Post-Katrina Study: Government Executives are Better Managers

AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION
INSIDE:
PA TIMES
SPECIAL SECTION
LEARNING FROM HURRICANES
KATRINA AND RITA
“There Was No Plan”–
A Louisiana Perspective
3
The most commonly heard plight of
people in the immediate aftermath of
the hurricane landfall and later was
that they felt abandoned. They were.
Among residents, emergency
workers and the media, the
commonly heard assessment was
that “There was no plan.” –Evan M.
Berman, Thomas D. Lynch, Cynthia
E. Lynch, Maria D. Berman
Katrina and Rita From a
Transportation Perspective
4
If Hurricane Katrina was the
Hiroshima of the new era of disaster
management, Rita wasn’t quite the
Nagasaki she was expected to be–but
the cumulative impact of the two
back-to-back tropical storms is still
enormous. –Jeremy F. Plant
Unsustainable Development:
Hurricane Katrina and the Flaws
in Transportation Infrastucture
Policy and Management
5
In the wake of Hurricane Katrina,
and the enormous loss of life, livelihood and property, we are forced to
revisit our beliefs about the systems
that can allow such destruction.
–Deniz Z. Leuenberger,
John R. Bartle
Crisis Management or
Management Crisis?
6
The failure at the policy and leadership level paralyzed the managerial
and administrative capacity at the
local level, with the state scrambling
for some sort of coordination and
command system.–Ali Farazmand
Who’s in Charge: The Paradox
of Emergency Management
7
When everyone’s in charge, no one
is in charge and when no one is in
charge, no one is in charge.
–Beverly A. Cigler
Insights on Intl. Issues
Insights on Perf. Mgmt.
Frederickson Perspective
Ethics Moment
CAP Corner
28 Years • 1977-2005
A Powerful Voice for Public Service . . .
Post-Katrina Study: Government
Executives are Better Managers
Study Finds that Politically Appointed Bureau Chiefs Get Lower
Management Grades than Bureau Chiefs Drawn from the Civil Service
Princeton, NJ–In the aftermath of Hurricane
Katrina, major national newspapers and
numerous public officials questioned whether
the large number of political appointees in
the Federal Emergency Management Agency
(FEMA) contributed to the poor handling of
this natural disaster. This raises the question
of how political appointments affect management not only in FEMA but across the U.S.
federal government.
A new paper titled “Political Appointments,
Bureau Chiefs, and Federal Management
Performance” by David Lewis, assistant
professor of politics and public affairs at the
Woodrow Wilson School of Public and
International Affairs at Princeton University,
finds that politically appointed bureau chiefs
get systematically lower management grades
than bureau chiefs drawn from the civil
service. The author also finds that career
managers have more direct bureau experience and longer tenures and these characteristics are significantly related to management performance. Political appointees have
higher education levels, more private or notfor-profit management experience and more
varied work experience than careerists but
these characteristics are uncorrelated with
management performance. Lewis therefore
concludes that some combination of
structural changes to reduce the number of
appointees or increased sensitivity to
appointee selection based upon certain
background characteristics could improve
federal bureau management.
Study Findings
Lewis finds that programs administered by
appointees get systematically lower manage-
Clean-up Continues
for Gulf States
Recruiter
Calendar of Events
21
28
The finding that appointees get systematically lower grades than career managers is
important for several reasons. First, these
results are some of the first systematic
evidence researchers have that career federal
managers have advantages over appointees
when it comes to program management. The
findings confirm the underlying logic for the
See BETTER MANAGERS, pg. 2
Innovative Texas
Partnership Aims
to Attain Clean Air
Sarmistha R. Majumdar
Denton, Texas is one of the fastest growing cities in the DallasFort Worth metroplex. Located in an Environmental Protection
Agency (EPA) designated non attainment area, recent surges in
population and economic development have exacerbated its
environmental problems. Adding to its environmental problems
was noxious methane gas leaking from local landfills. Under
federal and state regulations, the city could no longer ignore
this problem.
Even good politicians, however,
don’t always do what’s in the public
interest. American politicians are
well known for “bringing home the
bacon” and losing sight of priorities. –Donald C. Menzel
Bob McMillan/ FEMA Photo
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[email protected].
ment grades than those administered by
careerists even when controlling for differences among programs, substantial variation
in management environment and the policy
content of programs themselves. The
findings indicate that programs administered
by appointed managers get grades five-tosix points lower than those administered
by careerists.
Denton, TX, and Partner Manufacture
Biodiesel to Use in City Garbage Trucks
ASPA TIMES
16
OCTOBER 2005
PA TIMES
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11
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President’s Column:
When Politicians Fail
Catastrophically: Katrina’s
Ill-gotten Legacy
VOL. 28 NO. 10
Mauriceville, TX, Oct. 2, 2005 -- A saw crew of the San Juan HotShots of
the U.S. Forest Service clear trees knocked down by Hurricane Rita at
the Little Cypress Mauriceville High School.
City officials looked into various options to deal with the
landfill gas problem. Embarking on a plan to trap the methane
gas to power a biodiesel plant would enable the city to
efficiently use a renewable energy source to produce a
renewable, biodegradable fuel. This plant would help to control
greenhouse gas emissions, explosion hazards and reduce
ground level ozone responsible for smog. Also, using locally
produced biodiesel to fuel garbage trucks would help the city
comply with the federal government’s Clean Air Act and the
Energy Policy Act of 1998. The latter promotes usage of such
alternative fuel in government owned fleets. The project plan
received unanimous support from the city council and public
See CLEAN AIR, pg. 2
PAGE 2
OCTOBER 2005
PA TIMES
Study Finds Career Civil Servants Make Better Managers
From BETTER MANAGERS, pg. 1
creation of the merit system which was to
provide a competent, stable and expert
administration of government through the
creation of a career civil service.
Second, these grades are important in the
current budgetary process. The Bush
Administration has used this performance
information to make budget determinations
and programs administered by appointees
may be at a slight disadvantage.
The study identifies significant differences
between appointed bureau chiefs and
bureau chiefs drawn from the civil service.
In general, appointees have more private or
nonprofit management experience and
more public affairs experience. They are
significantly more likely to have worked in
Congress or the White House before they
accepted their current post. Appointees
have slightly more education than other
types of bureau chiefs and are more likely
to be generalists, having worked in other
departments prior to their current job.
On the other hand, careerists are the most
likely to have worked in the bureau they
manage, they have the most public
management experience and they have the
longest tenures in their current position.
Longer tenures imply that appointee-run
federal programs experience more
managerial turnover than programs
administered by careerists.
The background characteristics that favor
appointees such as higher education levels
or business experience do not appear to
matter for management performance. Two
of the background characteristics that
favor careerists do appear to matter for
management: previous bureau experience
and length of tenure. Previous experience
working in the bureau is positively related
to PART score. Presumably, such
knowledge of programs, processes,
structures, and personnel facilitates
monitoring, reduces the startup costs
associated with a new management
position, and helps them know better how
to measure and manage performance.
Previous bureau experience may also
indicate specialized policy knowledge that
helps facilitate management oversight.
Of course, after a period of time all
managers can learn how the bureau and
its programs operate, although not perhaps
at the level of intimacy of a person who
came up through a bureau’s ranks. The
longer a bureau chief has been at the head
of a bureau, the better their management
performance–increasing management
tenure by 10 months increases the PART
score of a program by 2 to 2.5 points.
A copy of the complete paper can be
found at www.wws.princeton.edu/
research/papers/09_ 05_dl.pdf.
Denton, TX, Uses Public-Private Partnership to Reduce Air Toxins
From CLEAN AIR, pg. 1
utilities board.
Denton entered into a collaborative
agreement with a private company, the
Biodiesel Industries, a California based
environmental engineering firm. This
partnership allowed the city to benefit from
the latest technology in biodiesel production. Under the contractual agreements, the
city provided the land and capital funding
for the project. In return, the company has
set up a modular plant in the peripheral
limits of the landfill site with potential for
future expansion. The close proximity of
this plant to its source of fuel, the landfill
gas, has minimized transportation cost.
Also, the plant’s location adjacent to the
garbage trucks’ parking lot has made
fueling these trucks very convenient.
The biodiesel plant began production in
March 2005. It uses waste vegetable oil
collected from local restaurants in the
Dallas Fort Worth area as a feedstock.
Restaurants in the city alone generate
approximately 300,000 gallons of waste
cooking oil per year. If a fraction of it is
collected, the city will see a great reduction
in sewer clogs from grease. The experimental plant can also process white and
yellow grease along with other virgin
oilseeds like soybeans in the production of
biodiesel. This has made the local farming
community reconsider the possibilities of
growing fuel crops in their fallow land to
reap the financial, environmental and
political benefits of a locally produced fuel.
Currently, Biodiesel Industries sells to the
city a blend of biodiesel (B20) which is
20 percent biodiesel and 80 percent
petrodiesel. This blend can reduce criteria
pollutants like carbon monoxide by 12
percent, sulfur oxides and sulfates by 20
percent, particulate matter and air toxins
by 20 percent. The city buys this fuel at
$1.30 per gallon exclusive of fuel taxes.
This price has been fixed for a period of
five years or until the city recovers its
investment from the project, whichever
comes first. “With the current market
price of petrodiesel being more than twice
the price of the locally produced blend of
biodiesel, the city has benefited a lot from
its huge savings in fuel costs,” said Mike
Conduff, the city manager of Denton.
According to Vance Kemler, the city’s
director of solid waste department,
“substituting petrodiesel with a biodiesel
blend does not require any expensive
retrofitting of vehicular equipments in the
city’s fleet of garbage trucks.”
Maintenance costs and mileage have also
remained about the same. Since the
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The production of biodiesel is not a new
technology. However, this is the first time a
local government has partnered with a
private company to construct a biodiesel
facility. The city’s bold decision to
produce biodiesel, despite the 2 to 3
percent increase in emissions of nitrogen
oxides, has been primarily based on its
overall ability to reduce emissions of
several criteria pollutants. Recently, the
mixing of an additive to biodiesel has
helped to reduce emission of nitrogen
oxides and meet the requirements of Texas
Low Emission Diesel (TxLED) program.
The biodiesel plant has become the pride
of the city and its residents. It has
received a lot of national attention and
rekindled interest in biodiesel, particularly
at a time of an oil crisis. As pointed out
by Euline Brock, the city’s mayor, “the
usage of locally produced fuel has helped
to partly alleviate the city’s dependence
on imported fossil fuel.” She and the city
manager acknowledged the assistance
they received from the two local universi-
ties in the decision making process. They
also attributed the progressive outlook of
the community much to their presence.
The city’s partner, Biodiesel Industries
has equally benefited from this partnership. According to Charles Fiedler, the
plant’s operations manager, “the publicity
received from the media has helped to
generate great interest in the facility
among elected officials state and nationwide.” Their interest and support has
helped the plant to overcome many of the
early challenges in its operation through
their timely intervention.
The biodiesel plant is striving hard to
meet its production goal. Future increase
in production and profit sharing from the
sale of biodiesel in the Metroplex would
generate additional revenue for the city. A
plan to switch to biodiesel in the city’s
commuter buses has recently been
proposed. Biodiesel could also be made
available to local residents. This means
not only savings in fuel costs but also
involvement of the community in the
city’s efforts to reduce air pollution and
meet clean air goals.
Sarmistha R. Majumdar is an assistant
professor in the Department of Public
Administration at the University of North
Texas. E mail: [email protected]
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PA TIMES
Volume 28, Number 10
October 2005
switching to biodiesel, garbage truck
drivers have not reported any significant
problem in routine garbage pickups. Now
trucks do not leave a trail of black
noxious smoke. Instead, the white smoke
and the aroma of french fries from these
trucks have pleased many local residents.
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OCTOBER 2005
PAGE 3
Learning from Hurricanes Katrina and Rita
SPECIAL SECTION
“There was no Plan” – A Louisiana Perspective
Evan M. Berman, Thomas D. Lynch,
Cynthia E. Lynch, Maria D. Berman
The most commonly heard plight of
people in the immediate aftermath of the
hurricane landfall and later was that they
felt abandoned. They were. Among
residents, emergency workers and the
media, the commonly heard assessment
was that “There was no plan.” The present
estimate of the quantified cost associated
with this event is about $300 billion in
damage and 1,000 deaths. This is a high
price to pay for poor human decisionmaking and leadership.
Facts are facts: the American emergency
preparedness system failed. This was a
public administration failure on a remarkable scale. Government agencies should
have been there immediately or soon, but
they were not. The National Guard failed
to arrive in meaningful numbers for about
five days. The Corps of Engineers did not
immediately and effectively tend to
catastrophic levee breaks.
The tragedy of Hurricane Katrina lies less
in the storm itself than in the failed
decisions of people and organizations with
responsibilities for managing and
planning such events. Women were raped
at emergency shelters. Looters outgunned
the local police. Children, infirm and old
people were abandoned–some dying in
nursing homes and hospitals. People
without cars and the handicapped were
not assisted in their evacuation efforts
The NOVEMBER
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and, hence, left in harm’s way. Survivors
sometimes walked 40 miles for help.
Patients sat in airport baggage areas for
hours in their own urine. In this American
disaster, rescuers from Canada arrived
days before the American National Guard
and the Federal Emergency Management
Agency (FEMA).
Public Management Lessons
Some lessons for public management are
already in evidence. The public is wrong to
state that there was “no plan.” The State of
Louisiana’s Emergency Operations Plan, is
posted on the State’s website. When
printed, it stands about two inches tall, and
was last updated in April 2005, just before
the start of the hurricane season.
The plan assigns responsibilities for state
and local governments throughout the State
of Louisiana. A supplement discusses
specific emergency operations in
Southeastern Louisiana for evacuation and
sheltering associated with catastrophic
hurricanes. These are defined as slow
moving category three hurricanes, and
categories four and five hurricanes–
Katrina, a category four hurricane at
landfall, is such an event. A plan existed,
and it can be assessed. What follows should
cause every community in the United
States. to re-assess their own emergency
plans and every professor of strategic
planning to rethink what is being taught.
The following is based on facts as they are
presently known; while future investigations may reveal additional facts and
circumstances, it is likely that the following
considerations will remain important.
Lack of Implementation
The plan calls for announcing the location
of staging areas for people who need
public transportation in order to evacuate.
However, no such call seems to have been
made, nor is there evidence that adequate
public transportation was provided for
those without cars or having special
needs. For example, Amtrak has a station
in downtown New Orleans near the
Superdome where trains regularly depart
for Chicago and Los Angeles. It could
have been used to transport a massive
number of people out of harm’s way.
Amtrak offered its trains, but the offer
was not accepted by State officials. Quite
simply, the public transportation needs of
people, such as those with low incomes,
were known and ignored by emergency
and other officials. Only a few, inadequate
number of buses were used.
One emergency planner, who was also an
evacuee, waited for public transportation on
I-10. She was stunned by what happened.
The problem of inadequate public
transportation reoccurred when evacuees
were stranded waiting for days, often
without food or water in the hot sun on the
high ground of the Interstate highway.
Emergency workers needed busses to take
thousands of very needy people out of the
area to Baton Rouge, Houston and other
places. They were not available. The scene
was cruel and embarrassing.
What is the lesson? Planning is more than
putting something on paper. Planning
includes delivering on plans; planning
requires a commitment of resources, human
and physical assets and regularly scheduled
training. Planning, without implementation
and without follow through, is a paper
exercise that, in this instance, turned out to
be a deceit that caused immense human
suffering and loss of life.
