat of terrorism today.
Because threats to the United States and to
democratic government are real, Weiner
insists that reliable intelligence is essential
to dealing with those threats.
But, he writes, “to survive as an institution
in Washington, the agency had to have the
president’s ear. But it soon learned that it
was dangerous to tell him what he did not
want to hear. The CIA analysts learned to
march in lockstep, conforming to conventional wisdom. They misapprehended the
intentions and capabilities of our enemies,
miscalculated the strength of communism
and misjudged the threat of terrorism.”
Weiner describes the Clinton Era preoccupation with the electronic technology of
surveillance and with getting more for less,
pointing out that by September 11, 2001,
the FBI had more agents in New York City
than the CIA had officers abroad. “It then
forfeited its role as a reliable source of
information when it handed the White
House false reports on the existence of
weapons of mass destruction in Iraq. It had
delivered a ton of reportage based on an
ounce of intelligence.
President George W. Bush and his
administration in turn misused the agency,
…turning it into a paramilitary police force
abroad and a paralyzed bureaucracy at
headquarters.” After George Tenet resigned
in the summer of 2004, taking the fall for
faulty intelligence in the run-up to the war
in Iraq, Porter Goss moved from chair of
the House Intelligence Committee to
director of the CIA.
According to Weiner, “On his first day of
work, Goss began a purge more swift and
sweeping than any in the history of the
Central Intelligence Agency…The new
director surrounded himself with a team of
political hacks he had imported from
Capitol Hill. They believed they were on a
mission from the White House–or some
higher power–to rid the CIA of left wing
subversives… The director issued orders
against dissent from the president’s
policies…The scourging of the CIA was
rightly a question of competence. It
wrongly became a question of ideology.”
Porter Goss lasted 19 months. It will take
much longer to rebuild the CIA.
Twenty-five hundred years ago Confucius
claimed that the primary problem faced by
public officials is how to serve those in
power, particularly if those in power are
evil, corrupt, or ignorant. The way to deal
with this problem, following Confucius, is
to recognize that a good official is above all
other things a moral actor in the context of
moral action. All public acts are moral acts
and all public officials are moral actors.
Moral action requires two things–
competence and courage.
“The CIA analysts learned to
march in lockstep, conforming
to conventional wisdom.
They misapprehended the
intentions and capabilities of
our enemies, miscalculated
the strength of communism
and misjudged the threat of
terrorism.”
When it comes to CIA competence and
courage, the recent news may be good. The
National Intelligence Estimates of
November 2007 have just been declassified.
Under the “Iran: Nuclear Intentions and
Capabilities” heading, the estimates are that
“we judge with high confidence that in fall
2003, Tehran halted its nuclear weapons
program…We continue to assess with
moderate-to-high confidence that Iran does
not currently have a nuclear weapon…
Tehran’s decision to halt its nuclear
program suggests it is less determined to
develop nuclear weapons than we have
been judging since 2005.”
This is a far cry from George Tenet’s claim
in 2002 that it was a “slam dunk” that Iraq
had weapons of mass destruction. At least
we have some evidence that the CIA is
willing to speak truth to power, when it is
clear that the administration would prefer
that Iran be portrayed as a nuclear threat. At
least in this one matter the CIA appears to
have found its voice.
There are still deeply troubling issues of
secret prisons, torture, the destruction by
the CIA of tapes of prisoner interrogation
and other modern practices that are
morally questionable. Chief among these
troubling reports is the new documentary
film “Taxi to the Dark Side.” Directed by
Alex Gibney, “Taxi” is a scathing indictment of the justification for torture and the
dismantling of habeas corpus by top U.S.
officials and what happens when street
level bureaucrats are expected to carry out
morally reprehensible policy.
Competent and courageous intelligence
agencies are essential to preventing terrorism. The courage and competence of such
agencies is especially important when
elected officials and their appointees abuse
their oversight responsibilities for political
purposes or fail to understand the likely
consequences of their actions. That is when
we need bureaucrats who understand moral
action and are prepared to act morally.
ASPA member H. George Frederickson is
Stene Professor of Public Administration
at the University of Kansas and co-author
of both The Public Administration Theory
Primer and The Adapted City: Institutional
Dynamics and Structural Change.
Email: gfred@ku.edu
PAGE 12
Ethics Reform in Indiana Municipalities: Full Speed Ahead!
Three communities in Northwest Indiana’s
Lake County have entered into an
interlocal agreement (ILA) to establish the
Shared Ethics Advisory Commission
(SEAC). All three of the municipalities
also adopted a shared ethics code. The
municipalities are Crown Point (pop.
23,443), Highland (pop. 26,961) and
Munster (pop. 22, 340). Crown Point is the
County seat and Highland and Munster are
suburban communities. Lake county is just
south of Chicago. Its principal cities are
Gary, Hammond and East Chicago.
The ILA calls for the SEAC to be
composed of seven members who should
be persons of good character. It presently
consists of two retired judges, a retired
clergyman, a former banker/lawyer who is
a prominent community leader, a univer-
sity business dean and an ethics professor
with one vacancy. The principal activity
of the Commission to date has been to
conduct ethics training but it may also
provide for ethics policy review and
ethics code administration.
The key values in the Shared Code of
Ethics are:
• Honesty/Integrity–to make decisions
for the public’s best interests, even when
they may not be popular.
• Respect/Civility–to work together in a
spirit of tolerance and understanding.
• Accountability/Responsibility–to make
full public disclosure of the nature of any
conflict of interest and support the
public’s right to know the truth and
encourage diverse and civil public debate
in the decision making process.
• Fairness/Justice–to promote nondiscrimination in decision making for our
respective community and to make
decisions based upon the merits of the
issue at hand.
The Northwest Indiana Local Government
Academy at Indiana U. Northwest is also
promoting ethics in local governance. The
Academy’s web site has an Ethics Hall of
Fame with 12 communities identified as
having adopted codes of ethics
(www.iun.edu/~lga/)
Bravo!
Sources: Lloyd Rowe (lrowe@netnitco.net)
and www.iun.edu/~lga/
ASPA member Donald C. Menzel is a
former ASPA president and professor
emeritus of Northern Illinois University.
Email: donmenzel@tampabay.rr.com
An
A
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EEthics
thics
M
ome nt
Moment
Progress Seen in Accountibility Mechanisms for Collaborative Networks
From KAMENSKY, pg. 9
transparency can be used to create
accountability in networks created around
managing watersheds.
While the issue of creating public accountability mechanisms for collaborative
networks is not as well-defined as the
mechanisms developed in past years to
support the hierarchical bureaucratic model
(such as personnel classification systems),
there is progress. And as confidence
develops in these new mechanisms–in both
the private as well as the public sectors–the
adoption of the collaborative network
model will likely spread.
Addendum
A related report on collaboration has been
recently published by the IBM Center for
The Business of Government, “A
Manager’s Guide to Resolving Conflicts in
Collaborative Networks,” by Rosemary
O’Leary and Lisa Bingham. Their report
addresses another key challenge facing
public managers in their use of
networks–the fact that the organizational
interests of members of a network
oftentimes do not coincide and conflict
occurs. Consequently, a key set of skills that
successful network managers need to
develop is the ability to negotiate and
manage conflict constructively.
Professors O’Leary and Bingham provide
practical advice on how to manage and
negotiate conflicts in collaborative
networks. The approach they describe–
interest-based negotiation–has worked in
other settings, such as bargaining with
unions. It can now be applied in a diverse
range of collaborative networks–from
managing shared services between
agencies, to managing the use of rangelands
between public and private interests. Such
negotiation techniques are becoming crucial
in sustaining the effectiveness of networks,
where successful performance is defined by
how well people collaborate and not by
hierarchical commands.
ASPA member John Kamensky is a senior
fellow with the IBM Center for The
Business of Government. He is also an
associate partner with IBM Global
Business Services and a fellow of the
National Academy for Public
Administration. Visit his blog on
Presidential Management Challenges at:
www.transition2008.wordpress.com.
Email: john.kamensky@us.ibm.com
Master of Science in
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Millersville University is an Equal Opportunity/Affirmative Action institution.
A Member of Pennsylvania’s State System of Higher Education.
Reports on the Web
Featured Report: “A Manager’s Guide to
Resolving Conflicts in Collaborative
Networks,” by Rosemary O’Leary (Syracuse
University) and Lisa Bingham (Indiana
University–Bloomington). Their report
addresses a key challenge facing public
managers in their use of networks– the fact
that the organizational interests of members
of a network oftentimes do not coincide and
conflict occurs. Consequently, a key set of
skills that successful network managers need
to develop is the ability to negotiate and
manage conflict constructively.
www.businessofgovernment.org
GAO Reports:
• “Supply Chain Security: Examinations of
High-Risk Cargo at Foreign Seaports Have
Increased, but Improved Data Collection
and Performance Measures Are Needed.”
• “Defense Contracting: Contract Risk a
Key Factor in Assessing Excessive PassThrough Charges.”
• “Bankruptcy and Child Support
Enforcement: Improved Information Sharing
Possible without Routine Data Matching.”
• “State and Local Governments: Growing
Fiscal Challenges Will Emerge during the
Next 10 Years.”
• “Bilingual Voting Assistance: Selected
Jurisdictions' Strategies for Identifying
Needs and Providing Assistance.”
• “Influenza Pandemic: Efforts Under Way
to Address Constraints on Using Antivirals
and Vaccines to Forestall a Pandemic.”
• “Federal Acquisition: Oversight Plan
Needed to Help Implement Acquisition
Advisory Panel Recommendations.”
• “Energy Markets: Increasing Globalization
of Petroleum Products Markets, Tightening
Refining Demand and Supply Balance, and
Other Trends Have Implications for U.S.
Energy Supply, Prices, and Price Volatility.”
• “Legal Services Corporation: Improved
Internal Controls Needed in Grants
Management and Oversight.”
• “Iran Sanctions: Impact in Furthering U.S.
Objectives Is Unclear and Should Be
Reviewed.”
• “Iraq Reconstruction: Better Data Needed
to Assess Iraq's Budget Execution.”
• “Chemical Demilitarization: Additional
Management Actions Needed to Meet Key
Performance Goals of DOD's Chemical
Demilitarization Program.”
• “End-of-Life Care: Key Components
Provided by Programs in Four States
[Arizona, Florida, Oregon, Wisconsin].”
• “Nuclear Nonproliferation: DOE's
Program to Assist Weapons Scientists in
Russia and Other Countries Needs to Be
Reassessed.”
• “Defense Acquisitions: Departmentwide
Direction Is Needed for Implementation of
the Anti-tamper Policy.”
• “Information Security: IRS Needs to
Address Pervasive Weaknesses.”
• “Social Security Disability: Better
Planning, Management, and Evaluation
Could Help Address Backlogs.”
www.gao.gov
Rockefeller Institute of Government:
• “State Revenue Report”
www.rockinst.org
IBM Center for the Business of
Government:
• “Strengthening Homeland Security:
Reforming Planning and Resource
Allocation.”
www.businessofgovernment.org.
Others:
• “The Behn Report”
www.ksg.harvard.edu/TheBehnReport/
If you have a report for this column,
contact Christine McCrehin at
PAGE 13
WTSWhereThingsStand
Microsoft's New
E-gov Platform
John Rendleman
Microsoft has introduced a suite of tools
it will provide without charge to local
and regional governments worldwide to
help them deliver Web-based services
to citizens.
Microsoft’s Citizen Service Platform
incorporates the company’s work
with local and regional governments
over the past several years, and consists
of templates designed to run in Microsoft
operating environments for the most
commonly deployed e-government
services.
Microsoft will offer the initial set of
online services to governments for
customization and integration into their
current environment later this year.
Microsoft designed the platform to give
local and regional governments the ability
to customize the level of sophistication
they offer in their e-government services,
which can range from simple presence
offerings that provide static information
to citizens to more complex transactional
services that enable interaction between
citizens and government.
Specific Microsoft products that the
platform incorporates include Microsoft
Office SharePoint Server, Microsoft
SharePoint Portal 2007 and Microsoft
Dynamics CRM. As one example of the
platform’s capabilities, Microsoft cited a
citizen alert system used by the town of
St. Mary in Jamaica last year that delivers
storm and hurricane warnings via SMS
messaging without requiring on-site
Information and Communication
Technologies (ICT) hardware.
This brief is reprinted from Government
Computer News (www.gcn.com).
Cincinnati Receives Top
Financial Certificate
The Government Finance Officers
Association (GFOA) of the United States
and Canada has awarded the City of
Cincinnati the Certificate of Achievement
for Excellence in Financial Reporting for
its comprehensive annual financial
report (CAFR).
The Certificate is a nationally recognized
award in the area of governmental
accounting and financial reporting. In
order to be considered for the award, the
City had to prepare and publish an easily
readable and understandable CAFR
covering all funds and financial transactions of the City during the 2006 Fiscal
Year. The report must satisfy both
generally accepted accounting principles
and applicable legal requirements. This is
the twenty-sixth consecutive year that the
City has received this award.
The Cincinnati CAFR has been judged by
an impartial panel to have met the highest
standards of the program including
demonstrating a constructive “spirit of
full disclosure” to clearly communicate
the City’s financial story and motivate
potential users to read the CAFR. The
City’s 2006 Comprehensive Annual
Financial Report is available on the City’s
website at www.cincinnati-oh.gov/cityfinance/pages/-5320-/.
Legislation introduced in
Vermont to recall the Guard
Legislation also planned for New
Hampshire, Pennsylvania, Rhode Island
Washington, DC–A bill introduced today
declares that the 2002 federal authorization
to call up the State National Guard has
expired, and would set in motion steps to
recall members of the Vermont Guard.
Similar legislation will be introduced by
legislators in New Hampshire,
Pennsylvania, and Rhode Island, and is
under active discussion in a half-dozen
other states, notably Wisconsin,
Minnesota, Maine and Maryland.
The Vermont bill would limit future
Vermont National Guard service to
state duties unless properly called into
federal service.