Lack of a Plan for Foreseen Events
The State emergency plan acknowledges
that above normal water levels and
hurricane surge may cause levee overtopping or breaches. However, the plan is
silent as to how the State will deal with
such a crisis and, surprisingly, when the
levees broke, the State response was
absent and confused. Maybe planners
assumed that the Army Corps of
Engineers would take control and repair
the breaks, but that was not spelled out in
the plan. Neither the State, the Army
Corps or local levee boards reacted
quickly or adequately enough.
Another foreseen event was the extent of
the flooding. The LSU Hurricane Center
forecasted the extent of possible damage,
as did the local newspaper, the TimesPicayune a few years earlier. No one can
claim that the extent of possible damage
was unforeseen–it was. Yet, the State plan
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is silent about how it might address
situations that outstrip state and local
capabilities and resources–the plan notes
that such situations may occur. Another
foreseeable event was that the mayor
would have to declare a mandatory
evacuation, and that the governor would
have to request federal assistance. Yet,
both seemed unprepared for making these
decisions, and they lost valuable time
considering these decisions. What is the
lesson? Watch out for loose ends. Planners
must identify every foreseeable phenomenon and develop appropriate responses.
They must be prepared to seek multigovernment responses as needed. Security
must be present both within the shelters
and on the streets to stop gangs fighting
over food and looting stores. Medical
services must be adequate to save lives.
Places are needed to accommodate pets.
Failure to Identify Foreseeable Events
The State plan talks about the operation of
emergency shelters. It addresses the
special attention needed for medical and
mental health needs. However, the plan
does not mention the need to ensure
safety in shelters, nor was public safety
within the shelters provided for in the
State plan. What did planners think would
happen inside these shelters? The case
histories of emergency shelters in other
situations are well-known and clearly
public safety is always a problem. The
lawlessness, killings and rapes that
occurred in the Superdome and
Convention Center were execrable, but
foreseeable. In the immediate aftermath of
the hurricane landfall, Mayor Nagin
prioritized rescue over law enforcement,
which further exacerbated lawlessness.
There were other foreseeable events, as
well. Many (if not most) people did not
want to leave their pets behind. Among
those who did, several people went back
later to rescue them, clandestinely
sneaking past security. It is also foreseeable that handicapped and elderly might
be left alone. For example, one of the
authors of this article talked to a diabetic
elderly lady, who had one leg amputated
due to diabetes, who was left alone in her
apartment for nine days in the dark
without any means to communicate before
rescuers finally found her. Offers of help
are also foreseeable–public officials
turned down such offers from many
nonprofit organizations. What is the
lesson? Planners need to creatively
imagine what might go wrong, and not be
quick to dismiss scenarios. They need to
think through the smallest details. Clearly,
in the future security must be provided
both within the shelters and on the streets
to stop gangs fighting over food and
looting stores. Medical services and
supplies must be adequate. And so on.
Questionable Assumptions
A plan cannot escape being based on
assumptions, and it is now standard
practice to state these. One of these is that
all local, city and parish preparedness
offices will be in communication with the
state, federal and each other before,
during and following the emergency. Such
an assumption is questionable, especially
See LOUISIANA, pg. 5
PAGE 4
OCTOBER 2005
PA TIMES
Learning from Hurricanes Katrina and Rita
SPECIAL SECTION
Katrina and Rita from a Transportation Perspective
If Hurricane Katrina was the Hiroshima of
the new era of disaster management, Rita
wasn’t quite the Nagasaki she was expected
to be–but the cumulative impact of the two
back-to-back tropical storms is still
enormous. Without assigning blame, there
can be general agreement on several points.
First, we have neglected our publicly
supported infrastructure. Second, we have
failed to plan adequately for evacuations,
both before and after disasters. Third, we
have no current workable formula to
mobilize in the most effective manner the
capacities of the public and private sectors.
Fourth, our failings have exposed deep
strains in society and perhaps weakened
our position of leadership in world affairs.
All but the fourth have deep implications
for professionals and scholars working in
the field of transportation.
I begin with an assumption: the field of
transportation is an “emergent profession”
in the sense that Frederick Mosher
described professionalism almost four
decades past in Democracy and the Public
Service. Put another way, transportation
has generally been a field of study and
practice characterized by fragmentation;
most typically by modes, but also by
discipline (engineers and economists as the
leaders traditionally, with planners, policy
analysts and public administrators entering
the field more recently) or policy arena.
Since the landmark ISTEA legislation in
1991, which itself built on existing trends
to convert state highway departments to
multi-modal transportation agencies and
to plan for a more balanced transportation
system after the build-out of the interstate
highway program was finished,
transportation has stressed a number of
shared values: a balanced system between
modes; a performance-based system that
sees transportation activities as means to
social and economic goals, and not an end
in itself; and a field that plans inclusively
at the national, state, regional, and local
levels by involving governmental, civic,
and business groups in a cooperative and
collaborative spirit.
Although the old attitudes still exist, many
professionals in transportation agencies
now take a holistic, multi-modal approach
in planning, operating, and assessing
transportation system. This mindset is
represented in ASPA by the creation of the
Section on Transportation Policy and
Administration in the early 1990s. Like
most professions, the new profession of
transportation policy and management–for
want of a better term–favors receiving
more attention, more resources and more
recognition of the importance of
transportation issues in public affairs.
Such a trend would seem to augur well
for the future–and for our ability to
respond well to emergency situations.
What went wrong in 2005? A number of
factors seem to offer potential explanations that beg for future research to offer
greater understanding.
First, the federal government’s decision to
transfer emergency and transportation
functions from the federal DOT to the
Department of Homeland Security. This
has had several effects: it has reduced the
capability of DOT; it has put the security
needed to prevent terrorism ahead of other
competing values, especially interconnectivity and public information on how to
evacuate; it has attenuated the connection
of emergency planning between the
federal government and state DOTs, often
among the best-run and most effective
state departments available to respond to
emergency situations.
Second, we have neglected our public
infrastructure. Despite the critical role that
physical infrastructure plays in our
society, it has fallen out of our national
debate over priorities: over what makes a
good society. Just think of the total lack of
attention given to transportation and
infrastructure issues in the most recent
national elections.
Lacking a debate over coherent national
strategies to improve infrastructure and
see its role in society, the predictable
result has been a fragmenting and particularizing of transportation decisions, with
legislative pork-barreling and interestgroup support the key to understanding
policy decisions. Occurring at the same
time as non-rational spending decisions
on public infrastructure is a return to
deregulated, market-based decisionmaking in the operating modes (trucking,
freight rail, commercial air travel) and a
demand that publicly operated or
subsidized modes, notably passenger and
commuter rail, pay their way through user
fees. The result is a loss of total system
capacity, a loss of modal balance, and an
increasing rise in demand compared to
capacity in the system as a whole.
In short, in recent decades we have been
fine-tuning our system to perform well for
several classes of users, generally those
perceived to be the social and economic
winners in a highly competitive order.
Global commerce, top-end shippers,
affluent users of air travel for business
and recreation: all have seen the development of a highly effective transportation
system geared to their needs. Costs have
been kept low and performance has been
enhanced. Values not clearly related to
efficiency, including access to facilities by
less well-off individuals and families,
have been considered but not allowed to
stop the march to the continued finetuning of a system increasingly grounded
in the concepts of economic efficiency.
The breakdown of a system such as this,
geared as it is to the most efficient use of
facilities, labor, information systems, and
the like, comes when radical change
interferes with normal operations, whether
by act of nature of the hand of terrorists.
The result is the desperation seen in the
stranded, non-vehicle owning residents of
New Orleans and the confused residents
of coastal cities stuck in huge traffic jams
on interstate highways; the lack of
adequate mobilization of private-sector
resources; and the enormous costs to
society resulting from our lack of
attention to transportation matters.
Solutions to the problem are already being
proposed. Louisiana’s senators and
representatives have proposed a massive,
$40 billion legislative proposal that
amounts to a partial secession from the
union, with a state-controlled political
body, the “Pelican Commission,” overseeing rebuilding with little or no federal
control. If pork was the problem, then let
pork be the solution! Others simply see
the task as rebuilding the old order of
levees, roadways, and ports without
much alteration.
More innovative answers, though, may be
needed. Here are a few that at least might
be considered:
• The greater efficiency of rail travel
needs to be utilized in evacuation
planning. A special fund might be
created to enable Amtrak (or other rail
operating entities, either public or
private) to purchase rail equipment to be
stationed in such a way that it can
provide safe and efficient movement of
thousands of individuals before
catastrophic events.
While this may strike decision makers as
wasteful, the purchase of a four or five
well-equipped trains, operating under
contract over existing private trackage,
transporting upwards of 1,000 individuals (and even luggage and other
essentials) per train from designated
pick-up locations, making continuous
round-trips to safe locations inland,
could move a large percentage of a
major city without the delays, energy
utilization, and safety problems
exhibited in the exodus from the coast in
the recent hurricanes.
• Create a fund in the highway bill for
hurricane-related evacuation efforts,
analogous to the money allocated now to
states affected by heavy snow and cold
conditions. This money would cover
such items as overtime pay for
transportation workers, special
equipment for hurricane-related
transportation programs, and the like.
There would have to be a firewall
erected so that states could not divert
such funds to other purposes. Unspent
money would accrue in a dedicated fund
due to the cyclical nature of hurricanes.
States would also have to stockpile
critical resources, such as fuel and
emergency vehicles, and station them to
assist in evacuations.
This is what enabled the United States to
move troops and mobilize defense
efforts during World War II, but the
lesson has been lost in recent years. For
maximum effectiveness, there has to be
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PA TIMES
OCTOBER 2005
PAGE 5
Learning from Hurricanes Katrina and Rita
SPECIAL SECTION
Unsustainable Development: Hurricane Katrina and the Flaws
in Transportation Infrastucture Policy and Management
Deniz Z. Leuenberger, John R. Bartle
Why did the initial impact of Hurricane
Katrina spiral into chaos? In Jared
Diamond’s Collapse: How Societies
Choose to Fail or Succeed, the author
argues that the inability of societies to
change their behaviors because of
strongly embedded social values and
beliefs leads to catastrophic events and
eventually to dissolution of ancient
societies. The Easter Islanders cut down
the last tree on their islands in pursuit of
religious values. Settlers in Greenland
starved because of a social aversion to
eating fish and an attraction to raising and
consuming cattle. When societies have
relationships with their environment that
ignore long term consequences and are
unsuccessful in overcoming self-imposed
barriers to balanced progress rooted in
normative orientations, they are unable to
adjust to natural limits and to the lack of
resources resulting from over-consump-
tion. The future is colonized and technological solutions bridle the environment
and its resources. Ultimately this can lead
to the collapse of societies.
In the wake of Hurricane Katrina, and the
enormous loss of life, livelihood and
property, we are forced to revisit our
beliefs about the systems that can allow
such destruction. Is our reaction to the
destruction of Katrina an example of the
type described by Diamond? Are technological solutions enough or is our dependence on them our Achilles heel? Can
emerging concepts, such as sustainability,
guide us on a path of behavior and belief
that helps lead toward positive outcomes
for future generations?
Hurricane Katrina is not the first time that
we have been faced with trials regarding
failure of our infrastructure systems. To
some degree, public administrators have
learned from these failures. A flawed Oring led to the explosion of space shuttle
Challenger on January 28, 1986, because
engineers and their managers held beliefs
about the hierarchy of their communication regarding the reporting of technical
malfunctions. Airline security procedures
failed to prevent the attacks on September
11, 2001, leading to the destruction of the
World Trade Center in New York City and
at the Pentagon. Social values about
individual rights and profiling of passengers continues to conflict with the
implementation of the strongest security
systems possible. Both of these cases
have resulted in a transformation of
transportation in the United States.
Undoubtedly, Hurricane Katrina will
provide new lessons for public administrators and for transportation practices.
Two major types of breakdown in
transportation networks are already identifiable in New Orleans’ hurricane
response: evacuation and distribution.
Evacuation became a problem because
many of the citizens of New Orleans did
not have the resources to remove
themselves from areas of high risk.
Low income citizens, largely dependent
on public transportation, were unable to
procure a means to evacuate to safer
communities. Depletion of fuel on the
trail of evacuation itself left some
motorists unable to travel to safe ground.
Disorganization and delays in the
implementation of the evacuation plan
also led to the separation of families and
ultimately increased the risk to individuals, especially to children and the elderly.
Distribution became an issue as water and
food were slow to arrive on the scene.
Even with the use of multiple types of
transportation, including boats, ships and
helicopters, it was difficult to transport
necessities to stranded victims of the
hurricane. Eventually, transportation
See INFRASTRUCTURE, pg. 7
Louisiana Plan Not All Bad, Many Public Servants Rise to Occasion
From LOUISIANA, pg. 3
following experience with the terrorist
acts of September 11, 2001. The
breakdown in communications in the Gulf
states was foreseeable. Also, while the
Superdome was not planned as a refuge of
last resort, anyone who has ever visited
New Orleans knows it is an imposing
structure that people naturally view as a
place of refuge. The population of New
Orleans and especially those living in its
broader vicinity flocked to it as a beacon
of safety.
What is the lesson? Planners must check
and verify the reality of their planning
assumptions. They must be realistic and
understand natural human behavior. They
must communicate the pleas clearly and
often to the general public well in
advance of the crisis. During and immediately after a major event, they must get
the facts from people on the ground as
they continually update and adapt their
planning document.
Planning Successes
Clearly, Katrina severely tested the
Southeastern Louisiana hurricane plan.
But there were planning successes, too.
Local leaders were very successful at
getting many people out of the New
Orleans area on the three bridges and one
main road that connect the city with the
rest of Louisiana. Following last year’s
Hurricane Ivan, state officials developed a
“contra flow” traffic system that increased
traffic lanes by making all lanes outward
bound, only. Tropical Storm Cindy, a
month before Katrina, caused local political officials to pressure the governor to
give them more time to activate this plan.
Local officials can congratulate
themselves for having saved many lives
by developing a better evacuation plan for
those with cars. Last year it took eight
hours to get from New Orleans to Baton
Rouge (about 75 miles) in order to
evacuate for Hurricane Ivan, but in
Katrina it took only four hours. Normally,
the drive takes about one hour and fifteen
minutes. Two of the authors benefited
from this plan.
We also note the many heroic acts of
individual public servants and agencies.
The Louisiana Department of Wildlife and
Fisheries was heroic in its effort to organize
many private, shallow boats to navigate the
flooded streets of New Orleans. Police
officers worked tirelessly in very extreme
conditions to rescue people. The jail
evacuated all of its inmates–not a single
one died. It might also be noted that the
mayor of New Orleans, in the days following the landfill, was extraordinary in
castigating state and federal officials and
getting them to respond. But all these
individual acts cannot make up for the
absence of a well-considered and
implemented emergency plan.
There is no reason to believe that
Louisiana’s state hurricane emergency
plan is any better or worse than any other
such plan in the country. We hope that
communities throughout the country are
taking the lessons of Louisiana to heart,
rather than hoping that they will be spared
from having their plan tested. If Katrina
occurred in Houston, damages would also
be in the hundreds of billions. If a major
earthquake hit Los Angles, damages
would be in the same magnitude or worse.
If a major terrorist attack hit any major
city, then again the damages could be in
the hundreds of billions. How real are the
assumptions in your state plan? Would
your state plan be implementable? Are
your first responders adequately trained?
What intergovernmental relations are
necessary to properly coordinate the rescue
activity, and are these in place and recently
tested? Your community’s plan is likely not
as good as you would like to think it is.
We need to anticipate far greater federal
involvement in emergency operations in
the future. There should not be state
emergency plans but rather there should be
intergovernmental emergency plans that
clearly present, coordinate and integrate the
federal, state and local roles. Katrina taught
us that state and local governments cannot
cope with the magnitude of a major
disaster. It might be wise for the federal
government to oversee the quality and
implementation of some of the plans.
While the landfall location of any
catastrophic hurricane is uncertain, it is
highly certain that every year one or more
will occur somewhere in the Southeastern
United States. The federal government
should pre-position supplies and assets that
can be deployed within hours of the
disaster to ensure law enforcement and
rescue until a larger force arrives some
days later. The federal government must
also provide adequate emergency
communications (including mobile
transmission towers, satellite telephones
and other needed equipment) within three
hours to the affected areas. In every large
disaster since Hurricane Andrew, a lack of
communication has been the most often
cited complication to the rescue effort.
Federal forward deployment is essential for
See LOUISIANA, pg. 8
PAGE 6
OCTOBER 2005
PA TIMES
Learning from Hurricanes Katrina and Rita
SPECIAL SECTION
Crisis Management or Management Crisis?
Ali Farazmand
Earthquakes, floods, tornados, hurricanes,
terrorist attacks and violent revolutions:
they all have one thing in common:
“Crisis and emergency management.”
However, while most crises, especially
the sudden and rupturing crises, produce
emergency situations and demand urgent
responses and resolutions, not all
emergency situations produce crises
unless neglected or mismanaged.
Crises occur at all levels and appear in all
guises, some with long-term process
development, others produced by sudden
and unexpected events such as
earthquakes and large scale terrorist
attacks causing mass explosions.
Hurricanes are expected with plenty of
warnings, for which emergency preparedness and mitigating arrangements can be
made in advance.
Crises scramble plans, interrupt continuities
and brutally paralyze normal governmental
operations and human lives. Crises consist
of ‘a short chain of events that destroy or
drastically weaken’ a condition of equilibrium and effectiveness of the system within
a period of days, hours and even minutes.
Crises test the competence of governments
to respond–from leadership to all
preplanned activities in management
capacity that requires resources, coordination and organizational performance.
Unlike process-oriented crises developing
over time, sudden and chaotic crises change
dynamics rapidly with unforeseen surprises
and are fraught with far reaching
consequences and implications.
A central feature of all crises is the sense
of “urgency” and in many cases urgency
becomes the most compelling crisis
characteristic. Surprises characterize the
dynamics of crisis situations, hence
requiring ‘surprise management,’ a key
feature of ‘chaos management.’
Understanding the dynamics of crises and
chaotic surprises helps develop a better
understanding of crisis evolution and its
management. It requires serious crisis
analysis, which in turn needs to go
beyond a focus on human error as the
origin of the crisis. Leadership, organizational and systemic deficiencies must be
diagnosed as effective approaches to
crisis management.
Many organizations develop over time a
culture devoid of the ability to detect
environmental threats and internal
deficiencies, and many crises develop as a
result of managerial and leadership
incompetence. Public organizations are
not immune from this maladaptation.
Thus, crises are destructive and demand
rapid emergency response with “capacity
to manage” in chaotic and rapidly
changing dynamics.
A problem develops when there is a lack
of consensus among political governing
elites and administrative elites, who may
not agree on the nature and scale of the
crises in hand. Thus, managing crises and
emergencies raises two fundamental
issues or questions: One is the policy
question composed of two elements of
defining a situation as a crisis, and
making decisive leadership decisions on
what to be done through assumption of a
centralized command structure that can
effectively coordinate all governmental
and non-governmental emergency and
crisis operations. The second issue is the
“management” one, a most essential
“capacity” that comprises structural,
organizational, behavioral, logistic and
material resources mobilized to respond
immediately, swiftly and effectively
without delay or prejudice.
In a given crisis or emergency situation,
the managerial capacity may be in place
and ready to perform, but poor or lack of
policy and leadership capacity may not
only hamper and paralyze response
capacity, but also aggravate the crisis
situation elevating it into higher levels of
criticality with new and multiple
dimensions beyond imaginations. This
was exactly what happened in the
Hurricane Katrina. A disaster that turned
into a massive catastrophe, with an
ensuing crisis of national significance and
international implications.
The failure at the policy and leadership
level paralyzed the managerial and
administrative capacity at the local level,
with the state scrambling for some sort of
coordination and command system. The
result was organizational, bureaucratic
and capacity mismanagement that led to
human sufferings, with new chains of
disasters in such locations as the
Convention Center that resembled the
typically hopeless underdeveloped nations
in distress. Crisis management was
therefore quickly transformed into a
“leadership and management crisis.”
The key to effective crisis management is
an accurate and timely diagnosis of the
scale, nature, criticality and dynamics of
events that ensue. This requires
knowledge, skills, commitment, a sense
of urgency, courageous leadership full of
risk-taking ability and vigilance. Most
importantly, it requires “getting out of the
box,” out of the preestablished bureaucratic and political mind-sets. Arresting
See MANAGEMENT CRISIS, pg. 13
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PA TIMES
OCTOBER 2005
PAGE 7
Learning from Hurricanes Katrina and Rita
SPECIAL SECTION
Who’s in Charge: The Paradox of Emergency Management
Beverly A. Cigler
Disasters are tough, ill-structured
problems that occur in a complex and
changing environment that includes
multiple and diverse decision-makers and
stakeholders, unlimited alternatives, high
levels of conflict and generally unknown
outcomes. This poses leadership
challenges. When everyone’s in charge, no
one is in charge and when no one is in
charge, no one is in charge. Lost responsibility and lost accountability can result in
unimaginable human tragedy.
After September 11, 2001, the threat of
terrorists on our homeland led to a new
national structure for dealing with disasters
and thrust the national government into a
more dominating role in disaster management. The intergovernmental paradox of
emergency management is that the governments least likely to perceive the threat of
disaster as a very high priority-local
governments-are at center stage in terms of
responsibility and are limited in their
capacity to deal with hazards.
The local U.S. landscape includes 87,000
local governments that are mostly small,
with “volunteer” officials among the
500,000 elected nationwide. More than
650,000 law enforcement officers, 1.1
million firefighters (75 percent volunteers)
and 500,000 emergency medical personnel
are first responders, along with citizens
caught in disasters as victims or helpers.
The private sector owns 85 percent of our
infrastructure (e.g., 87,000 food processing plants, 6,000 chemical plants
and2,500 power plants) and there are
thousands of nonprofits.
Nationally, states and the national government have traditionally served facilitating,
not dominating, roles in disaster management. In terms of lives and property lost,
natural disasters-floods, hurricanes,
tornadoes, wildfires, subsidence, drought,
earthquakes, etc.-lead to the most losses
of lives and property in a typical year.
Since Sept. 11, we have struggled to find
a balance between the ever present threat
of natural disasters yet the need to protect
and prepare for domestic terrorism and the
likelihood of mass casualties. Katrina
reminded that natural disasters can have
catastrophic impact.
And, Sept. 11, exposed our vulnerabilities
to terrorists: over 100,000 miles of
coastline; 2,000 miles of border with
Mexico and 4,000 with Canada; 500
million people each year going through
420 U.S. aerial ports with more than a
million international aircraft entries; 300
land and sea ports through which 127
million autos and 11.5 million trucks enter
annually and through which 6 million
containers are deposited for redistribution
throughout the United States; and 127
million autos, 11.5 million trucks and 2.3
million rail cars crossing into the United
States annually.
The type of disaster is important in shaping
response/recovery strategies. The
magnitude of a threat, vulnerability to
communities and the nation, and/or the
consequence of the disaster (lives and
property lost or national security breaches)
should be of the highest concern in shaping
the emergency management system.
By design and necessity, dealing emergency
management involves complex relations
among levels of government that share
responsibilities. Cooperation is needed
along vertical lines (national-regional-statecounty-municipal, neighborhood) and
horizontal lines (e.g., municipal-municipal).
Leadership that builds collaborative
relationships in our decentralized
governance system is required. We
expected a greater role for the national
government in the Katrina disaster–the first
test of the December 2004 National
Response Plan (NRP), which gives the
Department of Homeland Security (DHS)
broad authority to respond to a major
disaster through rapid deployment of “key
essential resources,” including medical
teams and supplies, food and water,
transportable shelters and urban search and
rescue teams. The NRP refers to
catastrophic incidents that result in a large
number of casualties and/or displaced
persons, possibly in the tens of thousands.
It notes that detailed operations might not
be possible for at least 24 to 48 hours after
an incident and but says that response can
begin without complete details.
If there is any core role for the national
government, it is to save lives, prevent
suffering and mitigate severe damage,
which is what the NRP makes clear DHS
can do to move quickly, in part compensating for the “intergovernmental paradox.”
Terrorist events are usually surprises with
precise targets unknown. Katrina and the
levee problems were predicted. New
Orleans and the Gulf Coast were known
targets. The response could have-should
have-would have been earlier and better
targeted had we followed our plan and if
the national leadership style was “massive
common sense.”
A key reason for the national leadership
failure–among failures at all levels–is
likely related to the perceptions of risk by
the DHS leadership. Homeland defense and
homeland security are different concepts
and must be distinguished in making
DHS’s Federal Emergency Management
Agency (FEMA) effective. There may be
homeland terrorist disasters, but there will
be natural catastrophes. DHS has rhetorically embraced FEMA’s long used all
hazards (natural and human-made)
approach to emergency management in all
of its phases–mitigation/prevention,
preparedness, response and recovery.
Implementation has been a serious
problem, with mitigation and preparedness
for terrorist attacks most emphasized.
Mitigation is the heart of emergency
management. It lessens lives and property
lost. For FEMA, mitigation has been
about risk awareness; mapping floodprone
areas; relocating homes and sometimes
communities away from harm; building
codes for withstanding earthquakes and
high winds; etc. These initiatives deal
with the disasters for which we are most
at risk and that account for the most lives
and property lost–events such as floods
and hurricanes.
Facilitative leadership, competence and
compassion is needed by FEMA officials
who work with counterpart state agencies
and local entities to build relationships
across agencies, levels and the public,
private and nonprofit sectors. Warning
See WHO’S IN CHARGE, pg. 10
Increased Citizen Participation Could Improve Transportation Plans
From INFRASTRUCTURE, pg. 5
limitations prevented the quick implementation of security services to prevent the
looting of remaining property. On a larger
scale, as a consequence of increased fuel
prices, the hurricane will undoubtedly have
long-term impacts on the costs of travel
and freight transport. Ultimately this will
lead to higher costs of goods and services.
And transportation infrastructure that was
destroyed by the hurricane and resulting
flooding will affect freight and passenger
transportation for a long time. The long run
economic consequences are profound.
One of the early lessons that can be drawn
from this catastrophe is that the concept
of sustainability can lead to some answers
for practitioners of public administration.
Sustainability, which considers the
consequences of resource use behavior on
future generations and on the environment, suggests that biological, economic,
social and generational systems must be
integrated in order to create long
run viability.
Sustainable development policy restricts
the consumption of resources, by government regulation or other means, so that
capital and human welfare do not decline
over time. The time and place knowledge
of individuals embedded in local cultures
and structures is integrated with technological knowledge. The central concepts
of sustainability–citizen participation,
efficiency and equity–are also embedded
in public administration theory. The
application of these concepts to practice
will reduce the risk of these types
of catastrophes.
One example is the inclusion of citizens
in long run planning. Increased intergenerational equity and citizen participation
could lead to transportation system
emergency plans which are viable for
those with low incomes and low access to
resources. People with the least access to
public services had the highest risk during
the emergency evacuation.
Exchange of information between citizens
and their government could improve the
administration of services. A better
coordination of public services such as
public housing, transportation, education
and health care reduces waste and
increases service levels. In the long run,
application of sustainable development
practices improves social welfare and
intergenerational equity. Individuals have
greater input, buy-in and understanding of
the systems. They are able to use
resources more effectively and efficiently.
Better access to information allows
citizens to make more informed decisions
about their well-being and with greater
autonomy. Prior positive relationships
with government authorities in non-crisis
situations leads to increased trust and
quicker response in emergencies.
It is also apparent that dependence on
technological solutions alone is not
enough. The technology that held back the
waters from low-lying New Orleans were
not infallible and belief in their indestructibility may have led to delays in evacuation. Sustainable development requires
simultaneous consideration of several
systems. For instance, human behavior
that leads to air and water pollution has
consequences for biological systems and
temperature and climate. The signs of
environmental injury may be hidden until
a critical and irreversible point is reached.
Sustainable development practices force
us to consider the effects of systems upon
one another.
The loss and misery inflicted upon the
citizens of New Orleans and the Gulf
Coast is in part due to our piecemeal
consideration of policy and administration. A more holistic approach to the
building and managing of infrastructure is
needed, as is a more humane and
democratic involvement of all citizens in
their natural and built environment.
The tendency to address policy problems
in isolation from each other is a fundamental flaw in our society. Unless we reverse
this tendency, catastrophes like this will
inevitably happen again. If Diamond is
accurate in his thesis, we now have a
choice between creating systems that are
sustainable and multi-systemic, or those
that lead to at least a partial social collapse.
The tragedy of Katrina presents an
opportunity to rebuild a durable infrastructure that mutually reinforces social stability. The challenge now lies in the hands of
policymakers and public managers to move
beyond “politics as usual” to a safer and
more sustainable future.
Deniz Z. Leuenberger is an assistant
professor at Bridgewater State College.
E-mail: [email protected]
ASPA member John R. Bartle is a
professor at the University of Nebraska at
Omaha. He is also a member of ASPA’s
Section on Transportation Policy and
Administration (STPA).
E-mail: [email protected]
PAGE 8
OCTOBER 2005
PA TIMES
INSIGHTS ONINTERNATIONAL ISSUES
by COLIN TALBOT
The Inspector Calls
At the time of this year’s UK Budget,
Chancellor of the Exchequer Gordon
Brown made great play of a decision to
simplify audit and inspection in the public
sector as part of his crusade against redtape and bureaucracy. In parallel with his
big efficiency drive to save £21.5 billion
he promised to reduce the ‘regulatory
burden’ in the public sector by reducing
the number of inspectorates from 11 to
just four.
As usual with Gordon Brown announcements, the detail turns out to be slightly
less clear than the headlines. And for
those who don’t know, Brown is likely to
be our next Prime Minister–so he is one
to watch. But more about that later–for
now let me just say to my American
colleagues that audit and inspection of
public services has been the biggest
public sector growth area of the past
decade. Few, if any, areas have escaped
some new form of external scrutiny above
and beyond routine financial audit and in
many cases–especially local
government–this has meant not just one
but several external forms of performance
audit or regulation.
A few weeks ago I attended an excellent,
but also slightly worrying, seminar I
attended in Cambridge (UK not Mass.).
This was the last in a series looking at the
role of audit, inspection and scrutiny and
especially what constitutes useful evidence
for these functions. The seminar was
attended by many of the great and the good
in the UK audit and inspection world.
The dominant view amongst the
assembled custodians of the public
services seemed to be that greater integration of audit and inspection, with more
coherence and coordination, was
generally a ‘good thing’ and would reduce
regulatory overload. Moreover there was
a strong case, many argued, for a coherent
set of standards about what evidence
should be used in audit, inspection and
scrutiny so that a more objective and
reasonable discussion could take place.
This message seemed to chime with
Chancellor Brown’s desire to reduce the
number of audit and inspection bodies. As
usual when there seems to be an unchallenged and seemingly incontrovertible
‘received wisdom’ I went into contrarian
mode and started asking myself whether
all this joined up inspection was really
such a good thing, and of course whether
it was really happening.
The best way of teasing this out is to look
at the actual proposals for amalgamations.
The biggest is to reduce from five to one
the inspectors of the criminal justice
system. So the inspectorates covering
police, probation, prisons, courts and the
public prosecution service would be
formed into a single super-inspectorate. (In
the UK some of these agencies are ‘local’
and others ‘national’ but all are effectively
controlled from Whitehall anyway).