In addition to the Vermont legislation,
announced today’s press conference in
Montpelier by Rep. Michael Fisher and
Senate President Pro-Tempore Peter
Shumlin, legislators in New Hampshire
(Rep. Charles Weed, 603-352-8309),
Pennsylvania (Rep. Tony Payton, 215744-7901), and Rhode Island (Rep. David
Segal, 401-432-7049), will sponsor
similar National Guard legislation.
Legislators in six other states, notably
Maryland (Sen. Jamie Rankin, 301-8583634), Maine (Rep. Ted Koffman, 207288-5015), Minnesota (Rep. Frank
Hornstein, 651-296-9281), and Wisconsin
(Rep. Spencer Black, 608-266-7521), are
working on the issue and considering
following suit.
Nonprofit Investigative News
Organization to be Led by
Paul Steiger
New York–A new, non-partisan, nonprofit
newsroom producing journalism in the
public interest launched in January under
the name ProPublica. Paul E. Steiger,
former managing editor of The Wall
Street Journal, is serving as president and
editor in chief.
ProPublica, when fully staffed in 2008,
will include 24 fulltime reporters and
editors, the largest staff in American
journalism devoted solely to investigative
reporting. ProPublica will be supported
entirely by philanthropy and will provide
the articles it produces, free of charge,
both through its own website and to
leading news organizations selected with
an eye toward maximizing the impact of
each article.
Commenting on the new organization
Steiger said, “ProPublica will focus
exclusively on journalism that shines a
light on exploitation of the weak by the
strong and on the failures of those with
power to vindicate the trust placed in
them. We will be non-partisan and nonideological, adhering to the strictest
standards of journalistic impartiality and
fairness.” He continued, “We will look
hard at the critical functions of business
and of government, the two biggest
centers of power. But we will also focus
on such institutions as unions, universities, hospitals, foundations and the media
when they appear to be exploiting or
oppressing those weaker than they, or
when there is evidence that they are
abusing the public trust.”
Steiger noted that, “The creation of
ProPublica comes at a difficult moment
in American publishing. The number and
variety of publishing platforms are
exploding in the Internet age. But very
few of these new entities are engaged in
original, in-depth reporting. In short,
sources of opinion are proliferating, but
sources of facts on which those opinions
are based are shrinking.
Lincoln Institute and Peking
University Establish Center
for Urban Development and
Land Policy in Beijing
Focus to be on urbanization, planning,
property tax in rapidly growing China
Cambridge, MA–The Lincoln Institute of
Land Policy and Peking University have
established the Center for Urban
Development and Land Policy on the
campus of the university in Beijing.
Joyce Yanyun Man, director of the
Lincoln Institute’s China program, will
serve as executive director.
“With this center we seek to develop
institutional capacity in China to address
the many challenges that the country’s
rapid growth has for land,” said Gregory
K. Ingram, president of the Lincoln
Institute of Land Policy
(www.lincolninst.edu) “We want to
continue to strengthen China’s expertise in
land policy and planning for urban
development, through research, fellowships and training.”
The Lincoln Institute has been actively
engaged in China for the last five years,
through its Program in the People’s
Republic of China (www.lincolninst.edu/
aboutlincoln/prc.asp). Joyce Yanyun Man
of Indiana University was earlier this year
appointed director of the program, and is
based in Beijing. The new center, which
will be in operation in Peking University
campus offices in early 2008, will
complement the ongoing activities of the
China program.
“I hope the joint center will offer a
platform for international and Chinese
scholars to share experiences and deepen
understanding of urbanization, land and
fiscal policies in China and around the
world,” said Lin Jianhua, executive vice
president and provost of Peking
University. “I believe that such interactions and dialogue will not only help
enhance the academic teaching and
research quality in these areas at Peking
University, but also will facilitate discussions, research and sound policy in the
use, regulation, and taxation of land and
urban development in China.”
If you have a press release for “Where
Things Stand,” contact Christine
McCrehin at cjewett@aspanet.org.
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INSIDE:
President’s Column
ASPA in Brief
Career Center
Recruiter
Conferences Calendar
16
20
24-25
26
28
National Council
Representative
District Winners
ASPA TIMES
Advancing excellence in public ser vice. . .
Newman Elected ASPA Vice President
Christine McCrehin
Meredith Newman, professor and director
of the School of Public Administration at
Florida International University, has been
elected ASPA vice president and will
become president of the organization in
2010. Newman will officially assume the
office of vice president at ASPA’s 69th
Annual Conference in Dallas, TX,
March 7-11, 2008.
District 1
Ann Hess Braga
Boston City
Council
District 2
Samuel L. Brown
University of
Nebraska,
Omaha
District 3
Rodney Stanley
Tennessee State
University
District 4
Michael
Gershowitz
Gershowitz
Grant and
Evaluation
Services
District 5
James Nordin
Public
Management
Solutions
ASPA member Meredith Newman, professor
and director of the School of Public
Administration at Florida International
University, will officially accept her elected
position during ASPA’s 69th Annual
Conference in Dallas, TX, March 7-11, 2008.
At that time, Donald Klingner, professor,
University of Colorado at Colorado
Springs, will become president replacing
Harvey White, associate professor,
University of Pittsburgh, who will
become immediate past president. Paul
Posner, professor at George Mason
University, will become president-elect.
Newly elected National Council members
will also assume their seats at the conference (see list at left).
Newman has served the society on local
and national levels.
After receiving the news of her election,
Newman agreed to take a few moments to
tell PA TIMES readers a bit about the goals
she has for her tenure as an ASPA officer.
How does it feel to be elected vice
president of ASPA? I feel proud, thrilled
and honored to be elected vice president.
It is fitting that I am writing my responses
to your questions while I am preparing for
the start of our South Florida chapter
board meeting. I am grateful for the
board’s assistance, and appreciate the
support I was privileged to receive more
broadly. The timing presents a unique
See NEWMAN, pg. 22
PA TIMES Announces Best Article of ‘07
Washington, DC–The PA TIMES is pleased
to announce that the September 2007
article “Is Public Administration Dead,” by
Carol Becker, has been selected as the
winner of its 2007 Best Article Award.
“Becker's article deals directly and
succinctly with a topic of interest to all
ASPA members,” writes PA TIMES
Editorial Board Chair Russell Williams in
an email announcing the winner. “Cogently
written in a manner that reaches academics, practitioners and students, the author
presents clear definitions and useful
examples in an examination of the current
state of public administration. The article
avoids both apocalyptic and Pollyannaish
conclusions as it presents a well-reasoned
answer to the question found in its title. By
doing this, it provides the reader with a
clearly marked point of departure for
further discussion.”
To which Becker, a senior planner at the
Metropolitan Council, Minneapolis, MN,
and a PhD candidate at Hamline
University, responded, “I have to say that I
am very excited about winning this award.
I’m a practitioner and not an academic
professionally so finding time for writing
articles can be a bit difficult. But I couldn’t
pass up this opportunity on this topic, as I
believe that the next evolution of government implementation is by organizations
with weak or non-existent connections to
sovereign government. I believe this will
have profound implications for public
administration, for democracy, and for
society itself. So I couldn’t pass up the
opportunity for the topic, “Is Public
Administration Dead?” I was very
surprised to hear that it won an award
because it is hard to tell a group of people
that their profession is fraying at the edges.
Tell everyone thank you for the honor.”
This year’s award will be presented
Monday, March 10, during the annual
Awards Ceremony at ASPA’s 69th Annual
Conference in Dallas, TX.
Past recipients include: 2006 winner
Dwight Vick for, “Why FEMA is a FourLetter Word and How Bamboo Federalism
Can Change It,”; 2005 winners Evan M.
Berman, Thomas D. Lynch, Cynthia E.
Lynch and Maria D. Berman for, “‘There
was no Plan’–A Louisiana Perspective”;
2004 winner Jim Colvard for “Middle
Managers Must Be Bilingual”; and 2003
winner James D. Caroll for “The Right to
Privacy vs. the Right to Protection: The
Question of Countervailing Power.”
All winning articles are on the ASPA
website at www.aspanet.org.
And the Winner Is…
ASPA Introduces Chapter Membership Development Award
Caneka McNeil
This year chapters can compete for the
ASPA Chapter Membership Development
Award. The purpose of this award is to
increase public awareness about ASPA and
gain additional membership at every level.
Chapters will have until the end of
December to promote ASPA, recruit new
members and invite previous members
back. The recruitment guidelines are
simple: have fun and be creative!
Chapters may promote ASPA in any form
as long as it advances our mission.
Three awards will be given out in four
divisions. The first division is for chapters
that have up to 25 members. The second
division is for chapters that have between
26 to 50 members. The third division is
for chapters that have between 51 to 100
members. The fourth division is for
chapters that have 101 members or more.
Three prizes will be awarded in each
division. The first place winner will
receive a complimentary professional
development workshop for its members
sponsored by ASPA National. The topic
will be mutually agreed upon by ASPA
National and the chapter officers. The
workshop will last approximately half a
day. ASPA will provide the speaker,
materials and help market the event.
The second place winner will receive
a $250 American Express gift card for
the chapter to host an event for its
members. The last prize will be given to
an individual. For every person a member
recruits into ASPA, their name will be
entered into a raffle drawing. The winner
will receive a complimentary registration
to an ASPA conference of his/her choice.
Membership applications include a place
for referrals so that we can track the
progress of the competition.
At the end of every quarter, ASPA
National will report in the PA Times the
number of members who have joined by
chapter. Chapters will be judged by the
percent increase of membership from
1/1/2008 to 12/31/2008. The winners will
be announced in January 2009.
ASPA looks forward to working with the
chapters as we increase ASPA’s presence
and reach new heights in membership. For
more information about the ASPA Chapter
Membership Development Award, please
contact ASPA Public Relations
Administrator, Caneka McNeil, at 202393-7878 ext. 200 or
cmcneil@aspanet.org.
Caneka McNeil is ASPA’s public relations
administrator. Email: cmcneil@aspanet.org
PAGE 16
PRESIDENT’S COLUMN
Harvey White
Building on a Bold Beginning:
Standing Up for Public Administration
Harvey White
With few exceptions, efforts to stop the
bashing of public servants have not
prevailed. Edward J. Curran’s bold
presentation on the ABC “This Week”
news in 1997 is one of these exceptions.
Making strategic use of this media
opportunity, he described the failure of
leading congressional leaders to be
responsive to information and recommendations given to them by professional
civil servants.
Curran’s bold defense of his colleagues
and agency on a national news show is
described as the “Beginning of the end”
for the passive acceptance of “bureaucrat
bashing.” A public servant had finally
successfully challenged attempts to make
civil servants the scapegoat for problems
precipitated by political leaders. The
heroic action of this career public servant,
who served our country for more than 40
years, stands in dire contrast to normal
bureaucratic behavior.
As George Frederickson asserts, Curran’s
actions represented “an electric moment, a
Sabbath public administration epiphany,
one of those rare and beautiful moments
about which bureaucrats dream.” His
bold action caught many off guard and
curtailed undeserved criticism of
public administrators.
According to Frederickson, decades from
now students will ask: “Who was this man
Edward J. Curran, and why is he so
important in public administration?” Their
professors will answer: “the end of the 20th
century, after decades of bureaucrat bashing
by Congress, it was Edward J. Corran who
would not be bashed.” This epic moment
would be described as “... the beginning of
the end of the political advantages that once
came from bureaucrat bashing.”
Unfortunately, more than ten years after
Curran’s “epic” actions, the bashing of
public servants continues to be endemic in
the political arena. Numerous politicians
and pundits are building their careers by
perpetuating stereotypes, falsehoods and
hyperboles about a “growing bureaucratic
Leviathan that pathologically abuses its
power.” This “Phantom bureaucracy,” as
it were, is still the scapegoat for many of
our social, economic and personal woes.
Many political leaders are as quick as
ever to blame policy and administrative
failures on civil servants and as slow to
take responsibility for any of the maladies
that occur during their terms in office.
Given the persistence of bureaucrat
bashing that pervades our society,
students studying public administration in
the future may be more inclined to ask:
“What did individuals and organizations
do to build on Curran’s bold Beginning?”
What did they do to advance public
administration? Why did they fail to seize
this epic moment for our profession? How
will we respond?
Much has been done to advance public
administration. More needs to been done.
We are not responsible for what was not
done by those who precede us; nor can we
control what shall be done by those who
follow us. We are accountable, however,
for today. Unprovoked attacks on public
administrators are taking place during our
moment in time. It has been evidenced in
the current presidential campaign and it is
not the prerogative of individuals from
one particular persuasion or political
party. How shall we respond? How shall
we advance Curran’s epic stand for
public administration.
Much has been done
to advance
public administration.
More needs to been done.
We are not responsible
for what was not done by
those who precede us;
nor can we control what
shall be done by those who
follow us.
We are accountable,
however, for today.
How shall we build upon his beginning
and restore the respect for and pride in the
public administration profession it merits.
It is ASPA’s challenge, along with other
public service organizations, to find ways
to expand this epic beginning
Frederickson attributes to Curran. We
must, during our moment in time, make
sure that our profession is better today
than it was yesterday. We must leave it
positioned so that those who follow us
can make it even better during their day.
This is what Curran did through his bold
beginning. This is our challenge today.
We do not expect nor would it be
appropriate for most public servants to
follow Curran’s bold actions. As was clear
to him, however, no one is likely to stand
up for public administration except public
administrators. We also do not expect
public servants to deliberately embarrass
elected political leadership. This is not our
purpose. Nevertheless we can and should
do as William Armstrong, a distinguished
British civil servant, suggests and
“operate on the edge of politics without
being political” to help “reposition politi-
cal leaders” on issues that are detrimental
to our profession (Frederickson).
In this vein, ASPA is addressing bureaucratic bashings and other issues germane
to public administration with all current
presidential candidates. Whether raising
issues of concern in public forums or
indirectly through communications with
staffers, the ASPA leadership team’s
nonpartisan initiatives are aggressively
bringing public administration related
concerns to candidates’ attention.