Seems sensible enough you might
think–why have all these separate inspectorates? But hang on a minute–these aren’t
separate inspectors inspecting the same
thing, they are separate inspectors inspecting different things. Whilst prisons and
probation may be (sort of) merging through
the National Offender Management
Service (NOMS), the other three are all
distinct functions with different roles and
responsibilities. There may be economies
of scale to be had from putting all five
inspectorates under one roof, where they
could share back-office services, but it is
hard to see where the advantage in their
core task of inspecting comes from.
Must Learn Lessons from Louisiana
From LOUISIANA, pg. 5
areas in which disaster is likely to occur.
In New Orleans, the levee system must be
rebuilt, but in a manner that fits today’s
state of the art. Some politicians argue
that New Orleans should not be rebuilt
because it is below sea level. The Dutch
have proven that living below sea level
can be achieved. Their result is a very
viable society and healthy economy. New
Orleans is a national and historic treasure.
In addition, the nation needs a major city
near the mouth of its greatest river. This
has been the historic role of the city. Can
the United States not achieve what the
Dutch can? Louisiana senators and
representatives have requested upgrades
to the levees for decades and cries of pork
barrel politics have killed the U.S. Army
Corps of Engineers requests. Because
Congress refused to act and pay the
needed $6-10 billion to upgrade the
levees, it will now pay this, and perhaps
$300 billion more.
Hurricane Katrina brought devastation to
many people in Southeastern Louisiana,
but the shortfalls in planning made the
cost, death toll and human and animal
suffering that much higher in the immediate aftermath. Let us hope that we act on
the lessons from this monumental failure
in public administration. Let us help our
elected leadership learn these important
lessons. Clearly, the United States needs
to develop better approaches to disaster
relief based on the lessons of Katrina.
ASPA member Evan Berman is professor
of public administration at Louisiana
State University. Maria Berman is a
psychotherapist in private practice. Evan
and Maria Berman live in Metairie, LA,
located just outside of New Orleans.
E-mail: [email protected]
ASPA member Thomas D. Lynch is a
professor of public administration at
Louisiana State University. He is a former
president of ASPA and has written many
books and articles primarily on public
budgeting and ethics. E-mail:
[email protected]. ASPA member Cynthia E.
Lynch is an assistant professor the MPA
program in the Nelson Mandela School of
Public Policy and Urban Affairs at
Southern University.
E-mail: [email protected]
Checking up on prisons, police, probation,
courts and prosecutors require some indepth understanding of what each of these
functions does, and how they might be
able to hide anything inconvenient. As we
know from some of the spectacular
failures of private sector audit, hiding bad
stuff can be ridiculously easy. Whilst
there are some generic detection and
evidential skills that would apply to
inspecting anything–whether it was
hospitals, schools or prisons–there is also
an important element of specialized
knowledge which usually only comes
from years of experience of a particular
sector. That is why we had specialist
inspectorates–often drawing heavily on
experienced practitioners in the field for
their inspectors–in the first place. Whilst
this has dangers, it clearly has the
advantage of having ‘poachers turned
gamekeepers’ doing the inspecting.
Whilst some of the other amalgamations
reflect the closer integration of the services
they are inspecting–e.g. health and adult
social services or education, children’s
services and skills–there is still in these an
element of specialized knowledge that is
needed to inspect specific services and
there is clearly a danger this will get lost in
the new ‘super’ inspectorates.
There is another issue here though that the
Cambridge seminar raised for me–is
coherent, joined-up, scrutiny of a single
public service axiomatically a ‘good
thing’? This is at least debatable, although
there seems at present very little appetite
from politicians, service leaders or inspectors to discuss it. The counter arguments
are however quite powerful.
Most public services–especially those
delivering what the Americans call
‘human’ services, such as health,
Announcing...
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Public
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with an
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To order your review copy, call 202-585-4313.
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education, social services, etc–are very
complex. The ‘production process’ is rarely
simple and the products and outcomes
difficult to pin down. In these circumstances having unequivocal, objective
evidence about what is ‘good’ and ‘bad’
performance is problematic. We can gather
plenty of evidence but it rarely ‘proves’
anything incontestably. It can be very
useful fuel for discussion, but it often
raises more questions than it answers.
This is why having multiple forms of
inspection, not necessarily coherently
coordinated and amassing comparable
evidence, might actually be a ‘good
thing’. In that hackneyed phrase, it might
just produce some checks and balances
into the system.
This is what Professor Christopher Hood
calls ‘contrived randomness’ in inspection. The best analogy is with educational
examinations. Candidates have acquired
(we hope) large and complex bodies of
knowledge and we can’t possibly hope to
test for all of it. So instead we ask them a
few, seemingly random, questions about
bits of it in the hope this will tell us how
much they have learned. Maybe a bit of
chaos in inspection might indeed be the
very best thing for trying to pin down the
complex and elusive performance of some
public services. There are likely to be
less places to hide bad practices than in a
well ordered and hence predictable
inspection regime.
ASPA member Colin Talbot is professor of
public policy and director of the
Nottingham Policy Centre, University
of Nottingham.
E-mail: [email protected]
This is an expanded and revised version
of an article which first appeared in
Public Finance, a UK weekly magazine.
Public Administration with an
Attitude brings together some
of H. George Frederickson’s
most penetrating and thoughtprovoking 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)!
PA TIMES
OCTOBER 2005
INSIGHTS ONPERFORMANCE MEASUREMENT
PAGE 9
by JOHN KAMENSKY
Institutionalizing a Performance Culture:
Leadership vs. Legislation
What does it take to ingrain a performance
management culture in your organization?
That’s the question that both the
Government Accountability Office (GAO)
and the IBM Center for The Business of
Government address in recent reports. The
short answer: leadership.
A high performance culture isn’t necessarily permanent. The recent failures of
government in the Katrina Hurricane
disaster sharply point out the criticality of
good leadership at all levels of government, and how an agency, such as the
Federal Emergency Management Agency,
can go from a model of strong performance five years ago to how it is perceived
today. Some say this is the fault of both
weak leadership and poor legislation in the
intervening period.
The GAO report, “Enhancing Agency Use
of Performance Information for
Management Decision Making,” examines
five federal agencies where managers
previously reported that they use performance information in their jobs. The report
identifies how they use performance
information, for example, to identify
problems and take corrective action. It also
identifies five practices they commonly
apply that “facilitate the use of performance
information,” such as aligning agency
goals, objectives, and measures to create a
line of sight between the work of employees and agency goals. The report is full of
examples from the five agencies on how
they do this. But each of the uses and
practices identified by GAO, however,
cannot be legislated. They require leaders
and managers who care about performance.
several pieces of legislation intended to
mandate a stronger performance and
results orientation in agencies. Several of
these proposed bills are advocated by the
Bush Administration, as well. Would this
help or hinder the desired culture change to
being more performance oriented? The
answer is not clear.
But what about the importance of legislation? Congress is currently considering
The Federal Agency Performance Review
and Sunset Act, by Congressman Kevin
Brady (R-TX). This bill was developed
by the Administration. It would create a
7-member commission to review agencies
and programs at least once every 10
years, based on a schedule developed by
the President. The inventory of agencies
and programs would be compiled by
GAO and the Congressional Research
Service. The commission would assess
agencies and programs against a set of
criteria listed in the bill, such as “costeffective and achieves its stated purpose
or goals,” and whether it “duplicates or
conflicts with other Federal agencies,”
state, localities, or the private sector.
Once the Commission’s report on an
agency or program is sent to Congress, if
there is no action within two years, the
agency or program would be terminated.
Similarly, a forthcoming IBM Center
report by Burt Perrin, examines governmentwide reform efforts undertaken in the
past decade by 12 different countries. The
report provides practical ideas about how
to move towards an outcome orientation in
a wide range of developing and developed
countries such as Canada, Chile, Tanzania,
and Uganda. The report observes that,
while a “clear push from senior political
levels” is key, their interest and involvement does not occur in a vacuum. Astute
managers can trigger a commitment by
senior political leaders by showing how an
outcome-focused government can be to
their political advantage “as a means of
demonstrating how they are addressing the
needs and concerns of their citizens.”
Examples in that report include poverty
reduction in Uganda and presidential
reform in Mexico.
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At this point, it seems three bills are at
the forefront.
The Government Reorganization and
Performance Improvement Act, by
Congress Tom Davis (R-VA). This bill
was developed by the Administration as a
substitute for the old Presidential
Reorganization Act which allowed the
Congress a “one house veto” of
Presidential actions. This “veto” was
invalidated 20 years ago by the Supreme
Court as unconstitutional. Since then,
there has not been an easy way for the
President to reorganize agencies or
programs and this bill is intended to
remedy that problem. Under this bill, the
President can create one or more “Results
Commissions” to examine specific “areas
where multiple Federal programs have
similar, related or overlapping responsibilities that are under the jurisdiction of
multiple executive branch agencies and
committees of Congress.” The
Commission would conduct a study,
recommend changes, and the President can
submit these changes to Congress for
expedited consideration.
The Program Assessment and Results Act,
by Congressman Todd Platts (R-PA). This
bill was not developed by the
Administration, but has been endorsed by
the Office of Management and Budget
(OMB). It would amend the Government
Performance and Results Act by requiring
OMB to “conduct a review of each
program activity at least once every 5
fiscal years.” This would be similar to, but
not necessarily the same as, the existing
Program Assessment Review Tool (PART)
already underway by OMB. The review
reports, like the current PART reports,
would be submitted to Congress at the
same time as the President submits his
budget. The intent is to provide information on program performance to decision
makers as they make budgeting decisions,
not necessarily force action like the Sunset
Commission bill would envision.
While none of these bills have reached the
House floor for action, there have been
hearings and in the case of the Platts bill,
legislation has been voted on by the
Government Reform Committee and sent
to the full House for consideration.
Can legislation make a difference in an
organization’s culture? From the experience of the past twelve years after the
passage of the Results Act, it seems the
answer is “sort of.” Some agencies treat
the Results Act as a paperwork compliance
exercise while others have used it to make
a difference. The potential value of a
legislative framework, however, is that it
creates a forum for high level discussions
within an agency, it engages the Congress,
and it provides career civil servants a
platform upon which they can engage new
political appointees about the potential
importance of focusing on performance
and results. In a way, it serves as a tool for
leadership from the middle of an organization, not just the top.
ASPA member John Kamensky is a senior
fellow with the IBM Center for The
Business of Government, where he recently
co-edited “Managing for Results: 2005.”
He is also an associate partner with the
IBM Business Consulting Services.
E-mail: [email protected].
For additional information, visit ASPA’s
website for hotlinks to references cited in
this PA TIMES article.
MetroBlogOrlando Pulls Plug
Legal Issues, Inappropriate Comments Force Shutdown
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The September issue of PA TIMES
highlighted a new blog by Metroplan
Orlando, the metropolitan planning
organization for the Orlando (FL) Urban
Area. The blog, MetroBlogOrlando, had
received praise from media, community
leaders and citizens, along with a significant level of citizen participation.
Unfortunately, the blog was suspended
due to concerns about inappropriate
comments and other legal issues.
According to Bob O’Malley, director of
public affairs for Metroplan Orlando, the
blog was overwhelmed by misinformation
from a small anti-tax group. “The blog was
an innovative tool to involve the public in
transportation planning,” stated O’Malley.
“Unfortunately, a few troublemakers ruined
it for the entire community.”
METROPLAN ORLANDO was the first
metropolitan planning organization
(MPO) in the country to implement a
blog. However, with innovation and
initiative come risks and uncertainty.
Still, O'Malley is optimistic. “I really
think blogs could be a useful component
of public governance. We were just a little
too ahead of our time.”
PAGE 10
OCTOBER 2005
Has Focus on Terrorism Caused
Disaster Training to Suffer?
From WHO’S IN CHARGE, pg. 7
systems, communication systems, sheltering, evacuations and other activities have
commonalities across hazards.
Before DHS, the Departments of Defense
and Justice handled the mitigation of
terrorists. Today, many former DoD and
DOJ officials are in key leadership
positions at DHS and Northcom.
Mitigating terrorist threats requires facilitative skills at DHS–in working with the
FBI, CIA, DOJ and law enforcement doing
intelligence-gathering and sharing.
Terrorist threat mitigation is about identifying terrorists, cutting off their funding,
thwarting them and killing them. This
requires secrecy, hierarchy and “command
and control” leadership. It’s not about
touching base with the National Earthquake
Information Center or the National Weather
Service or other “soft” relationships.
FEMA’s mitigation funding has been
reduced and first responders complain that
preparedness training is geared toward
terrorist emergencies. DHS plans for
FEMA to be a “response” wing of the
department through elimination of the
directorate for emergency preparedness
and response, which currently oversees
FEMA. A DHS undersecretary for
preparedness is planned to focus on all
disaster types. Adequate attention to
mitigating natural disasters is unlikely
since this is now viewed as a state/local
role, despite the capacity problem. Who
will pay to prevent disasters with national
economic implications and significant loss
of life? Who will prepare citizens for their
roles as victims and helpers?
Does the “command and control” style of
operation necessary for secrecy, intelligence gathering and law enforcement
dominate at DHS? What is the Pentagon
influence? Has FEMA’s and the nation’s
ability to cope with its most common
disasters been impeded?
When “everyone’s in charge” failed
intergovernmental and interagency
relationships result. That’s made worse if
the orientation is overwhelmingly to “get
the bad guys.”
ASPA member Beverly A. Cigler is a
professor of public policy and administration at Penn State Harrisburg.
E-mail: [email protected]
JOURNAL OF PUBLIC M ANAGEMENT
& SOCIAL POLICY
Managing Editor
Tony Carrizales
Graduate Department of
Public Administration
Rutgers University, Newark Campus
Associate Editor
Richard Schwester
Graduate Department of
Public Administration
Rutgers University, Newark Campus
Lenneal Henderson,University of Baltimore
Marc Holzer ,Rutgers University, Newark
Campus
Edward T, Jennings, Jr., University of Kentucky
Donald Klingner,University of Colorado at
Colorado Springs
Osita Afoaku, Indiana University,
Bloomington
Shamima Ahmed,North Kentucky
University
Ogugua Anunoby, Lincoln University
George O. Assibey-Mensah, Indiana
University Northwest
Margo Bailey, Alliance for Non-Profit
Management & People of Color
Affinity Group and Melwood, Inc.
Al Bavon, University of North Texas
Anthony A. Blasingame, Indiana
University
Gloria Bonilla-Santiago,Rutgers
University, Camden Campus
Ramon Borges-Mendez, University of
Massachussettes, Boston
Christine Thurlow Brenner,Rutgers
University, Camden Campus
Robert A. Brown, Indiana University
Purdue University Indianapolis
Karen A. Chandler,College of Charleston
Johnna Christian,Rutgers University,
Newark Campus
Ivory Copeland, University of Connecticut
Lucinda M. Deason, University of Akron
Patria de Lancer Julnes,Utah State
University
Tae Ho Eom,Rutgers University, Newark
Campus
Editor-in-Chief
Byron E. Price
National Center for Public Productivity
Graduate Department of Public
Administration
Rutgers University, Newark Campus
Senior Editor
Kyle Farmbry
Graduate Department of
Public Administration
Rutgers University, Newark Campus
Book Review Editor
RaJade Berry
Department of
Public Administration
University of Akron
SENIOR ADVISORY BOARD
Dale Krane, University of Nebraska at Omaha
Kenneth J. Meier,Texas A&M University and
University of Cardiff in Wales
Sylvester Murray, Cleveland State University
EDITORIAL BOARD
Jose Z. Garcia,New Mexico State
University
Shari Garmise,Cleveland State University
Susan T. Gooden,Virginia
Commonwealth University
Darlene Grant,University of Texas at
Austin
Jean-Germain Gros,University of
Missouri-St. Louis
G.L.A. Harris,Portland State University
Theresa Heintze,The Ohio State
University
Earl R. Jones,Indiana University
Northwest
Meagan M. Jordan,University of
Arkansas Little Rock
Jainaba M.L. Kah,Rutgers University,
Camden Campus
Diane Kimoto, Grand Valley State
University
G. Zhiyong Lan,Arizona State University
Patrice M. Mareschal,Rutgers University,
Camden Campus
Ruben Martinez,University of Texas San
Antonio
Hazel M. McFerson,George Mason
University
Edwin Melendez, The New School
Aruna N. Michie,Kansas State University
PA TIMES
ACCOUNTABILITY
CASES
CALL FOR CASES
CAP – The Center for Accountability and Performance
Robert Schwartz and Dan Williams (Editors)
We are pleased to announce the launching of Accountability
Cases. This innovative series uses real-world cases to
illuminate concepts in accountability. Accountability Cases
meets a long-felt need for high quality tools to be used in
learning about accountability. Cases will raise issues and
dilemmas by linking theoretical perspectives with tangible
experiences. Cases will be peer reviewed and published
through ASPA’s Center for Accountability and Performance.
We invite proposals for cases from academics and practitioners who are able to provide detailed accounts of events
that illuminate accountability concepts. Please send 1-2
page proposals to Robert Schwartz (email:
[email protected]) or to Dan Williams (email:
[email protected]).
The Journal of Public Management and Social Policy has found a new home. Dr. Byron E. Price,
of the National Center for Public Productivity, Gr
aduate Department of Public Administration at
Rutgers University-Newark was recently named the new Editor-in-Chief of the Journal. The
Journal is sponsored by the Conference of Minority Public Administrators, a Section of the
American Society for Public Administration. We are nowreceiving manuscripts for the next issue
scheduled for 2006.http://newark.rutgers.edu/~ncpp/jpmsp/
CALL FOR MANUSCRIPTS
Associate Editor
Maria Dupont-Morales
School of Public Affairs
Penn State Harrisburg
Symposium Editor
Charles E. Menifield
Department of Public and
Nonprofit Administration
University of Memphis
Norma Riccucci,Rutgers University, Newark
Campus
Mitchell F. Rice, Texas A&M University, Editorin- Chief Emeritus
Philip Rutledge, Indiana University
Judy-Lynne Peters,John Jay College of
Criminal Justice
Suzanne J. Piotrowski,Rutgers University,
Newark Campus
Diane-Michele Prindeville,New Mexico
State University
Pamela J. Preston,Penn State Schuylkill
Steven Raphael, University of California,
Berkeley
Lena Rodriguez,San Diego State University
Nadia Rubaii-Barrett,Binghamton
University
Charles L. Sampson,University of Missouri-Columbia
M. Bryna Sanger,The New School
Anthony A. Sisneros, University of Illinois
at Springfield
Morris A. Taylor, Southern Illinois
University Edwardsville
Arturo Vega, University of Texas San
Antonio
Tatiana Wah,The New School
Steven N. Waller, University of Tennessee
Mary Wenning, Wright State University
Blue Wooldridge, Virginia Commonwealth
University
Brian N. Williams, University of Georgia
Kaifeng Yang, Florida State University
Mengzhong Zhang,Nanyang Technological
University
The purpose of the Journal of Public Management and Social Policyis to provide a forum for
scholarly research addressing diverse issues. Ma
nuscripts in four area
s of research: politics,
economics, equity, and the environment are welcome. JPMSP publishes theoretical, applied, and/or
discussion papers on publicadministration, political science, andpublic policy issues associated with
the process of economic, educational, environmental, political an
d social well-being of diverse
populations. JPMSP also accepts book reviews and review essays designed to bring literature to the
attention of a wider readership.
All papers submitted to the Journal of Public Management and Social Policy are peer-reviewed by a
least three outside reviewers ina double blind process. The journa
l is an ASPA section journal.
Manuscripts should be forwarded
electronically to:
Managing Editor, Tony Carrizales
([email protected])
Editor-in-Chief Byron E. Price
([email protected]).
Proposal for symposia should be forwarded
electronically to:
Symposium Editor, Charles E. Menifield
([email protected])
Editor-in-Chief Byron E. Price
([email protected]).
Manuscripts should conform to the following
guidelines: title, name, address, and
organizational affiliation on the first page. On
the second page include the title, abstract,
keywords, and begin the text. Papers
accepted for publication must follow the
Publication Manual of the American
Psychological Association. Submission to
JPMSP implies that your article has not been
simultaneously submitted to other journals or
previously has not been published elsewhere.
The blind, peer review process normally
takes up to eight weeks.
PA TIMES
OCTOBER 2005
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: [email protected] 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 Reuniting States of America
Each example of cooperation between
states is interesting. The tobacco settlement
involved big bucks and featured battling
state attorneys general working together in
the fight against big tobacco which had, it
turns out, been working together to conceal
the health hazards of smoking.
In the face of stiff automobile industry
lobbying, three west coast
states–California, Oregon and
Washington–and six east coast
states–Connecticut, New Jersey, New
York, Maine, Massachusetts, and
Vermont–are mutually adopting higher
vehicle emissions standards than required
by the federal government. Of the 45
states and the District of Columbia that
have state sales and use taxes, 42 of them,
along with the District of Columbia, have
been engaged in a monumental five year
effort to implement what they call the
“Streamlined Sales Tax Project.” In order
to overcome congressional lethargy, the
influence of lobbyists for firms selling
over the internet, and to get around a
Supreme Court ruling (the Quill case), the
Streamlined Sales Tax Project involves an
agreed-upon protocol adopted by the
legislature of each cooperating state
regarding the taxation of internet sales.
While these and other examples are each
unique and interesting, we may be missing
the bigger point–the states have learned
that it is advantageous to do certain things
together, voluntarily and cooperatively, and
these lessons have resulted in a distinct
increase in interstate cooperation.
Why? In the first place, when the federal
government gets involved in state and
local affairs, the No Child Left Behind
Act being a good example, state and local
participation comes at a steep price in
unfunded mandates. In the second place,
in some policy arenas the states simply
have interests and preferences that are not
the same as federal interests and preferences–where to put radioactive waste, for
example. In the third place, interest
groups long ago learned that when they
cannot secure their preferences at the state
level they can attempt to secure those
preferences at the federal level. Some
patterns of voluntary state cooperation
appear to be defensive, to preempt or
mitigate federal action.
We are fortunate that voluntary state
cooperation has been the subject of
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scholarly research for some time. Based
on that research we can make some
generalizations regarding how the states
are reuniting.
First, based on the work of Paul Quirk,
followed by Andrew Skalaban, we have a
general model of interstate cooperation.
States with a history of past cooperation,
states with geographic proximity, and
states with similar economic, political and
social characteristics are most likely to
make cooperative agreements.
Carol Weissert and Jeffrey Hill found that
states will join interstate compacts only if
the benefits outweigh the costs or if the
problems state's face spill across borders
and can only be addressed by cooperation.
David Nice found that several state political and economic characteristics influence
their inclination to cooperate. States that
are judged to have less capable legislatures, conservative political parties, make
low revenue efforts and give low social
benefits will be less likely to cooperate. An
anonymous author publishing in the
Harvard Law Review determined that a
key factor in state cooperation is the issue
of the characteristics of state agents and
particularly the level of their trust and
reciprocity. In cases in which the agents of
state cooperation, state attorneys general
for example, know one another, share a
common educational and professional
background, the prospects for trust and
reciprocity are high, which explains in part
the tobacco agreement. State legislatures,
on the other hand, are likely to find it
particularly difficult to cooperate.
In an excellent recent study of the
Streamlined Sales Tax Project and the
work of the Multistate Tax Commission,
Gary Cornia, David Sjoquist and
Lawrence Walters looked at whether a
simplified and compatible state sales and
use tax systems will result in internet
vendors voluntarily collecting sales and
use taxes for states. They conclude that
the incentives for states to simplify their
sales tax systems following a common
template are high and that most states will
adopt many if not all of the proposed
symplifications. They also found that with
common sales tax symplification, under
the right circumstances and with the right
incentives, many internet vendors will
voluntarily collect use taxes for states. In
the meantime, the congressional moratorium on sales taxes on internet sales
(which does not prohibit internet sales
firms from voluntarily collecting sales
and use taxes on their sales for states)
continues. We have here a classic difference between the interests of the states
and the national government. In the face
of federal opposition, the states are
cooperating at a very high level in pursuit
of their common interests, and to state
governments there are few interests
stronger than sales and use taxes, one of
their primary revenue sources.
States are sometimes referred to as the
"laboratories of democracy." environments for learning and experimentation. It
is clearly the case that the states have
learned that it is in their interest to
cooperate. It is also clearly the case that
in certain policy arenas--tobacco, for
example--the states have learned that
voluntary cooperation is preferable to topdown "one size fits all" federal coordination, particularly when the problem of
unfunded mandates is added in.
The states originally united to fight of
foreign control and to provide for a
common defense. today the states are
quietly and voluntarily reuniting to further
their mutual interests.
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. E-mail: [email protected]
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PAGE 12
OCTOBER 2005
PA TIMES
Building a City of Ethics
The Georgia Municipal Association
(GMA) initiated an innovative, voluntary
program in 1999 to encourage Georgia’s
485 cities and towns to seek certification
as a “City of Ethics.” There are 138 cities
(as of January 2005) that have received
this designation.
What does a city have to do to qualify as
a “Certified City of Ethics?” They must
adopt a resolution subscribing to specific
ethics principles and dopt an ethics
ordinance. The resolution must embrace
the following ethics principles:
• Serve others, not ourselves
• Use resources with efficiency and
economy
• Treat all people fairly
• Use the power of our position for the
well being of our constituents
• Create an environment of honesty,
openness and integrity
The GMA Board requires that the ethics
ordinance “contain definitions, an enumeration of permissible and impermissible
activities by elected officials, due process
procedures for elected officials charged
with a violation of the ordinance and
punishment provisions for those elected
officials found in violation of the
ordinance” (www.gmanet.com/data/
html/cities_of_ethics.html). Some Georgia
cities have given their ethics boards the
power to fine offenders but there is
uncertainty about whether or not such
sanctions are beyond the legal authority of
the board.
Once a municipality passes an ethics
resolution and ordinance, it submits these
documents to the GMA for review and
approval by the Executive Committee of
the GMA City Attorneys Section. When
certified as a City of Ethics, a municipality receives “a plaque and a logo which
can be incorporated into city stationery,
road signs and other materials at the city’s
discretion” (www.gmanet.com/data/
html/cities_of_ethics.html).
The Georgia Municipal Association’s
Certified City of Ethics program is a
creative and proactive effort to advance
ethics and integrity in local governance.
Wouldn't you agree?
ASPA member Donald C. Menzel is
ASPA’s president and professor emeritus
of Northern Illinois University.
E-mail: [email protected]
An
A
n
EEthics
thics
M
oment
Moment
Redundancy Prudent, Not Wasteful
From TRANSPORTATION, pg. 4
a guarantee that crews as well as
equipment be available, perhaps requiring such trained personnel to be under
National Guard auspices.
• In concert with the use of passenger rail
for evacuations, urban centers have to
have an excess of capacity in urban mass
transit systems to move large numbers of
people from neighborhoods to designated
locations for evacuation from the city.
• States must be encouraged and
supported in moving in a path they are
already heading, toward greater
operational management of public
highways and other facilities, and more
effective emergency planning that puts
transportation considerations high on the
agenda. Finding ways of queuing
vehicles more effectively to prevent
congestion, by simulating evacuations
and perhaps requiring timed movements
of motorists (a simple expedient might
be a window between those with even
and odd license number endings) or
investing in intelligent transportation
systems is urgently needed.
• Repeal the just-passed surface
transportation bill and force Congress to
deal with post Katrina-Rita realities as it
had to rethink public policy in the wake
of September 11, 2001.
The above is a very partial list of
measures we need to take to avoid the
consequences of future disasters, from
nature or the hands of our enemies. The
lesson of the late summer of 2005 is
unmistakable: we are not prepared to deal
effectively with large-scale evacuations, in
large part due to the way we have
programmed transportation decisions.
A system of evacuation that relies upon
uninformed individuals and families to get
in their car and drive to safety fails on two
counts: it overtaxes the capacity of our
roads and it leaves the poor, the sick, the
young and the old–all those without
cars–to the mercy of forces beyond their
control. States must take more measures
to show they can manage, not just build
and maintain public highways.
Redundancy must be seen not as wasteful
but as prudent, if related to plans to meet
unusual peak demands or special needs.
Rethinking such matters is not a luxury. It
relates to future terrorist attacks as well as
future natural disasters. We know now it
is a matter of life and death–perhaps for
the future of our nation, as well as our
own lives.
ASPA member Jeremy Plant is a professor
of public policy and administration at
Penn State Harrisburg. He is also a
member of ASPA’s Section on
Transportation Policy and Administration
(STPA). E-mail: [email protected]
Cor ner
New Issues to Address: Reflections on CAP’s
Symposium on Developing Performance Measurement
Systems (Part II)
Jay Fountain, John Kamensky
This column concludes our reflections on
the successful pre-ASPA conference CAP
International Symposium on Practice-Based
Performance Management in April, in
Milwaukee. Part I, in last month’s column,
reflected on the trend toward expanded
civic engagement in governmental performance management. This month, we describe
some of the questions raised during the
symposium that beg for future research.
From the various symposium presentations
we saw that the measurement of performance of governmental programs and the use
of that information to: manage programs,
allocate resources, and communicate with
elected officials and the public are at a very
healthy level of development. That is
confirmed by the fact that there is no end to
the issues and concerns being set forth.
Some of the identified issues include there
are many different approaches to measuring
results and using that information but they
are all similar in many ways; these include
Total Quality Management (TQM),
managing for results (MFR) or performance-based management, and the Balanced
Scorecard. Different terms are being used
for the same or similar things and it causes
confusion (for example, goals and
objectives at times are used interchangeably). All that is being focused on is
generally directed toward the same
thing–how to improve results and
communicate those results, yet we are still
far from understanding the many factors
that influence results and what strategies
are most successful in achieving effective
and efficient results. It is not clear that we
understand exactly what we are accountable for and how to meet the obligation to
be accountable.
After listening to these outstanding
sessions, a number of specific issues were
identified that are of concern if we are to
continue to see the development of
effective performance measurement
systems in government. They include:
• Do we understand the gap between
effectiveness and citizen well-being or
quality of life? If so, what do we do
about it?
• Do we really understand the factors that
underlie the conditions (results) we are
striving to achieve?
• Are we clearly communicating results to
elected officials, customers, and citizens?
Are we engaging in a meaningful
dialogue with them?
• Are we often striving for results without
complete (or even adequate) knowledge
of the essential things (drivers) that will
affect results?
• Do we really know how to use performance information and to go beyond what
is reported to understand what is happening and why? What about program
evaluations?
• Do we understand those things we call
“explanatory factors” that are largely
beyond the control of the program and
often have a major effect on results?
• Are we fully using comparisons of
various types to help us understand
performance?
• How do we ensure that our performance
measures are relevant measures of what
we are tying to achieve and that they
provide us with reliable information?
• How do we know we are getting a
comprehensive picture of performance?
• How can we overcome the seeming lack
of links between performance measures
and policy decisions (including budget
decisions)?