Our recent effort in this regard was a
series of concerns and questions sent to
all candidates for their responses. In
addition to encouraging them to refrain
from prejudicial attacks on public
servants, we have asked them to describe
specific initiatives they would take to:
• Encourage the best and brightest
individuals to pursue careers in public
service;
• Address the imbalance between contractors and public servants at the federal
level;
• Promote minimum professional
standards for executive administrative
positions; and
• Inculcate core public service values in
the civil service during their presidency
We have indicated in our communications
with these candidates that their responses
will be shared with you, our members, via
the PA TIMES and postings on our
website. The first report of their responses
is printed in this edition. Others will be
shared as they are received.
All major presidential candidates have also
been invited to bring greetings during our
national conference in Dallas. Candidates
from both political parties have received
invitations. As the availability of
candidates is made known to us, we will
make this information public.
As we move forward in this presidential
election year, we must seize every
opportunity to advance the interest of
public administration. In forums, we must
ask questions relative to our interest. We
should respond to inaccurate information
that presents those in our profession in a
prejudicial manner. Also, we should not
hesitate to develop position papers and
use other nonpartisan methods to help
enhance excellence in public service. In
other words we should “operate on the
edge of politics without being political” to
help “reposition political leaders” on
issues that are crucial to our profession.
Equally important, we must assist the next
president, however possible, in recruiting
and selecting the very best and most
talented individuals to serve our country.
We should help set high standards and
expectations for those in public service.
Further, we must demand of ourselves and
all members of our profession the highest
level of ethical behavior, integrity and
professionalism. This includes advancing
social equity.
Thus, when students read about what we
did in our moment, it should be clear that
everything possible was done to advance
Curran’s bold beginning to end the
bashing of public servants. It should be
clear that we built on this bold beginning
by standing up for public administration,
when and wherever we could. They
should know that, during our moment in
time, we made public administration
better today than it was yesterday; and our
efforts positioned this noble profession so
that those who followed had an opportunity to make it even better in their day.
Our efforts during this presidential
election year are designed to help achieve
these objectives. We shall continue to
boldly advance the interest of ASPA and
our profession.
I look forward to greeting each of you at
the Dallas Conference, March 7-11.
ASPA member Harvey White is ASPA
president and an associate professor at
the University of Pittsburgh. Email:
hwhite@usouthal.edu (please copy
rnicholas@usouthal.edu on all
correspondence).
Tables for the Social
Equity Luncheon are
available for purchase,
please take advantage
of the opportunity to
be present at this
enlightening event.
Contact Duanne Crawley
at
dcrawley@aspanet.org
PAGE 17
ASPA Announces Winners from 2007 Award Program
Recipients Will Receive Recognition at National Conference in Dallas, TX, March 7-11, 2008
Washington, DC–ASPA is pleased to
announce the winners from our 2007
Awards Program. Winners will be
recognized during special ceremonies
during the Societies 69th Annual
Conference in Dallas, TX, from
March 7-11, 2008.
Following is a listing of the awards and
awardees:
Charles H. Levine Award–Presented by
ASPA and the National Association of
Schools of Public Affairs and
Administration (NASPAA), this award
recognizes a public administration faculty
member who has demonstrated excellence
in three major areas of the field of
teaching, research and service to the
wider community.
• John M. Bryson
Donald C. Stone
Service to ASPA Award
This award pays tribute to ASPA members
who have contributed outstanding services
to the Society.
• RaJade M. Berry-James
Dwight Waldo Award
Presented to persons who have made
outstanding contributions to the professional literature of public administration
over an extended career.
• James L. Perry
Elmer B. Staats Lifetime Achievement
Award for Distinguished Public Service
This award honors a public administrator's
career accomplishments and contributions
to the public service and ASPA over a
lifetime.
• Sylvester Murray
Gloria Hobson Nordin
Social Equity Award
Sponsored by the ASPA Endowment, this
year’s presentation marks the sixth annual
Gloria Hobson Nordin Social Equity
Award to a public administrator in recognition of distinguished contributions toward
achieving fairness, justice, and equity in
government.
• Addie Mix
Co-Founder and Executive Director,
Reclaim a Youth (RAY)
International Public
Administration Award
This award honors a distinguished foreign
scholar or practitioner for significant
contributions to public administration in
other nations.
• Matsuyo Makino
2007 PA TIMES Best Article Award
This award recognizes the one
PA TIMES article which best meets the
selection criteria of being informative,
provocative, creative and well-written.
Call for Papers
2008 International Conference on Public Administration, 4th Annual ICPA
September 24-26, 2008 • University of Minnesota, USA
“Building Bridges to the Future:
Leadership and Collaboration in Public Administration”
CONFERENCE SPONSORS
• University of Electronic Science and Technology of China (USETC), P.R. China
• The American Society for Public Administration (ASPA), USA
• The University of Minnesota Humphrey Institute of Public Affairs (UMN), USA
Conference Co-Sponsors: The School of Public Administration of Moscow State
University and the Chinese Public Administration Journal
Conference Host: University of Minnesota Humphrey Institute of Public Affairs,
Minneapolis, MN
• “Is Public Administration Dead?”
–Carol Becker
Paul P. Van Riper
Award for Excellence and Service
Presented to an individual who has made
significant contributions to both the
academic and practitioner communities of
public administration. Sponsored by the
ASPA Endowment.
Wallace O. Keene
ASPA Conference Scholarships
These scholarships are intended to
provide students financial assistance to
attend the ASPA national conference.
Sponsored by the ASPA Endowment.
• Tobey Zimber
New York State Assembly
• Albert C. Hyde
Conference Scholarship
for Graduate Students
Marshall E. Dimock Award
Presented for the best lead article in
Public Administration Review during a
volume year.
Chapter/Section Newsletter Awards
Given annually to recognize newsletters
as a vital means of communication and a
valuable service offered to chapter and
section members.
Public Administration Review
(PAR) Awards
• Donald Moynihan, Sanjay K. Pandey
Laverne Burchfield Award
The writer of the best book review in
Public Administration Review is honored
with this award.
• Michael W. Spicer
Public Integrity Award
This award acknowledges an organization
that has made outstanding contributions to
responsible conduct in public service.
• Lisa I. Ganesh
• Magdalena Blanco, Division II
• Denise Wells, Section for Women in
Public Administration (SWPA)
James E. Webb Award
Presented to the person(s) who gave the
most outstanding paper at ASPA's
National Conference.
• Beth Offenbacker
• Mary Randolph
ASPA Contributors
Supporting Contributors
Jeremy F. Plant
Middletown, PA
Dwight A. Ink
Lansdowne, VA
Faisal H. Hamed
Riyadh
Kathe Callahan
Montclair, NJ
Jennifer Alexander
Cleveland, OH
Irvin L. White
Waterloo, NE
Ann G. Bailie
Trinity, NC
Individual Contributors
Wallace C. Davis
Schenectady, NY
Mary R. Hamilton
Waterloo, NE
Kathryn E. Hensley
Lexington, SC
Endowment Contributors
Mark A. Abramson
Alexandria, VA
Donald C. Menzel
Tampa, FL
Lenneal Henderson, Jr.
Ellicott City, MD
Paper Abstract Submission Deadline: April 1, 2008
Full Paper Submission Deadline: July 1, 2008
Paper Acceptance Notification: July 15, 2008
Paper Submissions within China (in Microsoft Word) are to be e-mailed to:
Abstracts–2008icpa@163.com, Full Paper–icpa@uestc.edu.cn
To the attention of : Zhao Shu-rong, School of Political Science and Public
Administration, University of Electronic Science and Technology of China, P.R.
China, Chengdu, Sichuan, P.R.C, Post Code: 610054, Tel:0086-28-83208367,
Fax:0086-28-83205258
Access All Volumes of
Public Administration Review (PAR)
online
Papers Submission outside China (in Microsoft Word) are to be e-mailed to:
donmenzel@tampabay.rr.com
To the attention of: Donald C. Menzel, Ph.D., Past-President: American Society
for Public Administration 2005-06, 3930 Americana Drive, Tampa, Florida 33634,
USA, Tel: 001-813-886-6332, Cell: 001-813-951-6079
www.aspanet.org
PAGE 18
New ASPA Members
ASPA welcomes the following new members from the month of December 2007.
Please note: Members rejoining ASPA are not included on this list.
James Bozeman
Alaska
Sabrina Cotta
Alaska
Alaska
LeeAnn Garrick
Nordfelt Kye
Arizona
James Garrett
Arkansas
Cedric Alexander Moorer At Large Member
Barbara Bateman
At Large Member
Eileen Corkern
At Large Member
Denise Gunning Cade
At Large Member
At Large Member
William J. Harkins, Jr.
Celeste Johnson
At Large Member
Lamyuen Lamyuen
At Large Member
At Large Member
Barbara S. Malkove
Joachim Musekiwa
At Large Member
At Large Member
Ann L. Rambeau
Neale Smith
At Large Member
Bakersfield California
Daaiyah Akram
Catherine Allison
Bakersfield California
Bryce Link
Buffalo Niagara
Centex
Emma Forks
Moses T. Ruiz
Centex
Centex
Elizabeth Simmons
Linda Teniente
Centex
Terri Tuttle
Centex
William Burdinejr
Central California
Nedine Scott
Central California
Central Florida
Monifa Charles
Stephenie Kyser
Central Florida
Steven Maners
Central Florida
Nadia Peneltonscott
Central Florida
Christopher Adams
Central Missouri
Central New York
Tara Buckingham
Stephen Jackson
Central New York
Andrea Peck
Central New York
Mary Clay
Central Ohio
Karen Miner-Romanoff
Central Ohio
Central Pennsylvania
Adrian Buckner
Vanessa O'Neal
Central Piedmont
Central Piedmont
James Wright
John Barr
Chicago Illinois
Tracy Cargo
Chicago Illinois
George Davis
Chicago Illinois
Meco Harris
Chicago Illinois
Jake Holmes
Chicago Illinois
Myrna Leal
Chicago Illinois
Timothy Miller
Chicago Illinois
Christina Spoons
Chicago Illinois
Andrew Dimas
Coastal Bend
John Knight
Coastal Bend
J.M. Grebenc
Colorado
Brydon Robert
Colorado
Terry Spears
Colorado
Darlene Boyd
Delaware
John McNutt
Delaware
Iskeisha Stuckey
Delaware
Reba Williams
Delaware
Detroit Metro Area
Deborah Davis
Detroit Metro Area
Mary Davis
Robert Duke
Detroit Metro Area
Detroit Metro Area
Latonya Latamore
Tawi Moore
Detroit Metro Area
Thomas Taylor
Detroit Metro Area
Ramadhani Wambere
Detroit Metro Area
Melissa Washington
Detroit Metro Area
East Georgia
Wanda Hill
Jason Kuykendall
East Georgia
Karen Blaine
El Paso/SE New Mexico
El Paso/SE New Mexico
George Lyon
Brian Fuss
Empire State Capital Area
David Stark
Empire State Capital Area
Evergreen
Larry Nelson
Eric Osborne
Evergreen
Alana J. Slayton
Evergreen
Linda Tsubaki
Evergreen
Evergreen
Craig Werre
Naimah Bazemore
Georgia
Dori M. Brink
Georgia
Angela Curington
Georgia
Georgia
Natasha Daniels
Audrey Dowling
Georgia
Georgia
Eric Helvy
Georgia
Cherie James
Georgia
Darron Jump
Sharon Lauray
Georgia
Rebecca Miller
Georgia
Georgia
Scharmel Mitchell
Jillian Odom
Georgia
Sandra Rice
Georgia
Maria Sherman
Georgia
Georgia
Dwight Singleton
Volanda Tate
Georgia
Waymon Williams
Georgia
Joseph Munger
Gold Coast
Althia Pryce
Gold Coast
Afsaneh Brooks
Greater Birmingham
Hill Carmichael
Greater Birmingham
Greater Birmingham
Toshia Craig
Philip Gibson
Greater Birmingham
Yvonne Murray
Greater Birmingham
Greater Birmingham
William Porter
Juanita Johnson
Greater Cincinnati
Greater Cincinnati
Jessica Kamer
Latorya Nettles
Greater Cincinnati
Greater Cincinnati
Michael C. Ritter
Kim Wanstrath
Greater Cincinnati
Cory W. Wright
Greater Cincinnati
Greater Kansas City
Terence Hall
Felicia Tong
Greater Kansas City
Greater Rochester
Chandra Davis, Sr.
Clarence Jones
Greater Rochester
Timothy Lauve
Greater Rochester
Robert Lee, DPA
Gulf Coast
Vivian Greentree
Hampton Roads
Hampton Roads
Gloria J. Hatcher
David Keeler
Hampton Roads
Meeca Lankford
Hampton Roads
Amanda McDonald
Hampton Roads
Amberleigh Mitchell
Hampton Roads
Hampton Roads
Richard Speegle
Paddy Daly
Hawaii
Steven Moore
Hawaii
Julie Oliveira
Hawaii
Jeffrey Symons
Heart of Illinois
Houston Area
Anthony Gilchrest
William Hoffman
Houston Area
Houston Area
Shelia Mays
Tisha Sinnette
Houston Area
Jessica Williams
Houston Area
Aloke Barnwal
Indiana
Nicollette Buntyn
Indiana
Heather Kemp
Indiana
Amir Mousavi
Indiana
Hun Myoung Park
Indiana
Sonya B. Chavarria
Inland Empire
Jaime Gochenour
Inland Empire
Eric Kassick
Inland Empire
Joseph Hefling
Inland Northwest
Bryan Nugent
Inland Northwest
Shih Hsien Chang
Intl. Elec. Membership
Christine Kisenga
Rufat Mahmud
Leah S. Berbano
Iowa Capital
Orville N. Berbano
Iowa Capital
Iowa Capital
Tony Hansen
Kansas
Mike Allen
Richard Stafford
Kentucky
Margarita Del
Aguila-Raquino
L.A. Metro Area
Anna Bakardzhieva
L.A. Metro Area
Douglas Bender
L.A. Metro Area
Brady Douglas
L.A. Metro Area
Daniel Romero
L.A. Metro Area
Belinda Salinaspulido
L.A. Metro Area
Antoinette Christophe
Louisiana
Louisiana
Charles Harris
Louisiana
Ladawndrea Johnson
Louisiana
Kelvin Swayzer
Louisiana
Hortance Terry
Ophelia Mixon
Lowcountry
Adrian Wieland
Lowcountry
Kenneth Fisher
Maryland
William Folson
Maryland
Ronald Gill
Maryland
Maryland
Philip Guzman
Maryland
Clark Howells
Maryland
Darrick Hunter
Kenya Johnson
Maryland
Sandra Jones
Maryland
Maryland
Sarah Oryszak
George Doe
Massachusetts
Mary K. Fitzgerald
Massachusetts
Derrick Jones
Massachusetts
Rumel Mahmoud
Massachusetts
Jerrell Riggins
Massachusetts
Scott Gully
Miami Valley
Cherie Bryant
Michigan Capital
Michigan Capital
Jenell Hierholzer
Clevester Moten
Michigan Capital
Daniel Petersen, Jr.