• How do we know what resources are
needed to provide a certain level of
services and what level of service is
necessary to achieve given results?
• With all the complexity in the government environment is it possible to have
elected officials and citizens who
understand and can use performance
information?
As this list of questions shows, there are
many issues still to be addressed as the
use of performance measures continues
to grow. But its use is growing, the issues
are being identified, and we see evidence
that something is being done to work on
them. We believe this indicates that the
use of performance measurement in
governments is in a very healthy period
of growth and that the next few years
will see greatly expanded use of resultbased performance information.
When we reflected back on the symposium
in the context of Comptroller General
David Walker’s keynote address, where he
talked about the significant challenges
facing our country in setting priorities for
the future, we saw some hope and inspiration from this international symposium.
This fall we in the United States will see the
public reports on how well different federal
programs perform and the first iteration of
the Key National Indicators. Both can serve
as a fact-based springboard for broader
citizen engagement on how well we as a
nation are performing. And we can say we
could have seen it coming, based on what
we learned at the symposium.
Special thanks for the symposium go to the
key organizers, Patria de Lancer Julnes
(Utah State University) and Fran Berry
(Florida State University). Without their
vision and persistence, it would not have
happened. Their next challenge is reprising
the symposium in an edited volume. We
wish them luck!
ASPA member Jay Fountain is with the
Governmental Accounting Standards
Board. E-mail: [email protected].
ASPA member John Kamensky is a
senior fellow with the IBM Center for
The Business of Government.
E-mail: [email protected].
For information or items of interest related to CAP or performance management/measurement activities or if you have a related item for the CAP Corner, please contact ASPA, 1301 Pennsylvania
Avenue, Suite 840, Washington, DC 20004; or be sure to check out the “CAP Corner” on ASPA’s web
site: www.aspanet.org.
0!4IMESOUTLINEDPDF0-
PA TIMES
OCTOBER 2005
PAGE 13
Chaos Management Skills Essential
From MANAGEMENT CRISIS, pg. 6
chaotic emergencies and surprise producing crises require “chaotic management
skills” that can read situations as they
unfold and evolve. Failure to arrest or
capture a crisis in time leads to a “management and leadership crisis” that can result
in waste of resources while suffering
people desperately waiting for relief.
Thus, while elaborate planning for
preparedness, predictions and mitigation
are essentials in emergency management,
it may not always work in the chaotic
field of operation filled with surprises.
The key to effective crisis management is,
composed of several elements.
First, is a competent leadership to arrest
crisis situations by resorting to flexible and
dynamic structural arrangements away
from the bureaucratic leadership sink-top.
This is done by forming a unified and
centralized command structure capable of
bold-decision-making, while allowing for
multiple organizational and jurisdictional
coordination flexibility.
#
-
9
#-
-9
#9
#-9
+
Second, is the ability to position and
reposition the multi-institutional and
human actors at different levels and
jurisdictions as the changing dynamics,
time, and surprises dictate in the field. This
will prevent the dangerous “mind-trap,” a
sense of illusion that eclipses creativity and
ability to think by believing in “this is it,”
and settling with a specific locus of the
problem (e.g., the Superdome) while
forgetting or ignoring other loci of the
crisis (e.g., the Convention Center) and
being blind to other dynamics as they
unfold and evolve.
Third, is making things happen by
mobilizing material, human and technological resources and capacities in a well
coordinated manner, so that ready and
available resources (e.g., volunteer
organizations and peoples in rescue and
relief efforts) are utilized without interference and waste. Taking bold action is
essential for field commanders and
coordinators, especially by those in
trained capacity. Failure to make it
happen will result in what happened to
the more than 20,000 people who were
stranded in the Convention Center
without food and water or protection for
five days, abandoned by administrative
inaction or lack of knowledge or both.
In short, what do we learn from the
Katrina crisis? At least three points are
worth noting: First is the advance prevention and preparation. Both are essential
but not enough, as many plans don’t
always work in chaotic events of dynamic
crisis situations. Also, many plans are
often made on short-term basis, without
long-term strategic visions, eclipsed by
the needs or pressures of budget cuts, lack
of long-term public investment and
diversion of priorities for politically
rewarding immediate benefits. The breach
of levees could have been prevented by
such a public investment with only a few
billion dollars, hence prevention of a
mass-scale national disaster that now will
cost the nation over $300 billion, not to
mention the loss of human lives.
Second, in meeting a disaster, preparation
can and should be proactive in advance,
not reactive, considering “every” possible
strength and weaknesse in the capacity to
respond. Much of this was done in the
case of Hurricane Rita, which was not
a category four and still had many
reported problems.
Third, is turning a crisis or disaster into
an opportunity. Learning from Katrina
and Rita should alert all policy and
administrative elites to think strategically,
play possible scenarios in all major
cities and important political and
economic complexes. Knowledge, skills
and competence in capacity building
are essential in turning crises into
opportunities.
Attention all interested PA TIMES readers.
I invite everyone to attend, and participate
in, a special panel at ASPA’s 2006
national Conference in Denver, on Katrina
Crisis Management composed of key
ASPA leaders. Also, original manuscripts
covering all issues of crisis and
emergency management are sought for
prompt review and publication in Public
Organization Review (www.editorialmanager.com/porj) and The 2nd edition of the
Handbook of Crisis and Emergency
Management (Taylor & Francis, 2006).
For more information, contact me at
[email protected]
ASPA member Ali Farazmand is professor
of public administration at Florida
Atlantic University.
E-mail: [email protected]
“An invaluable learning tool.” *
This practical, easy-to-use text provides students with
the statistical tools needed to analyze data, and shows
how statistics can be used to make informed, intelligent
policy decisions. Requiring only a background in high
school algebra, the book includes more than 500
end-of-chapter problems and a disk with a proprietary
Excel template and 94 data sets.
“An invaluable resource linking the science of statistical
analysis to the art of public policymaking. Students and
instructors will find this text to be an invaluable
learning tool.”
– James W. Hughes,
Rutgers, The State University of New Jersey*
“A well-crafted resource for students, faculty and practitioners alike!”
– RaJade M. Berry, The University of Akron
552 pages 0-7656-1239-9 Cloth $94.95
M.E. Sharpe
800-541-6563 or 914-273-1800 • Fax 914-273-2106
online at www.mesharpe.com
AD515J
PAGE 14
OCTOBER 2005
PA TIMES
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INSIDE:
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Advancing excellence in public ser vice. . .
67th National ASPA Conference Offers Something New
Heidi Salati
It’s getting to be that time of the
year…beginning of CONFERENCE
SEASON. It is this time of the year
when hundreds of thousands of people
from all over the world converge upon a
city for a few days of listening, learning,
and networking.
A conference is not all work and no play,
of course. When the association plans its
conferences, this all consuming process
that begins years before the conference
even takes place, it attempts to choose a
city wisely. The hopes are that the city has
an immediate reaction to the potential
attendee–preferably “Oh, I have to be
there”! What a city offers in terms of
hotels, restaurants, entertainment, cost
effectiveness, and airport access will
immediately start flooding the minds of
attendees as they ponder their decision
whether to attend. As anyone who plans
conferences knows, the first thing an
attendee notices is where the conference
is being held.
As many of you know already, ASPA will
be in Denver in 2006. We are very excited
about this conference. First, we are rolling
out a new conference structure that
promises to have something for
everybody. We are really excited about
the new Professional Development
segments of the conference covering
topics such as Homeless Initiatives, New
Urbanism, Transportation, Healthcare,
Homeland Security and others led by
practitioners that are local and national
leaders in their fields. The idea is to have
a “threaded” conference allowing
attendees to follow a particular track of
interest. The Professional Development
sessions will tie into mobile workshops.
Jerzy Hauptman Celebrates 52-Year
Career in Public Service, Academia
They will also tie into panel discussions
led by leaders of academia. As a bonus
we will be holding SuperSessions that
will give an in depth look at the hot issues
in Public Administration such as the
results of hurricane Katrina.
There are a couple of noteworthy two day
courses–first, we will feature Current
Issues in Labor and Management Law and
Human Resources/Employment Law Nuts
and Bolts: Hiring and Firing, which is a
must attend for anyone (practitioner or
academic) in human resources or those
are involved with the labor end of the
profession. Second, we have a joint CAP
(Center for Accountability and
Performance) ICMA program that is being
developed to jointly feature Performance
Measurement for skill and knowledge
building. ICMA will be offering credit for
the professional development segments of
the conference.
For those looking for the fun side of
Denver, we are hosting a Denver DineAround in cooperation with Johnson and
Wales University–an international leader
in culinary arts. Several local restaurants
will be chosen along with a prix fixe
menu. Attendees will register for one of
the restaurants based on menu and cost.
Buses will take you downtown and drop
you off at your restaurant of choice where
students from Johnson and Wales will
give a presentation on the featured
cuisine. At the end of the evening the
buses will pick you back up and bring you
to the hotel. This is a great opportunity to
get to sample some of the fantastic local
cuisine and it’s family friendly!
I hope everyone will join us in Denver for
what promises to be an educational and
fun conference for all!
Register and get additional program
information now online at
www.aspanet.org.
Heidi Salati is ASPA’s senior director of
professional development.
E-mail: [email protected]
COMPA Selects Journal Editor
Byron E. Price New Editor-in-Chief of Journal of Public
Management and Social Policy
Management and Social Policy is to
provide a forum for scholarly research
addressing diverse issues. For more
information about the journal, call for
manuscripts and symposia, please visit:
http://newark.rutgers.edu/~ncpp/jpmsp/
http://www.andromeda.rutgers.edu/~ncpp/
jpmsp/Call%20for%20manuscripts.pdf.
Byron E. Price
Jerzy Hauptmann, professor emeritus at Park University, addressed the topic "60 Years
after World War II: Personal Reflections on Europe and the United States" at a
September 8, 2005, event for Washington, DC, area alumni. Hauptmann, who taught
political science and public affairs at Park during an illustrious 52-year career, served as
founding president of ASPA's Greater Kansas City Chapter and a member of the Society's
National Council in the early 1960s.
Have you visited ASPA’s web site lately?
www.aspanet.org
The Journal of Public Management and
Social Policy (JPMSP) has found a
new home.
The National Conference of Minority
Public Administrators (COMPA) recently
announced the selection of Byron E. Price
of the National Center for Public
Productivity, graduate department of
public administration at Rutgers
University, Newark as the new editor-inchief of the journal. Price follows
Mitchell F. Rice and Harvey L. White,
immediate past editors.
The journal is now receiving manuscripts
for the next issue scheduled for 2006. The
purpose of the Journal of Public
Price recently completed his book on
Merchandising Prisoners: Who Really
Pays for Prison Privatization? to be
published by Praeger Publishers. He has
also completed an edited book with a
colleague in South Africa, Yazini April,
entitled Building Good Governance in
Africa. The African Institute of South
Africa will publish the book later this
year. Price has recently co-authored an
article in the American Review of Public
Administration with Professor Norma
Riccucci entitled "Exploring the
Determinants of Decisions to Privatize
State Prisons," and is the Case Study
Editor for Public Performance and
Management Review (PPMR).
PAGE 16
OCTOBER 2005
PA TIMES
PRESIDENT’S COLUMN
Donald C. Menzel
When Politicians Fail Catastrophically:
Katrina’s Ill-gotten Legacy
I’ve always liked politicians, especially the
really good ones who genuinely care about
people. Now I know there can be a cynical
side to this. Remember New York City’s
Tammany Hall notable George Washington
Plunkitt who offered this famous
advice–“you must study human nature and
act accordin’.” I’ve seen some presidents
up close on the campaign trail–Richard
Nixon in 1960 and Bill Clinton in
1992–and when they looked me in the eye,
I knew they were genuine. I voted for both.
And while I don’t remember words that
Richard Nixon uttered publicly that
convinced me he cared about people, I will
never forget the words uttered by Bill
Clinton–“I feel your pain!”
Even good politicians, however, don’t
always do what’s in the public interest.
American politicians are well known for
“bringing home the bacon” and losing
sight of priorities. The result can be a
catastrophic failure, which brings me to
the subject of this column–the dreadful
recovery following Hurricane Katrina’s
deadly swipe of the Gulf Coast.
The news media and political commentators of every persuasion are describing
and evaluating the enormous fault lines in
the planning, recovery and relief efforts.
Plenty of criticism has been leveled at
President Bush for failing to marshal
federal resources in a timely manner and
displaying an insensitivity to the plight of
hurricane victims, especially the most
downtrodden and poor residents of New
Orleans. FEMA, its Director Michael
Brown and the Department of Homeland
Security have also taken a firestorm of
criticism for failures in communication,
coordination, and responsiveness. The
U.S. Army Corps of Engineers has not
escaped the firestorm either.
Some commentators have gone so far as to
declare our federal government “A Can’tDo Government.” Others have added that
when you combine limited government
with incompetent government, lethal stuff
happens. Still others assert that nobody
was in control in New Orleans. “In case
after case,” commentator David Brooks
proclaims in a September 3, 2005, New
York Times article, “there has been a failure
of administration, of sheer competence.”
We have reached the bursting point, he
further asserts. People are unwilling to take
it anymore.
These broad brush accusations are
especially disturbing, indeed distressing,
to those of us who believe that professional public management is essential to
effective government and sound
democratic governance. The failure of
emergency management systems to deal
with Hurricane Katrina cannot be so
easily shifted to a failure of managerial
competency. Rather, it is a failure of
political competency, past and present.
Consider the following.
The levy and canal system that protected
New Orleans for decades has long been
known to be deficient in case of a strike
by hurricane with force level of four or
five. Computer modeling and on the
ground assessments showed that strengthening the levies was necessary but costly.
Alas, neither the Congress nor recent
administrations were prepared to spend
the money needed to get the job done.
And, more recently, the Bush
Administration took an even dimmer view
of allocating funds for hurricane and flood
programs in New Orleans. Last year, the
Army Corps of Engineers asked for $105
million. The Administration cut the
request to $40 million. At the same time,
Congress and the president agreed to a
$286.4 billion highway bill filled with pet
projects for members of Congress, including $231 million for a bridge in Alaska to
an uninhabited island.
FEMA, led by Director Michael Brown
who came to the position with strong
political credentials but absent any
emergency management experience, has
been struggling to define its mission as
part of the mammoth Department of
Homeland Security. Critics assert that
FEMA has become a small fish in the
proverbial big pond. Thus, it is not
surprising that FEMA did not seem up to
dealing with Katrina before or after
making landfall on August 29th. Terry
Ebbert, director of New Orleans
emergency operations, put it bluntly: “It’s
like FEMA has never been to a
hurricane.” The decision to place FEMA
in DHS was made by our political
leaders–President Bush, Congress and top
political appointees.
National Guard troops, America’s first
line of defense against lawless conditions
that typically follow a natural disaster
which overwhelms local and state law
enforcement, slowly trickled into the
region. Less than 5,000 National Guard
troops were on active duty in Louisiana
by Wednesday, two days after Katrina’s
landfall. New Orleans descended into
anarchy on Thursday with flooding
conditions still severe. Looting, raping
and violence plagued the city as New
Orleans police admitted that they had lost
control of the city to looters. Some city
police officers, who were also victims of
Katrina, resigned or walked off the job.
State police Commander Henry
Whitehorn is quoted as saying, “they lost
everything and don’t feel it’s worth going
back and taking fire from looters.”
Louisiana officials pleaded for more
national guardsmen. More than 5,900
Guard soldiers from Louisiana and
Mississippi combined were not available
as they are in Iraq, 7,000 miles away.
Guardsmen from other states filled the
void. A week after Katrina struck, the
headline of the New Orleans TimesPicayuan read: “7th Day of Hell.”