Michigan Capital
Rebecca Ropp
Michigan Capital
Eric Scorsone
Michigan Capital
Blair Zagata, III
Michigan Capital
Larry Doyle
Milwaukee
Milwaukee
Katherine Kuhl
Austin Bleess
Minnesota
Kelly Classic
Minnesota
Minnesota
Shannon Miko
Alshaunta Butler
Mississippi
Mississippi
Beverly Commodore
Daisy Crockett
Mississippi
Mississippi
Tekevia Smith
Yarsuo Wehdorlaie
Mississippi
Gwendolyn Copeland National Capital Area
National Capital Area
Toye Latimore
Jameelah Lewis
Daniel Salifou
Sara Brown
Nebraska
Christine Kisenga
Nebraska
William Tucker
Nebraska
Annamarie Accardi
New Jersey
New Jersey
Christine Lamacchia
Schenita Mcmillian
New Jersey
Suhail Padin
New Jersey
Jason Rivera
New Jersey
Louise Rudd
New Jersey
New Mexico
Gregory Meyer
Joyce Bain
New York Metro
Eugena Brooks
New York Metro
James Cottrell
New York Metro
Marjorie Cunningham
New York Metro
New York Metro
Yemane Desta
Natalie Gentles
New York Metro
New York Metro
Janice Hawkins
Daisy Hernandez
New York Metro
Peter Hoffman
New York Metro
Sonia Layne
New York Metro
Phyllis McBride
New York Metro
Tamisha McPherson
New York Metro
Samuel Michel
New York Metro
Anne Ortega
New York Metro
Kwanena Osei
New York Metro
Ayana Rush
New York Metro
Tracy Tomlinson
New York Metro
New York Metro
Adam Waitzman
Valerie Wendell
New York Metro
Ernest Wheeler
New York Metro
Kimberly Ramsey
North Florida
Leah Silverman
North Florida
Autumn Tomas
North Florida
Lateresa Christian
North Texas
North Texas
Malik Dulaney
North Texas
Cynthia Henry
Zelford Irions
North Texas
North Texas
Larry McCoy
Randolph Moravec
North Texas
Scott Patterson
North Texas
Elizabeth Price
North Texas
Phillip Keith Pulliam
North Texas
North Texas
Esque Walker
Cynthia Ritchie
Northeast Florida
Heidi Giffin
Northeast Ohio Regional
Jerry Klinesmith Northeast Ohio Regional
Mary Migra
Julia Sparks
Don Szerensci
Kathryn Kloby
Northern New Jersey
Hugo Pizarro
Northern New Jersey
Eric Rigie
Northern New Jersey
Kenneth Williams, Sr. Northern New Jersey
John Fallon
Northern Virginia
Hugh Fox
Northern Virginia
Sheri Makayan
Northern Virginia
Northern Virginia
Lydia Portee
Joseph Robertson
Northern Virginia
Northern Virginia
Dylan Smith
Oklahoma
Anita Cantrell
Oklahoma
Alphonso Malcolm
Ronald Stanberry
Oklahoma
Stephen R. Townley
Oklahoma
Oregon/SW Washington
David Daniels
Christine Karas
Oregon/SW Washington
Efiong Aniatang
Philadelphia Area
Robert Badaracco
Philadelphia Area
Philadelphia Area
Latoya Carter
Crayton Duncan
Philadelphia Area
Dawn Whitfield
Philadelphia Area
Paula Simpson
Piedmont Triad
John Wilson
Piedmont Triad
Denise Bearer
Pittsburgh Area
Ronna Swartz
Pittsburgh Area
Research Triangle
Regina Dawson
Juanisha Hart
Research Triangle
Johnson Kawona
Research Triangle
Research Triangle
Brenda Mercer
Shamaury Myrick
Research Triangle
Research Triangle
Sharon Thomas
Khodr Zaarour
Research Triangle
Sacramento California
Jill A. Blake
Kevin Simpson
Sacramento California
Shondreka Davis
San Diego
San Diego
Alexander Stein
Donna Dolinar
S.F. Bay Area
S.F. Bay Area
Sean Gallegos
Peter Hoffman
S.F. Bay Area
Candice Holman Bynum
S.F. Bay Area
Teresa Lacona
S.F. Bay Area
Stephanie Lazarowich
S.F. Bay Area
S.F. Bay Area
Andrew MacDonald
Linda Orrante
S.F. Bay Area
Rosalind Reid-Arrebollo
S.F. Bay Area
Jennifer Spielman
S.F. Bay Area
Tim Tung
S.F. Bay Area
S.F. Bay Area
Oscar Uribe
Alvina Yan
S.F. Bay Area
Susan Marsland
Santa Clara Valley
Keri Zink
Santa Clara Valley
Christine Kisenga
Siouxland SD
South Carolina
Andre Anderson
Jennifer Arns
South Carolina
South Carolina
Kellie Yates
Juan-Carlos Del Valle
South Florida
Vil Jeffrey
South Florida
Carlos J. Martinez
South Florida
Nicholas A. Merlin
South Florida
Wanda Suarez
South Florida
Michelle Faulkner
South Texas
Dorothy Moore
South Texas
Ronald Pray
South Texas
Allison Leifert
Southern Colorado
Denise Rue-Pastin
Southern Colorado
Elaine Kilmer
Southern Illinois
Monica Curtis
Southern Nevada
Dano Kraig
Southern Nevada
Pilapil Fernandez
April Booker
Southwest Georgia
Dori M. Brink
Southwest Georgia
Sonja Brown
Southwest Georgia
Dennis Harris
Southwest Georgia
Southwest Georgia
Pamela Jackson
Caterina Orr
Southwest Georgia
Southwest Virginia
Rachel L. Ivory
Southwest Virginia
Jeffrey Tanner
Scott Mullins
St. Louis Metro
Nathaniel Curry, III
Suncoast
Steven Kauffman
Suncoast
Jeffrey Nkansah
Suncoast
Lashawn Smith
Suncoast
Candice Turner
Suncoast
Tennessee
Jennifer Burdette
Tennessee
Theresa Hope Collins
Tennessee
Linda Kunz
Tennessee
Nolson Philippe
Lori Porter
Tennessee
Nordfelt Kye
Utah
Barbara Crowson
Vermont
Jayne T. Flowers
Virginia
Robert Murphy
Virginia
Virginia
Joseph Robertson
Virginia
David Rottman
Virginia
Kelvin Wright
William Tucker
Walden Univ. Affiliate
Keith Tukes
Walden Univ. Affiliate
Kenneth Williams, Sr. Walden Univ. Affiliate
Heather Kasmauski
West Michigan
Eric Kaniecki
West Virginia
Allison Tomasek
West Virginia
Aric Dutelle
Wisconsin Capital
Richard F. Holden
Wisconsin Capital
PAGE 19
Section News
SWPA Announces Conference Events and Award Winners
Section to Host Events and Present Awards During ASPA Annual Conference, May 2008 in Dallas, TX
Washington, DC–The Section for Women
in Public Administration (SWPA) will
host several events including the SWPA
National Award Breakfast during the 69th
ASPA National Conference in Dallas, TX,
March 7-11, 2008.
Following are the dates and times for
SWPA Sponsored Events and the SWPA
Breakfast on March 10, 2008. Also, please
look for SWPA Endorsed Panels and
Presentations in the ASPA Conference
Program and attend to hear our members
speak on relevant topics.
Saturday, March 8, 2008, 10:45-12:45,
SWPA Professional Development
Roundtable
Title: Transitions for Success: The New
Norm
Presenters: Jerri Killian and Suzanne
Discenza, co-chairs, SWPA Professional
Development Committee
Description: This roundtable session
offers valuable insights into the trials,
tribulations, and successes experienced
when seeking success in various transitional stages of professional life.
Discussants and key topics include
students emerging as new professionals,
practitioners and academics experiencing
mid-career changes, and experienced
professionals moving toward retirement.
This interactive session is sure to have
something for everyone!
Sunday, March 9, 2008, 7:00-8:30 a.m. ,
SWPA Board Meeting, Royal Room,
Fairmont Hotel–All SWPA Members
are invited to attend.
Sunday, March 9, 2008, 8:30-9:30 a.m.
SWPA Annual Members’ Meeting, Gold
Room, Fairmont Hotel–All SWPA
Members and Prospective Members
invited to attend! This is the Annual
Business Meeting but will offer so much
more! Early morning coffee starts the day,
Networking and Lessons learned from the
Saturday’s Professional Development
Roundtable, Transitions for Success: The
New Norm.
Monday, March 10, 2008, 7:30-9:00
a.m., SWPA National Awards Breakfast
Featuring SWPA National Award recipients, Student Scholarship Winners and
The Honorable Frances Garcia, Inspector
General of the Government
Accountability Office (GAO) as Keynote
Speaker. As Inspector General, Garcia is
responsible for all of GAO's internal
audits, evaluations, and investigations.
The Section for Women in Public Administration
Cordially Invites the ASPA Annual Conference Delegates
to the
SWPA National Awards Breakfast
Monday, March 10, 2008
7:30 – 9:00 a.m.
Fairmont Hotel, Dallas, Texas
Honoring the 2008 SWPA National Award Recipients
With special recognition of the SWPA Scholarship Award Winners
We invite you to all of the SWPA events,
particularly on Monday, March 10 at the
SWPA National Awards Breakfast to greet
one another and celebrate the role of
women in public administration.
For information on the SWPA National
Conference participation contact Phin
Xaypangna at phin.xaypangna@mecklenburgcountync.gov.
SWPA would also like to congratulate the
winners of the 2008 SWPA Conference
Scholarships. Started in 2001 to honor
outstanding students in public administration, this program awards each scholarship recipient $500 to help defray the
costs associated with attending the ASPA
annual conference. While this year’s
outstanding recipients are all MPA
students, these scholarships are open
annually to students in public administration at all academic levels.
Scholarship Award winners will not only
be recognized at the SWPA National
Awards Breakfast, but they also have been
invited to serve on the SWPA Roundtable
“Transitions” panel to be held on
Saturday, March 8. Please stop by and
offer your congratulations to these women
at the SWPA Members meeting, the
SWPA Roundtable “Transitions” Session,
and the SWPA Breakfast.
Melanie Helser is an MPA student at the
University of Alabama at Birmingham. She
received her Bachelor of Arts degree in
Foreign Languages and International Trade
from the University of Alabama in
Huntsville. While working on her graduate
degree, Helser is also employed by the
UAB Institutional Review Board responsible for ensuring legal, procedural, and
ethical compliance with matters pertaining
to conflicts of interest. Melanie’s career
goals include working with a public or
non-governmental organization focused on
advancing multicultural and/or multinational relations.
Shinika McKiever is an MPA student at
North Carolina Central University. She
received her Bachelor of Arts degree in
Political Science from UNC Greensboro
with a minor in African American Studies.
McKiever is currently employed by the
Duke University Medical Center where
she performs research and assists with
grant management and delivery. In
addition to these activities, Shinika
remains an active volunteer in both her
church and her community, and her career
goals are to enhance public service by
advancing the values of honesty, integrity,
perseverance, respect, and meritocracy.
Gail M. Nehls is an MPA student at the
University of Colorado at Colorado
Springs. She received a Bachelor of
Science degree in Business Logistics from
Penn State University at University Park
and has completed coursework toward a
nursing degree. She is a mid-career student
with strong professional experience in the
public, private, and non-governmental
sectors. Nehls has served as project
manager and cultural liaison for two
medical mission trips to China, as a
member of numerous school committees in
Hong Kong and in the US, and is currently
the Sectretary/ Administrator for the
Colorado Springs Chinese Language
School. Gail’s professional goals are to
redefine healthcare delivery through
information technology to address the
issues of quality, safety, and cost.
Scholarship Committee: Dara Baldwin,
Suzanne Discenza, Sharon Mastracci and
Jerri Killian (Chair).
SWPA would also like to announce
winners of the other awards to be given
during the SWPA Breakfast:
Audrey Mathews (emerita from the
University of California San Bernardino)
will receive the Joan Fiss Bishop Award.
This is awarded to an individual who, by
example and action, as promoted
increased participation of women in the
public service profession, exhibits a
defined contribution to increased involvement in the public sector, innovative
leadership and accomplished professionalism in the individual's own public service
career, and commitment to the public
administration profession.
Marilyn Rubin (from John Jay College
of Criminal Justice) will receive the Rita
Mae Kelly Award. This award recognizes
outstanding research contributions to
gender-related issues. The nominee shall
have performed research on an issue
significant to the role of women in public
administration and made an impact
through that research on women's lives.
Orapin Sopchokchai (Commissioner of
Public Sector Reform in Thailand) will
receive the Julia B. Henderson Award.
This award honors a woman who has
made substantial contributions to public
administration in an international setting.
The honoree is to have, in an international
context, promoted the role of women in
public services and developing societies.
The Marcia Crowley Award will also be
given, but the recipient will not be
announced until the SWPA Breakfast.
Chair of the SWPA Awards Committee:
Patricia Alt
The Honorable Frances Garcia, Inspector General, U.S. Government
Accountability Office, Keynote Speaker
1 Job Ad, 3 Options:
RSVP by Signing up on your 2008 ASPA Conference Registration
Tickets also Available at the ASPA Conference
Print Only • Web Only • Print and Web
Contact: cjewett@aspanet.org
PAGE 20
ASPA in Brief
Sponsorship and Exhibitor
Opportunities Available at
2008 ASPA Conference
ASPA has an array of sponsorship and
exhibitor opportunities at the Annual
Conference being held March 7-11, in
Dallas, TX at the Fairmont Dallas Hotel.
More than 1,200 federal, state and local
government officials and employees,
scholars, practitioners, new professionals,
and students will come together for
training, networking and learning about
current practices in the field. Be a supporter
of advancing excellence in public service!
Sponsorship opportunities are almost
endless and designed to fit your budget.
They include educational and professional
development programs, Founders’ Forum
Fellowships, receptions, Internet café,
coffee breaks, and USB sticks just to
name a few. Act now to sponsor the item
of your choice!
This year’s Exhibit Hall will be larger and
offers extended hours to ensure plenty of
visibility for you. In addition to more than
35 exhibitors, there will be book signings,
resume critiques, prize drawings, the
Hallway of Heroes and sponsored refreshment breaks.
Contact Judy Miller, jmiller@aspanet.org,
or call 202-585-4306 for questions or
additional information.
Check out ASPA’s recently launched 2008
Annual Conference website:
www.aspanet.org/2008conference/. You
will find information on conference
sessions, professional development
seminars, special events, sponsorship and
exhibitor opportunities, travel, registration, and more. Check back frequently for
conference updates.
ASPA Chapter and Section
Website Template Can Help
Promote Activities
This past June, ASPA had a "user
friendly" website template designed for
your use. The template allows for tailoring the pages of your site with pictures
and content that reflects the uniqueness of
your chapter or section. It is very easy to
maintain and update without expensive
tools or extensive knowledge of HTML.
Since then some of the chapters and
sections have used the template to either
launch a new site or to redesign their
current site. Check out some of the
chapter and section sites at
www.aspanet.org/scriptcontent/secchapwebsites.cfm and see how they are using
their websites to promote activities
including conferences.
Should you have any questions about
using the template contact Matt Rankin,
mrankin@aspanet.org, or 202-585-4312.
To view the other online marketing tools
available for promoting your chapter's or
section's activities visit
www.aspanet.org/scriptcontent/index_com
mtoolkit_main.cfm.
ASPA Section on National
Security is Proposed
A new ASPA Section on National Security
is being proposed for establishment. In
keeping with ASPA's policy for the
establishment of new sections, a formal
advisory notice is being forwarded to the
entire ASPA membership.
The first step in the process is to determine
if there is an interest among the entire
ASPA membership in establishing such a
section. Interest must be verified by a
minimum of 1 percent of the membership
(approximately 90 members) agreeing in
writing to join such a section. Once that
commitment is made, the other administrative details will have to be complied with.
If you are interested in creating or joining
such a section send Ray de Arrigunaga an
email at rdearrig@bellsouth.net expressing your support.
2008 Florida ASPA
Conference
The fourth annual Florida ASPA conference will take place in Lakeland, Florida
on Friday, May 2, 2008. Please join us to
kick off Public Service Recognition Week
with stimulating and thought provoking
sessions to address the conference theme:
“The Challenge to Public Service in
Times of Reduced Resources - Making
Less Equal More.”
A CALL FOR PRESENTERS
2nd ANNUAL CONFERENCE: BEST PRACTICES AND
BEYOND BY AND FOR PROFESSIONAL PRACTITIONERS
Hosted by the University of Miami Business School &
ASPA South Florida Chapter
Friday, April 11, 2008, Coral Gables (Miami), FL
The 2008 Second Annual Best Practices Conference (sponsored by the South Florida
Chapter of ASPA and the University of Miami Business School) will provide a forum
for practitioners, academics, and students to learn about Best Practices in the Public
Service. Proposals for panel presentations are solicited that address this conference
theme with a focus on: Public Sector Ethics & Integrity; Economic Development,
Growth Management & Environmental Concerns; Customer Service; Human
Resources; Transportation Issues; Procurement; Leadership & Management;
Professional Development & Training; and, National Security, Public Safety and
Emergency Management.
The panel topics listed above are final. We would like to present "best practices" that
will stimulate discussion and provide value to conference participants. Papers
presented elsewhere that relate to the topics listed above are encouraged as well.
For further details please consult: www.aspaonline.org/southfla, Or
Contact: Dr. Jonathan P. West: jwest@miami.edu
This year’s state conference will feature
the professionals, academics, and students
that tackle issues that affect the quality of
life of residents in Florida. These issues
mirror situations that public administrators are facing every day across the
country: sustaining standards of services
that our residents are accustom to receiving and enhancing our every day lives.
Florida is a very diverse state, not just in
ethnicity, but in other demographics,
including age and income; we also are
comparing quality of life issues in small
counties and large ones, small cities and
large, metropolitan areas. We hope you will
come to the conference as an attendee,
presenter, or both, to share your policies,
procedures, thoughts, and ideas, as well as
to see old friends and make new ones.
For state conference information, including hotel information, please visit our web
site at http://aspaonline.org/floridaaspaconference. Please send proposals to
Claire Mostel at ctel@miamidade.gov.
We look forward to seeing you in
Lakeland on May 2, 2008!
Call for Authors–ASPA Series
in Public Administration and
Public Policy
ASPA has a great opportunity for
members to publish books that will shape
the field through new ideas and those that
find application among practitioners.
Books will address practical matters of
interest to practitioners and policymakers, and offer excellent examples of
how our field applies theory to the
practice of public administration, public
policy and governance.
For more information, please contact the
Series Editor-in-Chief, Evan Berman, at
berman@lsu.edu.
ASPA Chapter, Section Public
Relations Toolkit Online
Establishing relationships and working
with your local media can be challenging.
ASPA has created an online public
relations toolkit to help you.
It provides helpful guidelines on how to
establish relations, information on how to
get the media's attention, ten tips for
maximizing media coverage and sample
press releases. If you have any questions,
please contact Caneka McNeil, Public
Relations Administrator, at 202-393-7878,
ext. 200 or at cmcneil@aspanet.org.
If you have a Chapter or Section
announcement for this column, contact
Christine McCrehin at
Transform Your Courses
PA TIMES
The Bureaucratic Experience
The Post-Modern Challenge
2008 Editorial Calendar
FIFTH EDITION
Ralph P. Hummel
“A classroom classic that has stimulated
hours of discussion every time that I have
used it. This new edition will do the
same.”
– Melvin Dubnick,
University of New Hampshire
288 pages
PAGE 21
NEW!
Save this page for reference!
Note: Items in parentheses are intended as subject ideas for monthly topics. Authors are not limited to these subjects and are
encouraged to write in their specific areas of expertise/interest.
The PA TIMES requests that articles be between 1000-1300 words. Contact cjewett@aspanet.org for author guidelines. Deadlines
for each of the 12 issues are listed below. Recruitment advertising questions may be directed to recruiter@aspanet.org. Press
releases, announcements, article inquiries, and display advertising questions may be directed to:
978-0-7656-1011-9 Paper $34.95
Christine Jewett McCrehin • Editor • cjewett@aspanet.org
The Dynamics of Law
January
July
FOURTH EDITION
Michael S. Hamilton and George W. Spiro
Challenges in Immigration Policy
Managing Contracts/Contractors
(Enforcement, Economic/dministrative issues, Impact on education administration)
Advertising/Article Deadline: December 21, 2007
(Getting best value, Nonprofit perspective, Procurement, Contract administration)
February
August
State of Emergency Management
(Case studies/Encouraging participation/Making participation useful)
Advertising/Article Deadline: January 22, 2008
(Collaboration, What’s better/worse, Success stories, How Katrina helped CA
March
September
Why A Public Service Academy?
Intl. Supplement: International PA: Emerging Governments
Gender Issues in PA
“There is no better introduction to the
legal system and legal processes. …
Hamilton and Spiro cover it all—clearly
and without oversimplification.”
– Larry S. Luton,
Eastern Washington University
232 pages
978-0-7656-2087-3 Paper $44.95
(Trends/ASPA programs, What U.S. administrators learn from other countries)
Advertising/Article Deadline: February 20, 2008
April
Emotional Labor
Putting the Service in Public Service
Mary E. Guy, Meredith A. Newman,
and Sharon H. Mastracci
“A must read for all scholars of
organizations.”
– Kenneth J. Meier,
Texas A&M University
“An important resource for all who would
serve.”
– Robert B. Denhardt,
Arizona State University
256 pages
Salvatore Schiavo-Campo and Hazel M. McFerson
This introductory text addresses both
the commonalities and diversity of
administrative practice around the world,
including a succinct but thorough
overview of PA in the United States.
520 pages
An Introduction
Montgomery Van Wart, with Paul Suino
This concise yet comprehensive treatment
of public sector leadership for upper
division and graduate students includes
an easily reproducible leadership
assessment instrument.
978-0-7656-1740-8 Paper $49.95
Research Methods in
Public Administration and
Nonprofit Management
Quantitative and
Qualitative Approaches
SECOND EDITION
David E. McNabb
The revised and expanded edition of this
popular text integrates both qualitative
and quantitative approaches to research
and includes new chapters and coverage
that bring it thoroughly up to date.
520 pages
Managing Information
in the Public Sector
978-0-7656-1767-5 Paper $99.95
Jay D. White
The M.E. Sharpe classic that inspired
this year’s ASPA Conference theme –
“If you teach MIS to students who will be
in the public sector, please use this book.”
– John W. Swain,
Governors State University
Transformational
Public Service
“Loaded with practical examples from the
public sector.”
– Bruce Rocheleau,
Northern Illinois University
336 pages
978-0-7656-1749-1 Paper $42.95
The New Public Service
Portraits of Theory in Practice
Cheryl Simrell King and Lisa Zanetti
“Will enliven the classroom, ultimately
transforming careers, programs and
outcomes in and out of government.”
– Marc Holzer,
Rutgers University—Campus at Newark
200 pages
978-0-7656-0948-9 Paper $32.95
Serving, not Steering
EXPANDED EDITION
Janet V. Denhardt and Robert B. Denhardt
“In this updated edition, the Denhardts
skillfully offer case studies of public
workers striving for the ideals of service
in the public interest. Their ideas are
inspirational.”
– Rosemary O’Leary,
The Maxwell School, Syracuse University
240 pages
978-0-7656-1999-0 Paper $29.95
REQUEST YOUR
EXAMINATION COPIES TODAY!
M.E. Sharpe
Call 800-541-6563 or 914-273-1800
Fax 914-273-2106
www.mesharpe.com
AD812I
(What has changed, what remains the same?)
Advertising/Article Deadline: August 22, 2008
October
Leadership Development and Succession Planning
(Case studies/examples, Resources)
(Ideas that are working/Burden sharing/Current challenges)
Ed. Supp.: Evolving PA Education: Preparing Public Servants
May
Changing of the Guard: How Administrators Handle Relationships
with Newly Appointed/Elected Bosses
(Homeland Security, Em. Mgmt., Tech., Are curriculums evolving fast enough,
Advertising/Article Deadline: September 22, 2008
November
Strategic Resource Management: Doing More with Less
(Educating nonspecialists, Balancing pol. leadership and prof. standards, Short-timers)
Advertising/Article Deadline: April 21, 2008
(Cap. projects/infrastructure, Svc. del., Tax revolts/spending limits, downsizing)
June
December
Balancing Personal Ethics and Public Duties
PA Success Stories
(whistleblowing, religion, roles of citizen/public servant, personal vs. professional)
(Current innovations, Telecommuting, Victories large and small)
Advertising/Article Deadline: May 22, 2008
978-0-7656-1726-2 Paper $79.95
Advertising/Article Deadline: July 23, 2008
Case Studies in State PA: The Defining Issue in Your State
Advertising/Article Deadline: March 20, 2008
978-0-7656-2117-7 Paper $29.95
Leadership in Public
Organizations
336 pages
Public Management
in Global Perspective
Advertising/Article Deadline: June 20, 2008
Advertising/Article Deadline: October 22, 2008
Advertising/Article Deadline: November 21, 2008
PAGE 22
Section News
COMPA Leaders Hold Research Conference in China
Under the leadership of former COMPA
President and current ASPA member
Mitchell Rice, several former COMPA
presidents (and current ASPA members)
participated in the 9th Annual
International Cross Cultural Research
Exchange Conference, July 17-24, 2007,
hosted by the School of Public Affairs at
Xiamen University, Xiamen, China. The
theme of the Conference was: “Culture,
Public Policy, and Society.”
Conference participants at the 9th Annual International Cross Cultural Research Exchange
Conference, School of Public Affairs, Xiamen University, Xiamen, China.
Newman Discusses Goals for
Her Term as ASPA Vice President
From NEWMAN, pg. 15
opportunity, especially given the national
strategic orientation working session held
this past weekend in Miami. While we
will be hearing much more about this
effort in the coming months, I am excited
to report that “ASPA is on the move!”
What are the issues or goals that you
plan to address once in office? My goal
is to work with our leaders and members
to build relationships across our membership in order to advance a more visible and
active advocacy role for ASPA; to support
public service and the professionalization
of public administration; to give voice on
behalf of the public sector by articulating
the broader issues facing public administration; to attract and retain transitional
students and young professionals by
providing “value-added” to their membership in terms of mentorship and professional development opportunities; to be
member- and community-driven, with an
emphasis on practitioners, chapters, and
sections. But most of all, my greatest goal
is to reawaken in people the realization
that public service is a noble calling.
What will you do over the next two
years to ensure your goals can be
achieved? I want to reach out to members
who have told me they want to be more
involved in ASPA and are looking for
opportunities to contribute. I want to work
with the leadership team and staff to
implement our strategic plan. I want to
find ways to use new technologies to
facilitate how we communicate across the
association and to the broader community.
Where would you like to see ASPA once
you finish your term as president?
Increasingly relevant, strong, inclusive,
focused, more technologically savvy,
fiscally sound, with more vigorous
chapters, a more engaged community
of members, and a general sense that
the promise of “ASPA on the move” is
being realized.
Anything you would like to add? I am
passionate about the promise and purposes
of ASPA. I would not be the professional I
am today without ASPA. During the
campaign process, I had the privilege of
interacting with members who want to
play a larger role in ASPA. I am excited
about their energy and commitment and I
will be calling on each of you!