These three examples, and there are
surely more, are failures of political
competency, not managerial competency.
There is afoot a dangerous drift toward a
Katrina legacy that can be described as an
“anti-9/11” future. This is a potentially
grim future. It is one in which our political leaders will be buffeted by a public
that believes, under dire survival circumstances, no one will be out of harm’s way.
Survival will depend on one’s own
resources, chance and ingenuity. It will be
the uncommon politician who can resist
this anti-government, anti-public service
mentality. Our political leaders are likely
to try to fix the situation in much the
same way as they have tried to fix political failures of the past by bashing civil
servants. The public service ethos so
gallantly embraced following September
11, 2001, will be at risk.
I have always believed, now more than
ever, that professional competency in
managing the public’s business was more
than a matter of efficiency, economy and
effectiveness. It is the competency of
public servants in our local, state and
federal agencies that enables our
democracy to flourish. The American
bureaucracy is the rudder that our political
leaders must use to steer the right course.
Government is a tool for achieving the
public good. Isn’t it about time we realized
this? Dedicated public servants deserve our
deepest admiration and respect.
and 2005, the following was omitted: "All
sections experienced a decrease in
membership but the 37 percent decline
experienced by SICA was greater than the
average drop off of 23 percent."
2. In reference to the statement that the
internationalization of ASPA has picked
up considerable speed over the past
decade, the following was omitted:
"ASPA's transition from a strictly U.S.
public administration organization to one
integrating and featuring global management issues and operations was the task
accelerated by several ASPA Presidents
when they established the Campaign for
International Relations (ASPA/CIR).
The five-year CIR strategic plan and
implementation to internationalize ASPA
brought forth:
a) The Annual International Insert of
Public Administration Times (PAT)
containing global resources, articles and
international conferences/events;
b) Encouragement though PAR and PAT
as well as through ASPA's Sections and
Chapters of collaborative research,
exchange of speakers and conferences
and receptions by the United States
academics and practitioners with other
country's academics and practitioners;
ASPA member Donald C. Menzel is
ASPA’s president and professor emeritus
of Northern Illinois University.
E-mail: [email protected]
c) Addition to the ASPA conference of
panels, speakers and a reception featuring
international studies, foreign dignitaries,
and the newly-instituted Memorandums of
Understanding (MOUs) between ASPA
and other countries professional associations, institutes, and research centers.
1. In reference to the statement that SICA's
membership had declined between 2000
Apologies to all for these omissions.
Please Note: The President's August
column on "ASPA International" had
several inadvertent omissions.
3. In reference to the individuals who
shared their insights and suggestions in
drafting the essay, the name of Fran
Burke was omitted.
ASPA Contributors
Supporting
Contributors
Jack M. Bernardo
Bernardsville, NJ
James M. Grant
Van Nuys, CA
Stephen A. Hamill
Walnut Creek, CA
Edward T. Jennings, Jr.
Lexington, KY
Philip H. Jos
Charleston, SC
Rosslyn S. Kleeman
Washington, DC
Allen C. Lomax
Alexandria, VA
Maryann Motza
Aurora, CO
Mwabilu L. Ngoyi
Temple Hills, MD
Denise E. Ovrom
Diamond Bar, CA
James W. Thomas
Rancho Cucamonga, CA
Individual
Contributors
Ronald J. Adams
Rochester, NY
Annabella Roig
Philadelphia, PA
Endowment Fund
Contributors
Ronald J. Adams
Rochester, NY
Caroline J. Chang
Dorchester, MA
Howard A. Frank
Hollywood, FL
PA TIMES
OCTOBER 2005
PAGE 17
EXECUTIVE DIRECTOR
Antoinette Samuel
Katrina and ASPA–A Well Positioned Response
I have read, with much respect and
admiration, the dialogue our members
have begun in this issue of the PA Times
related to Katrina and the consequences of
its aftermath. The written treatment of the
issues presented by Katrina has been
thoughtful, deliberative and earnest. It is
no doubt that ASPA, along with our
nation, will engage in the review and
assessment of Katrina’s wrath, our
response to the tragedy, and the lives
affected for many years to come.
However, I agree with our leadership that
we, as one of the premiere organizations
promoting the study and practice of
professional and accountable public
service, are compelled to lead and facilitate this discourse.
As I contemplate ASPA’s leadership role,
our Strategic Plan comes to mind. Our
current Strategic Plan calls for ASPA to
focus and promote four key issues in
public administration: Professionalism,
Ethics, Social Equity and Performance
and Accountability. Indeed, we state in
our Plan that these are issue for which
ASPA wants to be known in the field.
Therefore, ASPA’s actions and resulting
outcomes, related to the intellectual and
practice-based treatment of Katrina,
should be addressed within the context of
these key issues. It is certain that Katrina,
and the conflicts and controversies it
surfaced, speaks to the professionalism,
ethics, social equity, and the performance
and accountability within our profession. I
propose we assess Katrina within the
context of the following questions:
• Professionalism–what are the issues and
lessons learned related to professional
management and the implications for
political leadership?
• Social Equity–what are the issues and
lessons learned related to social equity
and the implications for the social
conditions of our communities?
• Performance and Accountability–what
are the issues and lessons learned related
to performance and accountability and
the implications for responsibility
for outcomes?
• Ethics–what are the issues and lessons
learned related to ethics and the implications for ethical behavior in the distribution of shared wealth and resources?
As we formulate our continuing response
to this overwhelming tragedy, the wealth
of knowledge and experience held by
ASPA’s members will certainly contribute
to the national dialogue. Moreover, it will
be the depth and breath of our combined
academic and practitioner knowledge-base
that will both inform and provide
solutions for the future.
personal, spiritual and community
resources to aid in the recovery. Now,
ASPA stands well positioned to contribute
to the national recovery. Through the
expertise of our members, and the
strength of ASPA’s leadership, we will do
our part to respond to the current
challenges and prepare our profession to
respond to the challenges of the future.
Antoinette Samuel is ASPA’s executive
director. E-mail: [email protected]
In closing, the suffering of those affected
by both Katrina and Rita is constantly on
our minds. Our prayers go out to the
families and communities struggling
through this disaster. We have shared our
SPAR Best Book Award
NOMINATIONS SOUGHT
The Section on Public Administration Research (SPAR) is seeking
nominations for its third book award for public administration
scholarship.
Books with copyright dates in either 2004 or 2005 are eligible. The
book’s orientation may be quantitative, empirical, interpretive,
ethnographic, historical, archival, normative or theoretical.
Textbooks and edited volumes are not eligible. A maximum of two
book nominees will be considered from any single publisher.
Evaluative criteria include outstanding accomplishment of the
research objectives, high-quality writing, and potential to constitute
a lasting contribution to the public administration literature.
The winner of the award will receive a plaque, a small honorarium,
and notice published in the American Review of Public
Administration. The award will be presented at the SPAR section
meeting in Denver at the 2006 ASPA conference.
Nominations, including a short justification relative to the above
criteria, should be made via e-mail to Larry S. Luton
<[email protected]> with four copies then sent to: Larry S.
Luton, Professor and Director, Graduate Program in Public
Administration, Eastern Washington University, 668 Riverpoint
Blvd., Suite A, Spokane, WA 99202. Deadline for receipt of copies
of nominated books is January 15, 2006, but earlier submissions
are encouraged.
GMU/Posner
ad
PAGE 18
OCTOBER 2005
PA TIMES
New ASPA Members
ASPA welcomes the following new members in the month of August 2005.
Please note: members rejoining ASPA are not included on this list.
Kathleen J. King
Alaska
Arizona
Annette Anigwe
Arizona
Michelle Beasley
Megan K. Casey
Arizona
Arizona
Amy Duffy
Bradley S. Kendrex
Arizona
Arizona
Devon Noll
Arizona
Shanna Sandler
Julie Jackson
Arkansas
Arkansas
Stacy Johnson
At Large Member
Frank Billingsley
Christopher M. Callaghan At Large Member
At Large Member
Kern Craig.
Anne Edmunds
At Large Member
At Large Member
Gene Eiring
At Large Member
Walter Glass, II
Perry Gross
At Large Member
Jayne Harkins
At Large Member
At Large Member
Kathryn Jordan
At Large Member
Mark Kleiner
Steven Nettleton
At Large Member
David Nowlin
At Large Member
Jeff Ward
At Large Member
Melissa Martinez
Centex
Jane McFarland
Centex
Angeline Garbett
Central California
Mary Kirlin
Central California
Central California
Lara Lawrence
Central Florida
Elizabeth Dorworth
Amanda Field
Central Florida
Angela Knowlton
Central Florida
Susan McGrady
Central Florida
Kendra Belser
Central Illinois
Beth Elbertson
Central New York
Jill Foster
Central Ohio
Kingsley Owusu-Achiaw
Central Ohio
I-Chun Cheng
Central Pennsylvania
Robert Benson
Central Piedmont
Central Piedmont
Daryl Delap
Stephanie King
Central Piedmont
Mark Santacruz
Central Piedmont
Kamala Williams
Central Piedmont
Andrew Lee Conser Arndt
Chicago Illinois
Tamika Collins
Chicago Illinois
Reiko Miskelly
Chicago Illinois
Chicago Illinois
Karen Pickett
Chicago Illinois
Barbara Price.
Vincent Tenaglia
Cleveland State Univ. Aff.
Colorado
Shelley Hammill
Jacquelin McIntyre
Colorado
Lowell Richardson
Colorado
Nathan Shultz
Colorado
Connecticut
John DeCarlo
Melissa A. Hinton
Delaware
Willis Carter
Detroit Metro Area
Jada C. Hahlbrock
Detroit Metro Area
Jason Hardacre
Detroit Metro Area
Detroit Metro Area
Wilburt McAdams
Detroit Metro Area
Andrea Thomas
Frank Ubhaus
East Georgia
Nita Rench
East Tennessee
Kim Jones
Eastern North Carolina
Empire State Capital Area
Amy Olson
Rashad Norris
Evergreen
Sumaayyah Abdullah
Georgia
Georgia
Keith Burns
Wendy Burton
Georgia
Glenda Crunk
Georgia
Taras Holloman
Georgia
Demetricus Johnson
Georgia
Paul Jordan
Georgia
Deborah McCray
Georgia
Bridget Moyers
Georgia
Georgia
Adolphus Simmons
Georgia
Coretha Southwell
Nadine Thomas
Georgia
Georgia
Andrew Weathers
Dwan Young
Georgia
Georgia
Jennifer Zeunik
Gold Coast
Michelle Whitehead
Stacey Buckshaw
Greater Akron
Greater Birmingham
Gloria Hunsberger
Greater Birmingham
Robert Landry, III.
Ashwini Patki
Greater Birmingham
Greater Kansas City
Jarrod Panter
Joseph Snorgrass
Greater Kansas City
Greater Rochester
Olivia A. Licata
Gulf Coast
Kevin Gilds
Duncan Campbell
Hampton Roads
Sheryl Lange
Hampton Roads
Hampton Roads
Sherri Neil
Hampton Roads
Michael Potts
Christopher Ramos
Hampton Roads
Leanne Benavente
Hawaii
Keith Tanouye
Hawaii
Thomas Bride
Heart of Illinois
Byron Ford
Houston Area
Vanesia Johnson
Houston Area
Marsha Lindsay
Houston Area
Houston Area
Reena M. Varghese
Inland Empire
Jacy Gonzalez
Larry W. Ward
Inland Empire
John Halligan
Intl. Electronic Membership
Yusuke Sato
Intl. Electronic Membership
Abhinav Sharma Intl. Electronic Membership
Yongfei Zhao
Intl. Electronic Membership
Mellick Mary Beth
Iowa Capital
Ann Beck
Kentucky
Luisa Camba
Los Angeles Metro Area
Steven Cooper
Los Angeles Metro Area
Los Angeles Metro Area
Dawn Hunter
Tracy Jordan
Los Angeles Metro Area
Carla Mays
Los Angeles Metro Area
Laquita Jackson
Louisiana
Angela Johnson
Louisiana
Samson Awojoodu
Maryland
Thomas Cauler
Maryland
Maryland
James Howard, II
Maryland
Larry Meekins
Sherry Neil
Maryland
Maryland
Nicole Plass
Melissa Rivord
Maryland
Sean Carberry
Massachusetts
Nancy Heims
Massachusetts
Massachusetts
Willy Isaac
Thomas Meagher
Massachusetts
Jeffrey Timperi
Massachusetts
Carter Dedrick
Memphis/Mid South
Laura Harris
Memphis/Mid South
Metro Louisville
Ambro Martin
Miami Valley
Linda Latson
Miami Valley
Wiiliam Stewart
Ranell Tipton
Miami Valley
Antonia M. Kraus
Michigan Capital
Michigan Capital
James N. Kraus
Melanie Purcell
Michigan Capital
Eben Christensen
Milwaukee
Milwaukee
Kathy Nickolaus
Ann Freitag
Minnesota
Ahmed Muhumud
Minnesota
Minnesota
Patrick W. Waletzko
Monica Betts
Mississippi
Paul Arveson
National Capital Area
John Halligan
National Capital Area
Christian Hoff
National Capital Area
National Capital Area
Roman Napoli
National Capital Area
Christopher Ramos
Sherri Stevens
National Capital Area
Nebraska
Eddie Arceneaux
Erin Tomaso
Nebraska
New Jersey
Tamika Collins
New Jersey
Juan Donoso
Kim Maurer
New Jersey
New Jersey
Evelyn Nieves
New Mexico
Bruce MichaelKevin Deakin
Michael Gross
New York Metro
New York Metro
Stephen Hartman
Napoleon Imarhiagbe
New York Metro
New York Metro
Patricia Jacobs
New York Metro
Ruth Mwape
Craig Newby
New York Metro
Jaison Oommen
New York Metro
New York Metro
William Pammer, Jr.