ASPA Vice President-Elect Meredith
Newman may be reached at her ASPA
email address: mnewman@aspanet.org.
New e-mail or
mailing address?
leadership of Zhenming Chen, dean; and
Minghuan Li, vice dean. The U.S. delegation extends a warm and heartfelt thanks to
the Xiamen University School of Public
Affairs for their outstanding hospitality.
The Conference purpose and mission is to
promote cross cultural study, analysis, and
discussion of global and societal issues that
impact relationships between people and
society. The Conference provides a forum
for dialogue and opens a bridge for collaborative/cooperative exchanges among
professionals in academia, government,
business and non governmental organizations in the U.S. and the host
country/university. The School of Public
Affairs at Xiamen University is under the
Additioanl former COMPA executives
participating were: William Hunter,
Audrey Mathews, Doris Micheaux and
Vickie Johnson-Scott. Other participants
included Linda Lacey, Irvine Epps,
Jeffrey Guidry, Scott Dantley, Maurice
Woodard, Jarvis Hall, Elizabeth Mines,
Elizabeth Evans and Lawford Brossman.
The U.S. participants were paired with
Chinese researchers and scholars on panel
sessions focusing on the topics: “Cultural
Logic of Cross Boundary
Communication,” “Flaws and
Developments in Social/Public Policy,”
“Education of Minority Communities,”
“Contextualizing Health Issues and
Improving Social Policy,” and “In Between
Tradition and Transformation.”
Have you visited ASPA’s web site lately?
www.aspanet.org
MARK YOUR CALENDARS………
Friday, MAY 2, 2008
2008 FLORIDA ASPA CONFERENCE
“The Challenge to Public Service in Times of
Reduced Resources – Making Less Equal More”
Lake Mirror Complex
Lakeland, Florida
Ethics & accountability
Human Resources
Emergency Management
Performance measurement
Transportation
Customer Service
E-government
Non profits
Civic Engagement/Citizen Participation
For information, contact Claire Mostel - ctel@miamidade.gov or visit
www.aspaonline.org/floridaaspaconference for conference information
Update your membership record online.
Conference Sponsor
www.aspanet.org
PAGE 23
Public Service Profiles
The PA TIMES is pleased to introduce an occassional series that focuses on the motivation and satisfaction that men and women in public service share. We will profile individuals
who exemplify the very best in public service. The series should prove helpful to educators who teach public administration, young persons contemplating careers in public administration and others considering a career change. Most importantly, the series will focus the spotlight of pride on all who toil in the nobility of public service. The individuals profiled
below were nominated by their chapter presidents. ASPA members are invited to nominate colleagues for future profiling. To do so contact series editor RaJade M. Berry-James at
rajade.berry@worldnet.att.net.–Donald C. Menzel, ASPA Past President
Tamie S. Myers, Battalion Chief, Sandusky (OH) Fire Dept.
What is your Job? I am a career, fulltime firefighter, employed by the City of
Sandusky (OH) Fire Department, holding
the rank of Battalion Chief. I was the
second woman hired by the SFD and the
first SFD woman firefighter to reach the
rank of Battalion Chief–making me one of
less than a dozen women chief officers in
the State of Ohio.
Hired as a probationary firefighter in
March 1988, I successfully completed the
following State of Ohio public safety
certification courses during my first two
years of employment: Firefighter I and II,
Basic EMT, Paramedic and Fire Safety
Inspector. Over the course of my
nineteen-year career I’ve received three
promotions–Lieutenant in 1992, Captain
in 1997, and Battalion Chief in 2001. I
also served as SFD’s Director of Fire
Prevention from 1996 to 1999.
My responsibilities as the #3 Shift
Commander include leading three
company officers and twelve firefighters,
directing fire and rescue operations at
emergency scenes, writing grant applications and managing awards, administering
the Department’s EMS billing system, and
advising the Fire Chief on financial and
budgeting issues. I am a successful grant
writer, with $419,343 in Federal funds
received from the Assistance to
Firefighters Grant program through
DHS/FEMA. I also give fire safety
presentations to older adults, women’s
civic groups and health care workers.
What do you like best about your job?
Early in my career I enjoyed fighting
fires, or the fire suppression part of the
job. Responding “lights and sirens” to the
report of a “working fire,” riding in the
jump seat of a speeding fire engine, and
making entry into a roaring structure fire
with a charged hose-line were the best
parts of the job! Most firefighters are
adrenalin junkies and I was no exception–
I thrived on the excitement provided by
fires, traumatic EMS calls and intricate
rescue calls.
As I progressed through the ranks,
however, I began to appreciate different
aspects of the job, ones that didn’t
necessarily involve “putting the wet stuff
on the red stuff.” As a certified fire safety
inspector and director of fire prevention, I
conducted fire inspections of commercial
properties, reviewed plans and made
recommendations regarding fire suppres-
ASPA’s chapters and sections
do great things every day.
PA TIMES wants your stories.
To submit chapter or section best practices,
awards dinner briefs, best leaders or other ideas, contact:
cjewett@aspanet.org
sion systems. I learned how different types
of building construction and mechanical
systems (such as HVAC–heating, ventilation and air conditioning) affected fire
spread in a structure.
For those interested in
pursuing a career in the fire
service, my advice is to get
ready well in advance of the
civil service testing
procedures.
I also gave many fire safety presentations,
and was pleased to learn that an attendee at
one of my talks saved her family from a
fire because of what she remembered in
class–she shut the basement door and
confined the fire to that room of the house
as she, her husband and daughter quickly
exited the structure. That action undoubtedly saved most of her home and kept the
deadly smoke away from the family as they
left the house–pretty clear thinking at 5am!
Therefore, while I still get that “adrenalin
rush” responding to working structure
fires, I believe I most enjoy educating the
public about good fire safety practices.
After all, it’s easier to fight the fires
before they start–an important consideration as I get older!
What motivated you to pursue a career
in public administration? The motivation for my public administration career
was economic–I needed a job! After
graduating in 1985 from Heidelberg
College (Tiffin, OH) with a degree in
economics, I attended graduate school at
Bowling Green State University; however,
graduate school was not right for me at
that time, and I left to return to Sandusky.
An advertisement in the local paper
caught my eye: “Apply to take the City of
Sandusky Fire Department civil service
exam.” I thought being a firefighter
sounded like an intriguing career choice,
so I applied, took the test, and after a
year-long process that included interviews
before the Civil Service Commission and
fire chief, an extensive background check,
and physical and psychological exams, I
was finally hired on March 31, 1988.
Unlike some of my coworkers who knew
they’d be firefighters from the time they
were in their mothers’ wombs, I never had
dreams of joining the fire service, or of
working in the public sector in general. It
was a case of serendipity for me–I was in
the right place at the right time.
What advice might you offer to others
interested in a public service career?
For those interested in pursuing a career
in the fire service, my advice is to get
ready well in advance of the civil service
testing procedures. Some issues to
consider before submitting an application
include the following:
• Obey the law. Firefighters are held to
high ethical, moral and legal standards.
We enter homes and businesses, usually
at times when folks are experiencing the
worst disaster of their lives. They trust
us with their homes, their lives and their
belongings. To misplace that trust by
stealing, incurring DUIs or by otherwise
breaking the law (on- or off-duty)
conflicts with the responsibilities of the
job. Cultivate high standards in your
personal and professional life long
before you apply.
• Develop a physical fitness/training
regime. Firefighting is intensely physical
and demanding work. Strength training
(especially upper body) and aerobic
capacity training will enable candidates
to do well on the physical agility test as
well as on the job once hired.
Information is available on how to train
for fire department physical agility
tests–find out which one the testing fire
department is giving and if practice
sessions are offered.
• Research a variety of fire departments
and their cities. Is the department allcareer, or does it employ part-timers?
Does the department operate the EMS?
Is it paramedic standard-of-care? Are
preference points given to residents,
candidates with fire and EMS training,
veterans? What is the financial situation
of the governmental entity? It can be
beneficial for candidates to apply to and
test for multiple departments to improve
their testing abilities as well as to
increase their chances for hiring.
• Finally, conduct a self-assessment that
includes your pros and cons of being a
firefighter. Why do you want to be a
firefighter? This question inevitably
comes up in interviews, and the answer
should be more than, “I want to help
people.” It’s important to realize that
actual firefighting comprises less than
five percent of the job. Training, station
and equipment maintenance, inspections,
public education, and routine medical
calls make up most of a firefighter’s 24
days. And those 24 days mean that
family time–including on holidays and
other special occasions– will be
impacted, especially for newly-hired
firefighters with no vacation time and
little seniority. Of course, the pros
include good wages, pensions, insurance
plans and schedules that allow for
second jobs, as well as the intangible
benefit of being a member of a wellrespected and proud profession.
However, it’s vital to recognize that most
days are not like 9/11 (thankfully), but are
usually filled with training evolutions,
false alarms and work details–with the
occasional traumatic EMS call or
“worker” thrown in for variety. While
some larger departments can be significantly busier (think: FDNY, Chicago FD
or LA County FD), many smaller departments can go months without a working
structure fire. Candidates who are
knowledgeable about the activity of the
departments to which they apply will be
better prepared for the challenges they
will face upon being hired.
PAGE 24
CAREERCENTER
Federal Student Aid to Undergraduates Shows Slow
Growth, While Tuition Prices Continue to Increase
Washington, DC–Increases in published
prices for two-year and four-year public
institutions in 2007-08 were slightly larger
than in 2006 but lower than the average
rates of growth over the past five years.
Nearly half a million students received
awards in 2006 under two new federal
student grant programs. Though higher than
the previous year, total federal grant funding
to undergraduates was still lower in 2006-07
than it was three years earlier, after adjusting
for inflation. The College Board released
these and other higher education pricing and
aid statistics today in its annual “Trends in
College Pricing 2007” and “Trends in
Student Aid 2007” reports.
At private four-year colleges and universities, where prices have risen somewhat less
rapidly in recent years than they have in the
public sector, the 2007-08 increase is
similar to last year’s, but higher than the
average over the past five years. At all
institutions, the average net prices that
students pay after considering grant aid are
lower than the published prices. Although
the dollar increases in net price are significantly smaller than those of published
prices, the net price rate of growth has been
comparable to that of published prices in
the private sector over the past five years,
and more rapid than growth in published
prices in the public sector.
In 2006-07, the most recent year for which
data on student aid are available, estimated
growth in student borrowing slowed.
Borrowing from private sources continued
to increase as a share of education loans
but grew more slowly in 2006-07 as
federal PLUS Loans became available to
graduate students.
College Pricing
This year’s annual data show the following
increases in average college tuition and
fees for academic year 2007-08.
At public four-year institutions, in-state
tuition and fees average $6,185, or $381
more than last year, a 6.6 percent increase.
In 2007-08, average total charges (which
include both room and board and tuition
and fees), are $13,589, a 5.9 percent
increase over last year. The average fulltime student at a public four-year school
receives about $3,600 in grants and tax
benefits, which lowers the average tuition
and fees to a net price of about $2,600.
Tuition and fees for out-of-state students at
public four-year colleges and universities
average $16,640, which is $862 more than
in 2006-07– a 5.5 percent increase. Average
total charges (including room and board and
tuition and fees) are $24,044, a 5.4 percent
increase from 2006-07.
At private four-year nonprofit institutions,
tuition and fees average $23,712, or $1,404
more than last year, a 6.3 percent increase.
Average total charges (including room and
board and tuition and fees), are $32,307 in
2007-08, which is 5.9 percent higher than in
2006-07. The average full-time student
attending a private college receives about
$9,300 in grants and tax benefits, which
reduces the average tuition and fees to a net
price of about $14,400.
At public two-year institutions, tuition and
fees average $2,361, a $95 or 4.2 percent
increase. The average full-time student in
this sector receives about $2,040 in grants
and tax benefits, lowering the average
tuition and fees to a net price of about $320.
At for-profit institutions, tuition and fees
average $12,089, or $703 more than last
year–a 6.2 percent increase. The report
documents increased enrollment over time
at for-profit colleges. In 1995, 2 percent of
full-time students were enrolled in forprofit institutions. Ten years later, that
share had risen to 8 percent. The largest
shift into the for-profit sector came from
public four-year institutions.
Average tuition and fee figures conceal
considerable differences across sectors of
higher education, across states and regions
of the country, and even within these
categories. There is also significant
variation among price increases. For
example, 20 percent of full-time
undergraduate students at public four-year
colleges experienced less than a 3 percent
increase in 2007-08, while 22 percent
attend institutions that raised tuition and
fees by 9 percent or more.
Student Aid
In 2006-07, about three-quarters of fulltime undergraduates received some form
of financial aid. For the first time, “Trends
in Student Aid 2007” reports separately on
all forms of aid for undergraduate students.
In 2006-07, undergraduate students
received $97.1 billion in financial aid, 74
percent of total aid to postsecondary
students. The two largest sources of aid to
undergraduates are federal loans, which
make up 40 percent of the total, and grants
from colleges and universities, which
comprise 21 percent of the total.
In 2006-07, almost 60 percent of Pell
Grant recipients were independent of their
parents. Among dependent recipients of
Pell Grants, two-thirds came from families
with incomes below $30,000. The average
Pell Grant per recipient, which failed for
the fourth year in a row to keep pace with
inflation, was $2,494 in 2006-07. In 198687, the maximum Pell Grant covered about
52 percent of the average published price
of tuition and fees and room and board at a
public four-year institution and 21 percent
at the average private college. In 2006-07,
it covered 32 percent at a public four-year
college and 13 percent at a private college.
Awarded for the first time in 2006-07,
Academic Competitiveness Grants go to
selected first- and second-year Pell Grant
recipients. Eligibility is based on curricular
and GPA requirements. In the first year of
the program, 400,000 students received
awards averaging $850. Also awarded for
the first time in 2006-07 were SMART
Grants, which go to selected third- and
fourth-year Pell Grant recipients majoring
in physical, life or computer science;
engineering; mathematics; technology; or a
specified foreign language. In the first year
of the program, 80,000 students received
awards averaging $3,875.
Sources of Borrowing
Private loans made up 24 percent of total
education loans in 2006-07, up from 6
percent a decade ago. As graduate students
who became eligible for federal PLUS
Loans (which can cover total cost of
attendance minus other aid received)
borrowed less from private sources, the
rate of growth in borrowing from these
sources slowed in 2006-07. Federal loans
to undergraduates did not keep up with
inflation in 2006-07, and their borrowing
from private sources increased by 12
percent in inflation-adjusted dollars.
In 2003-04, 48 percent of low-income
students borrowed an average of $5,640 (in
2006 dollars) to help finance college.
Among the wealthiest undergraduates, 36
percent borrowed an average of $6,140.
Between 1992-93 and 2003-04, the
percentage of full-time dependent students
taking out student loans increased most
rapidly in the upper half of the income
distribution, but the average loan amount
of those who borrowed increased least for
the wealthiest students.
For more information on the “Trends in
College Pricing 2007” and “Trends in
Student Aid 2007” reports visit
www.conference-board.org.
FYI...
What Americans Want From a
Job: Health Care and Security
Washington, DC–A new poll shows that
health insurance and security are at the
top of Americans’ list of desirables in a
job, while pay ranked much lower.
The national poll, conducted by Princeton
Survey Research Associates for the Center
for State and Local Government
Excellence, surveyed 1,200 adults age
18 and older.
Whether security comes from health
insurance, job security, the promise of a
retirement income, or clear work policies,
Americans want a lot more than just a
paycheck from their employment.
Given a list of 15 benefits and characteristics that may be important in choosing
a job:
• 84 percent of Americans ranked health
insurance at the very top.
• Job security and clear policies and
procedures (82 percent each) were
ranked next in importance; the retirement or pension plan (76 percent); and a
flexible, family-friendly workplace in
fifth place (71 percent).
• Pay ranked tenth with 65 percent, trailing
such matters as getting quick decisions on
issues (69 percent); working with talented
managers (68 percent); having the
potential for promotions (66 percent); and
being creative and intellectually
stimulated (66 percent).
In another key set of findings, Americans
say state and local government jobs offer
better benefits, job security, and chance to
make a contribution to society, while jobs
in the private sector offer better opportunities for innovation, greater chances to
work with the best people, and better
opportunities for promotion. They are
divided on which sector offers the best
compensation.
The poll, which surveyed participants by
landline and cellular phone within the
continental United States from October
24-November 4, 2007, had an overall
margin of sampling error of plus or minus
three percentage points.
For the full report, visit
http://tinyurl.com/yq54z7
The PA TIMES would like to create
a list of potential mentors for
students and new professionals.
Interested?
Contact cjewett@aspanet.org
PAGE 25
CAREERCENTER
Pay It Forward...
Career Advice from an ASPA Member
John R. Bartle
I am pleased to offer some advice to
students and young professionals in the
ASPA network. Here are a baker’s dozen
of pointers that I hope will serve you well.
• Communicate. Almost all great leaders,
and many lesser leaders, communicate
well. Good oral and written communications are essential and require hours of
dedicated practice. Make this investment;
otherwise you will never realize your
full potential.
• Listen. Most people like to talk, and
many talk too much. You almost always
can learn more from listening carefully
than from talking. Good listening skills
improve your ability to understand a
person’s interests and therefore to craft
a solution.
• Do your homework. In many meetings I
have seen relatively junior people wield
disproportionate influence simply
because they have done their homework.
If the subject of the meeting is a written
document, read it carefully more than
once. Read the footnotes and appendices,
and examine the data carefully to
determine whether it is correct and
supports the conclusions. If the subject is
not a document, do what it takes to get as
much information as possible.
• Be kind. All people deserve your respect
and attention. People lower in the hierarchy have an amazing amount of “ground
level” knowledge about how things
work–or don’t–and often some good
ideas about how to fix things. Establish a
relationship with them and listen to their
ideas. Similarly, citizens with poor access
to power deserve to have their voice
heard. Listen to them and help them
make their case. You might be the only
person who is in a position to do so.
• Ask for help. Many senior people are
eager to mentor a younger person. Find
one or more mentors with whom you are
comfortable. Then when you are asked to
do a new task, ask for help from your
mentors and other people you know who
have done the task. You may not do it
exactly their way, but you will have a
map to guide you.
• Continue learning. Successful leaders
never quit learning. Develop a reading
program to broaden yourself. History and
biographies are two great starting points
because most every situation you will
encounter has a historical antecedent. See
how leaders of the past dealt with similar
problems and try their approaches.
• Do the right thing. It is usually not hard
to know what is the right thing to do; it is
often far more difficult to do the right
thing. Summon your courage and do it.
People will remember your integrity (or
lack thereof) more than they will your
successes. As Mark Twain said, “Always
do right. This will gratify some people
and astonish the rest.”
• Seek a solution, not a win. If you are
competitive, it is easy to get caught up in
wanting to win the battle just to win.
Avoid this. Park your ego and work
toward a solution.
• Make no enemies. Partisan politics and
office politics can cause people to break
into factions. You will be a valued
employee and friend if you talk to people
from both camps and try to blur these
divisions. Abraham Lincoln once said to
an angry dissenter, “Do I not destroy my
enemies when I make them my friends?”
• Balance family and work. Your family
and relationships are more important than
your job, so be sure to balance work with
family time.
• Join one or more professional associations. Most professional memberships are
inexpensive relative to the pay-off in
terms of professional development,
networking, and leadership opportunities.
Most have student discounts, and often
your organization may be able to pay
some or all of the cost. Try out some
different associations and find at least
one you are comfortable with.
• Go beyond the call of duty. In work or in
professional associations, many people
will not do much extra work. Do not
over-commit yourself, but do go out of
your way to do some good for the organization, or society more generally. You
will have accomplished something
important, and others will take notice.
• Listen to Ol’ Satch. The legendary
baseball pitcher Satchel Paige had some
rules for staying young. One was: “Don’t
look back. Something might be gaining
on you.” Enough said.
ASPA member John R. Bartle is a professor
and director of the School of Public
Administration at the University of
Nebraska–Omaha. He has worked in city
and state government, and for nonprofit
research organizations at the federal and
state level. He is a member of ASPA’s
national council, and past chair of the
Association for Budgeting and Financial
Management. He also is a Visiting
Professor of Public Administration, Sun
Yat-Sen University, Guangzhou, China. He
teaches and does research in the areas of
public finance policy and management,
public budgeting, transportation, and
sustainable development. Email:
jbartle@mail.unomaha.edu
View Job Ads Online
ASPA to Provide Professional Development for
New and Future Public Servants at Conference
www.PublicServiceCareers.org
ASPA’s Dallas Conference Offers Several Events for Students and New Professionals
Matt Rankin
Council for Excellence in
Government Spring
Fellows Program begins
April 2008
Cultivate your leadership skills this
spring. The Excellence in
Government Fellows Program is a
hands-on leadership development
program specifically designed for
government professionals at the GS
14-15 level (high performing GS
13s are encouraged to apply).
Based in Washington DC, the
Fellows Program fulfills the interagency training requirements
necessary for OPM-approved
candidate development programs.
Learn how to grow your leadership
skills this spring.
Visit http://www.excelgov.org/ for
more information.
ASPA doubled the amount of programming for new and future public service
professionals at the 2007 ASPA annual
conference in Washington, DC. The
turnout was beyond what we expected and
attendees consistently ranked Summit
programs in the good to excellent range.
Based on the response, the ASPA Student
and New Professional Summit will again
be a feature of our 2008 annual conference in Dallas. The Summit is geared
toward undergrads, MPA students,
doctoral candidates and new public
service professionals.
Students have always been able to
attend the conference at a reduced rate.
This year, ASPA New Professionals can
also take advantage of a special reduced
rate and save $140 off the cost of the
entire conference.
The 2008 Student and New Professional
Summit kicks-off with the workshop
“Writing Excellent Research Papers.”
Participants will learn about managing
their time, materials and ideas. Come see
why students using tactics covered in this
workshop have won the NASPAA top
paper award five times in the last 10 years.
“Creating Your Job–Taking Charge of a
New Managerial Assignment” will show
attendees that when you take on a new
assignment, you will not only have new
responsibilities, you will have to use new
methods of influence.
Aspiring academics in public administration will definitely want to attend our
workshops on “Succeeding in a Doctoral
Program” and “Career Success after a
Doctoral Program.” Topics covered will
include: understanding your doctoral
program; choosing a committee; choosing
a dissertation topic; and writing the dissertation. The latter program will discuss
career options for those with doctoral
degrees. Advice for getting published is
also a featured part of this session.
In a special Q&A session, Dr. Blándina
Cardenas, President of The University of
Texas-Pan American and former
Commissioner for Children, Youth and
Families, will address attendees and answer
questions about careers in public service.
The Summit will also include a panel of
career counselors discussing how to
search and apply for jobs in public service
and administration. Later, a workshop on
“The Three C’s of Ethics Management”
will focus on practical ideas to aid in
managing an organization toward ethical
problem solving.
ASPA will introduce a new feature for the
2008 Summit. Students and ASPA New
Professional members can have their
resume critiqued by career counselors for
free at the conference.
Pre-registration for Summit events is not
required, except for the resume reviews.
Seats are limited and available on a firstcome, first-served basis. The schedule for
each day of the Summit can be found in
the “Special Events” section of the 2008
ASPA Annual Conference website at
www.aspanet.org/2008conference.
Matt Rankin is ASPA’s senior director for
program and service development.
E-mail: mrankin@aspanet.org.
PAGE 26
The Recruiter
WHERE
EMPLOYERS
AND
JOB
SEEKERS
M E E T.
UNIVERSITY POSITIONS
Daniel Patrick Moynihan Chair in Public Affairs
The Maxwell School, Syracuse University
The Maxwell School of Syracuse University invites nominations and applications for the newly
established Daniel Patrick Moynihan Chair in Public Affairs. This highly visible
professorship–made possible by a generous gift from the Leon Levy Foundation–is intended to
honor the legacy of the late Senator from New York, who both began and ended his extraordinary
career on the faculty of the Maxwell School.
In addition to generous supporting resources, the Chair will provide the occupant with unique opportunities for
furthering public dialogue across a broad array of policy concerns. Candidates may be qualified on the basis of
traditional academic criteria and/or distinction in public life; but they should have an exceptional record of
intellectual engagement with domestic issues of particular interest to Pat Moynihan, such as: poverty and welfare
policy; urban redevelopment; Social Security and health care; the integrity of governmental processes; the future
of the family; immigration, ethnicity and assimilation. Applicants should also be enthusiastic about interaction
with students, particularly with those preparing for careers in academia and public service.
The Maxwell School is home to renowned professional programs in public and international affairs and the social
science disciplinary departments of Syracuse University. For more information, see our web site at:
www.maxwell.syr.edu/.
Inquiries, nominations, and applications should be directed to: John L. Palmer, University Professor and Chair,
Moynihan Chair Search Committee, Maxwell School of Syracuse University, 200 Eggers Hall, Syracuse, NY
13244.
Applicants should send a letter, curriculum vita, and the names of three references.
Syracuse University is an AA/EOE. Members of traditionally underrepresented groups are encouraged to apply.
Tenure Track Assistant Professor or an Associate Professor
The Maxwell School of Citizenship and Public Affairs, Syracuse University
The Department of Public Administration at the Maxwell School of Syracuse University is reopening its recruiting for a tenure track assistant professor or an associate professor with a specialty in public budgeting.
Candidates should also have a specialty in urban policy and should be able to teach and conduct research in
budgeting in the public and non-profit sectors. An international focus and the ability to teach courses in one of
the following areas are also desirable: financial management, statistics, information technology, and public
management. The position will remain open until filled.
Founded in 1924, the Maxwell School of Syracuse University is the U.S.News & World Report's top-rated
graduate program in public affairs, and home to the nation's longest-running professional degree program in
Public Administration. This program operates alongside a similarly rigorous and esteemed International
Relations program, as well as doctoral degrees in an array of social sciences (e.g., political science, geography,
sociology, economics, history, and anthropology). As a result of this diversity, Maxwell hosts eight interdisciplinary study and research centers, where faculty members conduct research on a broad range of topics in public
policy, global affairs, democratic governance, conflict resolution, and collaborative management, among other
categories.
The Maxwell School is an Equal Opportunity Employer and encourages applications from women and minorities. Please send a cover letter, vita, 2 letters of recommendations, and writing samples to: Public Budgeting
Search Committee, Department of Public Administration, The Maxwell School of Syracuse University, 215
Eggers Hall, Syracuse University, Syracuse, NY 13244
Assistant Professor
Department of Public Administration
College of Health and Public Affairs
University of Central Florida
The Department of Public Administration invites applicants for an Assistant Professor position in Public
Administration. This is a tenure track position beginning August 2008. The Department offers: a BA/BS in Public
Administration, a NASPAA accredited Master of Public Administration, a completely web-based Master of
Nonprofit Management as well as web and face-to-face courses for our undergraduate minor and graduate certificate programs in Urban and Regional Planning and Emergency Management and Homeland Security. Faculty
also participate in the PhD Program in Public Affairs, an interdisciplinary program within the College of Health
and Public Affairs.
The University of Central Florida is the seventh largest university in the United States, with a student population
of over 47,000. It emphasizes a strong community partnership mission. Faculty in the Public Administration
Department have significant opportunities to work with dedicated community professionals in a wide range of
policy and management arenas.
Required: Candidates must have a completed Ph.D. or D.P.A from an accredited institution. Doctorate is required
by time of appointment.
Preference: Applicants for this position are expected to demonstrate high potential for scholarly research and
publication as well as teaching excellence. Teaching areas are open to all subfields of public administration and
nonprofit management.
All applicants should submit a letter of application, a curriculum vita, original transcript, and names, addresses,
and phone numbers of three professional references. Consideration of applications will begin on February 15,
2008 and the position will remain open until the appointment is made. The application package should be sent
to: Department of Public Administration, University of Central Florida, Attn: Search Committee Chair, Position
# (38990) , Health & Public Affairs Building II, Room 238, Orlando, FL 32816-1395, Phone: 407-823-2604, Fax:
407-823-5651
UCF is an Equal Opportunity/Affirmative Action Employer. UCF makes search documents available under
Florida’s open-records statutes.
Director of Research
The Dubai School of Government
Dubai, United Arab Emirates
The Dubai School of Government (DSG), a research and teaching institution focusing on public policy in the
Arab world, is seeking a Director of Research. At present, the research agenda of DSG focuses on public
administration and governance; gender and public policy; e-government; and, issues related to youth exclusion
including marriage, unemployment, and education.
Duties and Responsibilities:
The Director of Research will coordinate the ambitious research agenda of the Dubai School of Government. The
work includes managing ongoing research initiatives and projects, identifying promising new research areas,
organizing DSG researchers and faculty members on the design and implementation of projects, developing and
writing policy papers, evaluating research methodologies, and editing of report drafts. Additional responsibilities
include managing and developing strategic institutional relationships, recruiting talented scholars, attending
conferences and other events to raise awareness of DSG and its work, and assisting DSG scholars to obtain
research resources as needed.
Required Education, Experience and Skills:
Ten years of experience conducting and managing research projects, with a distinguished record of accomplishments and proven leadership skills. A postgraduate degree, preferably a doctorate, in an academic discipline
related to economics, political science or public policy is required. The successful candidate will be fluent in
issues related to public policy and governance in the Arab world, and will have an abundance of expertise about
research methodology and quantitative analysis. Outstanding organizational and planning skills are required, as
well as excellent written and oral communication skills and a high level of vision and attention to detail.
To apply for this position, please submit a letter of application and your curriculum vitae to Recruitment at The
Dubai School of Government, Convention Tower, Level 13, P.O. Box 72229, Dubai, United Arab Emirates. The
information can also be e-mailed to recruitment@dsg.ae
Tenure-Track Faculty Position in Public Policy and/or Public Management
Andrew Young School of Policy Studies
Georgia State University
The Department of Public Administration and Urban Studies seeks a strong researcher
and teacher for a tenure-track position beginning fall 2008. This hire is most likely to
be the assistant professor level, but rank is open.
The department offers a NASPAA-accredited MPA, master*s and undergraduate degrees in public policy, and,
in partnership with Georgia Tech, a doctorate in public policy. The Andrew Young School ranks 26th overall
among graduate programs in public affairs in the US News rankings, as well as 5th in public budgeting and
finance, 12th in urban policy and management, 16th in public administration and management, and 21st in public
policy analysis. Our highly productive faculty, recently listed as the 5th most prolific in public administration
journals over the past decade, supports junior colleagues in building academic careers. We are located in
downtown Atlanta, at the heart of a vibrant public and nonprofit sector, which provides excellent opportunities
for applied research that contributes to policy-making and management at a levels of government
Candidates should submit a letter of interest, curriculum vitae, graduate transcripts, three letters of recommendation, a sample of scholarship, and any teaching evaluations to Chair, Faculty Search Committee, Department
of Public Administration and Urban Studies, P.O Box 3992, Georgia State University, Atlanta, GA 30302-3992.
The position requires a doctorate in an appropriate field of study from an accredited university by August 2008.
Consideration of applications will begin on February 25 of 2008 and will continue until the position is filled.
Information about the Andrew Young School is available at www.gsu.edu/sps. Georgia State University, a unit of
the University
System of Georgia, is an equal educational institution and an equal opportunity affirmative action employer.
Assistant Professor
Division of Public Administration
Mark O. Hatfield School of Government
Portland State University
The Division of Public Administration is seeking to fill an Assistant Professor tenure track position for Fall 2008
(or if preferred by candidate as early as Spring 2008) to teach in the MPA and Ph.D. programs, and pursue
scholarly agendas and self-funded program development with community partners. The position will be a ninemonth appointment providing base funding at .51 FTE with an expectation to generate .49 FTE in enterprise
funding through activities that may include contracts, grants, and self-support programs.
Portland State University is an Affirmative Action Equal Opportunity Institution and, in keeping with the
President’s diversity initiative, welcomes applications from diverse candidates and candidates who support
diversity. Candidates must meet the following qualifications:
• Earned doctorate in Public Administration
• Track record of published scholarship and self-funded activity
• Experience teaching advanced methods courses
The position will be expected to:
• Teach in the division’s programs
• Advise students
PAGE 27
The Recruiter
WHERE
EMPLOYERS
AND
JOB
SEEKERS
M E E T.
UNIVERSITY POSITIONS
• Participate in divisional and institutional governance
• Engage in with community organizations in research and service
• Take a leadership role in diversity training & managing international programs
Send cover letter, resume and contact information for four references to: PA Search Committee, PO Box 751,
Portland, OR 97207. Inquiries should be directed to Dr. Neal Wallace, (503) 725-8248; fax (503) 725-8250;
email: nwallace@pdx.edu. For detailed job description see PSU web site at:
http://www.hrc.pdx.edu/openings/unclassified/index.htm. Review of applications will beginning March 3, 2008
and continue until finalists are identified.
3-Year Visiting Instructor
Department of Public Administration
College of Health and Public Affairs
The Department of Public Administration invites applications for an Instructor position at the Orlando Campus
to begin August 2008. Selected candidates will teach courses in the general public administration and/or nonprofit
management curriculum, undergraduate and graduate programs. The faculty members being recruited will also
be expected to assist in departmental administration and community outreach. PhD in Public Administration or
DPA preferred. MPA Minimum Requirement.
The Department offers a NASPAA accredited Master of Public Administration program, a completely online
Master of Nonprofit Management, and undergraduate public administration degrees along with graduate and
undergraduate certificate programs or minors in (American Humanics, Emergency Management and Homeland
Security, Nonprofit Management, Public Administration, and Urban and Regional Planning) on multiple
campuses, including a virtual campus. The Department participates in a multidisciplinary PhD program in Public
Affairs. The Department is one of the largest program in the Southeast and has active partnerships with state and
local government and community nonprofit agencies. The Department of Public Administration is housed in the
College of Health and Public Affairs and occupies a state of the art facility with access to fully equipped multimedia classrooms.
Consideration of applications will begin February 15, 2008 and continue until the position is filled. All applicants
should submit a letter of application, a curriculum vita, original transcript, and names, addresses, and phone
numbers of three professional references. The application package should be sent to: Department of Public
Administration, University of Central Florida, Attn: Search Committee Chair, Position # (37467) , Health &
Public Affairs Building II, Room 238, Orlando, FL 32816-1395, Phone: 407-823-2604, Fax: 407-823-5651
UCF is an Equal Opportunity/Affirmative Action Employer. UCF makes search documents available under
Florida’s open-records statutes.
Senior Scholar
The Maxwell School of Citizenship and Public Affairs
Syracuse University
We are a leading department in the field of public administration, with an intellectually diverse and multidisciplinary faculty whose research encompasses a wide range of public management and public policy issues. We
seek a senior scholar with demonstrated research and teaching interests in security studies, who uses social
science methods in conducting rigorous research relevant to public policy and management. This person would
be expected to provide leadership in the security area and to contribute both to our master’s and doctoral
programs, as well as to our masters level National Security Studies Certificate Program.
The department is located in the Maxwell School of Syracuse University. Founded in 1924, Maxwell is U.S.
News & World Report's top-rated graduate school in public affairs. It is home to the nation's longest-running
professional degree program in Public Administration, and houses a strong professional program in International
Relations as well. The Maxwell School also houses the University’s social science departments (political science,
geography, sociology, economics, history, and anthropology) and their graduate degree programs. As a result of
this diversity of faculty strengths, Maxwell hosts eight interdisciplinary research centers, where faculty members
conduct a wide range of individual and collaborative research on topics which include issues of public policy,
global affairs, democratic governance, conflict resolution, and collaborative management, among others.
Candidates are asked to apply online at www.sujobopps.com The Maxwell School at Syracuse University is an
AA/EOE and encourages applications from women and minorities. Please send a cover letter, vita, 2 letters of
recommendations, and writing samples to: Security Studies Search Committee, Department of Public
Administration, The Maxwell School of Syracuse University, 215 Eggers Hall, Syracuse University, Syracuse,
NY 13244, (January-March 2008)
Assistant or Associate Professor
Department of Politics and Public Administration
California State University, Stanislaus
The Department of Politics and Public Administration invites applications for a full-time, tenure-track appointment at the rank of advanced Assistant or Associate Professor in the NASPAA accredited Masters Program in
Public Administration. The individual appointed to this position will teach a range of graduate courses in Public
Administration, as well as an undergraduate course in American Government. The successful candidate should
be ambitious and highly motivated, as he/she will be expected to assume Directorship of the graduate program
within two years or less. Effective teaching, scholarly productivity, and service to the University are required for
retention, promotion, and tenure. A Ph.D. in Public Administration or Political Science and prior experience in
university-level teaching or public administration are required.
A complete application must include: a letter of application specifically addressing the position description and
qualifications; copies of graduate transcripts; curriculum vitae; names, addresses, telephone numbers and/or
email addresses of three referees whom the University may contact; evidence of teaching effectiveness. Screening
of completed application files will begin immediately. The position will remain open until filled.
Send applications, and all other correspondence concerning this position vacancy, to: Dr. Jason C. Myers, Chair,
Department of Politics and Public Administration, California State University, Stanislaus, One University Circle,
Turlock, CA 95382
GOVERNMENT POSITION
Town Administrator
Town of Middletown, Rhode Island
Salary: Commensurate with background and experience
The Town of Middletown (population 18,000) is seeking a dynamic, highly experienced innovative professional
to lead a municipal organization with 150 full time municipal and 100 seasonal employees. The current combined
town and education General Fund budget is $60 million.
The seven-member Town Council appoints the Town Administrator who is the chief administrative officer responsible for all aspects of Town Government administration. Town departments include Tax Assessor, Clerk, Police,
Fire, Public Works, Sewer, Parks and Recreation, Senior Center, Finance, Planning, Building/Zoning, and
Refuse/Recycling.
Position requires a Bachelor’s degree in business or public administration or related field, Masters degree
preferred, minimum 5 years increasingly responsible municipal/state government experience and 5 years successful management experience required. Demonstrated knowledge of principles/practices of public administration,
personnel administration, must possess strong leadership, motivational, strategic planning and
interpersonal/communication skills, expertise in labor relations/collective bargaining, a strong financial management background, budgeting/capital improvement programming skills, and prior planning experience in a similar
sized community.
Visit the Town of Middletown website at www.middletownri.com for detailed information on the Town of
Middletown operation.
Send resume, salary history and 5 professional references to: Middletown Town Hall, Human Resources
Department, 350 East Main Road,, Middletown, RI 02842, OR FAX to 401-845-0412, OR email to
employmentAdmin@middletownri.com
Application deadline is Monday, February 29, 2008 at 4pm EST
The Town of Middletown is an Equal Opportunity Employer
1 Job Ad, 3 Options:
Print Only • Web Only • Print and Web
Contact: cjewett@aspanet.org
CONFERENCESCalendar
February 2008
March 2008
July 2008
1
7-11
ASPA’s 69th Annual Conference
Transformational Public Administration:
A Call for Public Service
Location: Dallas, TX
More Info.: www.aspanet.org
8-12
NLC Congressional City Conference
Location: Hilton Washington & Towers,
Washington, DC
More Info.: www.nlc.org
27-30 AGA’s 57th Annual Professional
Development Conference & Exposition
Building on the Dream: Shaping a Culture
of Accountability
Location: Atlanta Marriott Marquis,
Contact: Ada Phillips
aphillips@agacgfm.org
More info: www.agacgfm.org/pdc
7th Annual Nonprofit Management
Conference, The Changing Face of
Nonprofit Management
Location: Orlando, FL
Hosted by Central Florida ASPA Chapter
and the Nonprofit Advisory Board of the
More Info.: Mary Ann Feldheim
mfeldhei@mail.ucf.edu
7-9
The 2008 Social Equity in Leadership
Conference, “Advancing Urban
Governance in a Global Context,”
Location: School of Public Affairs, Arizona
State University in Phoenix
More Info.: http://www.napawash.org
13-17 The Conference of Minority Public
Administrators (COMPA) 2008 National
Conference
Location: Hamilton, Bermuda
More Info.: Doris Micheaux,
Doris.Micheaux@fortworthgov.org;
817-392-7841
21-22 Sixth Annual National Leadership
Conference Dynamic Leadership for
Changing Times
Location: Ronald Reagan Building and
International Trade Center, Washington, DC
Contact: Ada Phillips
aphillips@agacgfm.org
More info: www.agacgfm.org/nlc
28
The Changing Face of Public
Administration: Innovation in Government
2nd Annual Public Administration
Conference
Location: University of Central Florida,
Orlando, FL
Contact: Naim Kapucu,
nkapucu@mail.ucf.edu
(407)823-2604
April 2008
3-6
3-7
9
Insights on Perf. Management
Ethics Moment
12
National Council Election Winners 15
16
President’s Column
Recruiter
26
September 2008
21-24 ICMA’s 94th Annual Conference
Location: Richmond, VA
More Info.: www.icma.org
66th MPSA Political Science Conference
Location: Chicago Palmer House Hilton
More Info.: www.mwpsa.org
May 2008
5-11
Public Service Recognition Week
More Info.: www.excelgov.org
AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION
INSIDE:
28-29 Transforming Bureaucratic Cultures:
Challenges and Solutions for Public
Management Practitioners
Hosted by: ASPA and The Public Manager
Location: Renaissance Baltimore
Harborplace Hotel
VOL. 31 NO. 2
FEBRUARY 2008
PA TIMES
31 Years • 1977-2008
A Powerful Voice for Public Service . . .
PA TIMES
American Society for
Public Administration
1301 Pennsylvania Ave., Ste. 840
Washington DC 20004
http://www.aspanet.org
Visit www.aspanet.org/2008conference for more information.
NONPROFIT
U.S. POSTAGE PAID
DULLES, VA
PERMIT 163

Vol.31 No.2 Febuary 2008 - Public Administration Gateway

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