North Florida
Steven Lewis Hall
Sonji Johnson
North Florida
Shawndra Merriweather
North Florida
Ka'ran Bailey
North Texas
Alana J. Byrum
North Texas
Martha Diaz
North Texas
Daniel Fain
North Texas
Jennifer Hoffman
North Texas
North Texas
Donald Hudson
North Texas
Linda Murray
Emmanuel Okezie
North Texas
Michael Pose
North Texas
Alicia C. Schortgen
North Texas
Dorise Smith
North Texas
Elaine Warthen
North Texas
North Texas
Cassandra Williams
Ramiro Hernandez
Northeast Florida
Audrey Llewellyn
Northeast Florida
Stacie Horton
Northeast Ohio Regional
Northeast Ohio Regional
Donna Pinkney
Stephen Dubernas
Northeast Pennsylvania
Annabella Roig
Northeast Pennsylvania
Sophia Santiago
Northern New Jersey
Joanna Dolores Abraham
Northern Virginia
Teresa Armijo
Northern Virginia
Anthony Benjamin
Northern Virginia
Northern Virginia
Cynthia Brown
Northern Virginia
Sinisa Dragic
Christian Hoff
Northern Virginia
Northern Virginia
Thomas Horton
Northern Virginia
Ryan Miller
Christopher Ramos
Northern Virginia
Daryl Walker
Northern Virginia
Northern Virginia
Michael R. Ward
Randy Saintjohn
Northwest Ohio
James Collard
Oklahoma
Daniel Fain
Oklahoma
Kelsey M. Gillen
Oklahoma
Oklahoma
Elizabeth Gray
Oklahoma
Jeanette Mainus
Ross Ridgeway
Oklahoma
Lia Nicole Tepker
Oklahoma
Carla Mays
Orange County
Oregon/SW Washington
Kenneth Apple
Jessica Burke
Oregon/SW Washington
Nancy McPherson
Oregon/SW Washington
Oregon/SW Washington
Rebeca Potasnik
Ron Robson
Oregon/SW Washington
Jimmy Johnson
Philadelphia Area
Philadelphia Area
Annabella Roig
Timothy Dodge
Piedmont Triad
Gwendolyn Green
Piedmont Triad
Jimmy Canavos
Research Triangle
Randall Egsegian Research Triangle
Research Triangle
Tiffanee Jones
Research Triangle
Cheryl Leonard
Deborah Leonard
Research Triangle
Research Triangle
Craig Marks
Stacey Poston
Research Triangle
Research Triangle
Kristina A. Theodorson
Rhode Island
Deborah Anthes
George Kraynak
Rhode Island
Rhode Island
Elizabeth Martinez
Rhode Island
Kathleen Pugatch
Michael Greer
Sacramento California
Sacramento California
Louis Watson
Leanne Benavente
San Diego
San Diego
John Herrera
San Diego
Carla Mays
Lynda Molaison
San Diego
Coretta Alexander
San Francisco Bay Area
San Francisco Bay Area
Lorraine Banford
San Francisco Bay Area
James Bradham
Catrina Christian
San Francisco Bay Area
Anne E. Gresham
San Francisco Bay Area
Samuel Ohearn
San Francisco Bay Area
Shani Adams
San Joaquin Valley
Thomas Chumbley
South Carolina
Keith Floyd
South Carolina
Erika Kayea
South Carolina
South Carolina
Ashley Tenney
South Carolina
DeChanela Williams
Ali Aguilera
South Florida
Nury Aguilera-Marciales
South Florida
Yovanny M. Montero
South Florida
Artier N. Nettles
South Florida
Rolf Strackman
South Florida
Southern Colorado
Steve W. Veatch
Dwight Joseph Bellard
Southern Nevada
Christopher E. Due
Southern Nevada
Perry Gross
Southern Nevada
Southern Nevada
Stephanie Jordan
Tiffany Lockhart
Southwest Georgia
Melinda Smithpace
Southwest Georgia
Roger Blevins
Southwest Virginia
James E. Cooper
St. Louis Metro
William Morillo
St. Louis Metro
Paul Philip
St. Louis Metro
Suncoast
Thomas Hart
Tennessee
Elizabeth Baldwin
Rachel Freeze
Tennessee
Tennessee
Demetricus Johnson
Yongfei Zhao U. Pittsburgh Student Affiliate
Chandra Dillard
Upstate South Carolina
Wade Dessenberger
Utah
Utah
Juilann Northrop
Jorae Scofield
Utah
Sunday D. Stanley
Utah
Jane Brown
Virginia
Elizabeth Callahan
Virginia
Virginia
Todd L. Gathje
Virginia
Sheryl Lange
Ronald Leonard
Virginia
Duane Miller
Virginia
Kristen Paynter
Virginia
Virginia
Juliette Perry
Lelia Powell
Virginia
Christopher Ramos
Virginia
West Virginia
Cathy Hudson
PA TIMES
OCTOBER 2005
Announcing a new book
in the ASPA classics series
from M.E. Sharpe
PAGE 19
ASPA News
Marc Holzer, Editor-in-Chief
Rutgers University, Newark Campus
Conceived of and sponsored by the American Society for Public
Administration, the ASPA Classics series publishes volumes on topics that
have been, and continue to be, central to the contemporary development of
the field.
The ASPA Classics are intended for classroom use, library adoptions, and
general reference. Drawing from the Public Administration Review and other
ASPA-related journals, each volume in the series is edited by a scholar who
is charged with presenting a thorough and balanced perspective on an
enduring issue.
ASPA Co-Sponsors
Public Management
Conference in Senegal
ASPA Vice President Harvey White and
Several ASPA Members Lead U.S. Delegation
Each volume is devoted to a topic of continuing and crosscutting concern to
the administration of virtually all public sector programs. Public servants
carry out their responsibilities in a complex, multi-dimensional environment,
and each collection will address a necessary dimension of their performance.
The guiding purpose of this ambitious new series is to bring together the
professional dialogue on a particular topic over several decades and in a range
of journals.
Just published
Public Administration
and Law
Julia Beckett and Heidi O. Koenig, Eds.
This collection from the pages of Public
Administration Review has been edited for use as
a supplement for both undergraduate and
graduate courses in Administrative Law. The
contents follow the standard pattern established
by the field’s major textbooks, and each main
section begins with introductory text and study
questions followed by relevant readings from
PAR that will illuminate lectures and
textbook material.
A small portion of the U.S. delegation to the Senegal Conference pose outside a seminar on
electronic balloting.
The 5th International Conference on Public
Management, Policy and Development
convened in Senegal, West Africa, last
June. The conference theme was “Global
Challenges and Opportunities: Best
Practices in Public Policy and
Development for the 21st Century.”
“An extraordinarily valuable book because it
makes the legal dimensions of public
administration eminently teachable and
accessible to both graduate and upper-level undergraduate
students. … A fine book that should be required reading
in every MPA program.”
– David H. Rosenbloom, American University
304 pages
The Conference Mission is to strengthen
and promote public-civil society partnerships in the advancement of sustainable
development. To this end the conference
provides a forum for dialogue among
professionals in government, academia,
businesses and non-governmental organizations. The focus is on policy development
and analysis and administrative execution.
0-7656-1542-8 $79.95 Cloth
0-7656-1543-6 $27.95 Paper
Also available
Local Government Management
The focused tracts for the Senegal
Conference were:
Current Issues and Best Practices
Douglas J. Watson and Wendy L. Hassett, Eds.
This volume includes thirty of the most outstanding journal articles that have been
published over the past sixty years. It is an ideal supplement for any course in local
management and administration, as well as for practicing professionals.
440 pages
0-7656-1127-9 $89.95 Cloth
0-7656-1128-7 $34.95 Paper
• Health, Poverty and Public Policy
• Public Safety and Disaster/Emergency
Management
• Fair Trade, Financial Development and
Sustain ability
• Natural Resources, Food Security and
Self Sufficiency
• Infrastructure and Public/Private
Partnerships
M.E. Sharpe
• Technology and sustainable
Development
TO ORDER: Call 800-541-6563 or 914-273-1800
Fax 914-273-2106
Visit our website: www.mesharpe.com
• Decentralization, Governance and Civil
Service Reform
AD512N
• Education, culture, Youth, Gender and
Development
• Citizenship Democracy, Peace and
Human Rights.
A highlight of the Senegal Conference
was a special session on “Developing the
Electronic Voting Electorate–Capacity and
Transparency” with a presentation by
Maria Helena Alves, former United
Nations elections manager and currently a
consultant with the Carter Center in
Atlanta, Georgia.
Delegates to the Senegal Conference also
participated in the African Executive
Officers Network electronic voting
seminars in Saint Louis, Senegal. Others
then participated in educational and cultural
excursions to Mali and The Gambia.
These conferences began in 1997 and
are held each odd year, sponsored by an
African host and a consortium of U.S.
institutions and organizations, including
ASPA. Plans and reports are submitted to
the ASPA International Consortium
Committee.
The Senegal Conference was well attended
with 92 persons from the United States and
150 other persons attending from African
countries and Europe. The U.S. delegation
was led by ASPA Vice President Harvey
White and former ASPA President
Sylvester Murray, both former Conference
of Minority Public Administrators
(COMPA) chairs. It included current
COMPA Chair Landis Faulcon, immediate
Past COMPA Chair Dana Michael Bruce
and many other ASPA/COMPA members
from across the country.
PAGE 20
OCTOBER 2005
PA TIMES
2006 Award
Nomination Period Opens
September 1, 2005
Awards Schedule
October 14, 2005
Deadline for Nominations
February 1, 2006
Winners Announced in PA TIMES
April 1-4, 2006
Winners Honored at Conference
Joint Awards
National Public Service Awards (NPSA)
ASPA and the National Academy of Public Administration have
established the National Public Service Awards program to pay tribute
to public service practitioners, to provide recognition for outstanding
individuals, and to underscore the need to have creative and highly
skilled individuals as career managers of complex and demanding
government functions. There is a separate nomination procedure for
these awards. A brochure with complete nomination information is
available by contacting ASPA. Nominations for this award must be
received by October 15, 2004. The awards will be presented in April
2005 during ASPA's 66th National Conference in Milwaukee, WI.
Charles H. Levine Memorial Award for Excellence in
Public Administration
This award, presented by ASPA and the National Association of
Schools of Public Affairs and Administration (NASPAA), recognizes a
public administration faculty member who has demonstrated excellence
in three major areas of the field—teaching, research and service to the
wider community. Nominations must include a current curriculum vita
of the nominee and a one-page statement on each of the following three
criteria: Research: The nominee should have publications in the public
administration field which have made an impact on the field. The
publications may include books, refereed journal articles, research
notes, monographs, or book chapters. Teaching: The nominee should
have a demonstrated record of outstanding teaching. Teaching evaluations, awards and accomplishments of students may be submitted as
evidence of teaching ability. Community and Public Service: Service
and contribution to the public sector or non-profit sector is an
important factor in the award. Such activity may include service on
boards and commissions, government service and service to professional organizations.
Center for Accountability and
Performance (CAP) Awards
The Harry Hatry Distinguished Performance
Measurement Practice Award
This award is presented to an individual whose outstanding teaching,
education, training, and consultation in performance measurement
have made a significant contribution to the practice of public administration. The winner, who does not have to be an ASPA member, must
have spent the primary part of his/her career in public service and may
be selected from local, state or federal government as well as from
international and public service non-profit organizations. The award
recognizes a person who has made outstanding contributions on a
sustained basis rather than a single accomplishment. Preference will be
given to a person whose accomplishments have been measured and
whose impact has been documented in the literature.
The Center for Accountability and Performance
Organization Leadership Award
This award is presented to an organization that has yielded outstanding
results on a sustained basis. It recognize outstanding applications of a
systems approach to performance measurement, and demonstrated
positive effects on government performance and accountability. The
organization may be selected from local, state or federal government
as well as from international and public service nonprofit organizations. Preference will be given to an organization whose results have
been measured and whose impact has been documented in the literature or at conferences.
Professional Recognition
Gloria Hobson Nordin Social Equity Award
This annual award recognizes lifetime achievement and effort in the
cause of social equity and is open to all nominees. Candidates may be
employees of state, local or federal government; employees in the
non-profit sector; or employees of colleges and universities. Elected
public officials are eligible for the award. Employees from the private
sector are also eligible for the award, but the emphasis should be on
their achievement and effort in the public sector. Candidates do not
have to be ASPA members.
John W. Gaston, Jr. Award for Excellence in Public
Service Management
This award is presented to a public manager for excellence in public
service management, particularly in the areas of natural resource
management or environmental protection. Selection criteria include
demonstrated attention to strategy, structure, systems, shared values,
and skills, but the bottom line criteria is the achievement of results
that contribute to public safety, health, welfare, and the quality of the
environment. The award consists of $500 honorarium and a
commemorative plaque.
Public Integrity Award
This award pays tribute to an organization, which has made outstanding contributions to responsible conduct in public service. The award
will be presented to an organization that:
• Presents evidence of accomplishing, or causing to accomplish,
significant programs or projects benefiting the general public
and that,
• Represents any domain of public service, local, state, national,
international, or non-profit.
Dwight Waldo Award
Presented to persons who have made outstanding contributions to the
professional literature of public administration over an extended
career. To be eligible the nominee must have had at least one article
published in Public Administration Review and a minimum of 25 years
of active scholarship that has furthered the discipline of public
administration. The name and career summary of the Waldo Award
winner will be published in Public Administration Review.
James E. Webb Award
This award is presented to the person(s) who gave the most outstanding paper at ASPA's National Conference.
Equal Opportunity/ Affirmative Action Exemplary
Practices Award
Presented to individuals and organizations which have made outstanding contributions to a more equal society. Up to four awards may be
presented to individuals and organizations representing the following
categories: federal, state, or local government units, educational
institutions, non-profit institutions, private sector organizations.
A narrative (not to exceed five pages in length) should provide the
basis for nomination. Emphasis will be on achievement and results,
not just effort. The following also apply: complexity and severity of
the problems addressed; organizations directed; use of original/innovative/effective approaches; impact of contributions; attainment of the
goals of ASPA's EO/AA national policy positions.
Elmer B. Staats Lifetime Achievement Award for
Distinguished Public Service
The Elmer B. Staats Lifetime Achievement Award for Distinguished
Public Service has been established to honor a public administrator’s
career accomplishments and contributions to the public service and
ASPA over a lifetime.
Paul P. Van Riper Award for Excellence and Service
The Paul P. Van Riper Award for Excellence and Service will be
awarded to an ASPA member who has made significant contributions
to both the academic and practitioner communities of public administration. Award recipients will have distinguished themselves through
their current active engagement in and contributions to developing the
public service of the future.
International Public Administration Award
This award honors a distinguished foreign scholar or practitioner for
significant contributions to public administration in other nations.
To be eligible to be nominated for the award, the individual must meet
the following criteria:
• Holds citizenship in a nation other than the United States of America.
• Lives and works (primarily) in a nation other than the United States of
America.
• Contributes significantly to the field of public administration as a
scholar, practitioner, or both, as demonstrated by publications, other
awards and honors, and the testimony of the nominee's colleagues and
beneficiaries of the nominee's work.
Recommended or sponsored by an individual or institution that is in
some demonstrable way affiliated with ASPA (e.g., membership, MOU
or other partnership arrangement, collaborative undertaking with ASPA
member, host of visit by US public officials, etc.).
Society Awards
Chapter/Section Newsletters
These awards are given annually to recognize newsletters as a vital
means of communication and a valuable service offered to chapter and
section members. All chapters and sections are eligible. Chapters and
sections wishing to be considered must submit three issues of their
newsletters which were published between December 1, 2002 and
November 30, 2003. The chapters and sections will be placed into
categories by membership size and judged accordingly.
Oveta Culp Hobby Training Awards
These awards recognize chapters and sections which provide professional
development to members through planned activities. Chapter and section
programs presented during calendar year 2005 are eligible. Nominations
should explain how the programs meet the following criteria:
• Is the program offered to ASPA members and transferrable to other
organizations?
• Is the program a vehicle for ensuring ethical practices in government?
• Does the program identify new topics and target audiences?
• Does the program promote knowledge and skills to be a creative,
ethical, and responsible public manager?
• Does the program identify beliefs and practices to excel in the
public service?
Donald C. Stone Service to ASPA
The Stone Award pays tribute to ASPA members who have contributed
outstanding services to the Society. Any individual currently an ASPA
member and who has been an ASPA member for three consecutive
years is eligible for consideration. Current or former ASPA presidents,
the current president-elect and the vice president are not eligible.
Letters of nomination may be submitted by any current ASPA member
on behalf of another member and should include a brief narrative of the
nominee's services to ASPA. The award will be based on outstanding
service as a member or former member of the National Council; major
contributions to the success of national committees; excellence in the
leadership of chapters and sections; outstanding contributions to the
planning and conduct of national or regional conferences; sustained
effort to enhance the image of the profession through ASPA; other
distinguished service to ASPA.
I hereby nominate: ___________________________________________________ for a 2006 ASPA Award. This nomination is for the following award:
Included with this nomination form is a one page summary of why the individual or organization nominated deserves this award, including an accurate address and telephone and fax numbers; and
any additional materials which may be required for this award. Please refer to award criteria located on these pages.
Nominator
I certify that the submission meets all eligibility requirements. I understand that any
entry which fails to meet submission requirements may be disqualified.
Title
Organization
Signature of Nominator
Address
Daytime Phone Number
Daytime FAX Number
Return this form with nomination information to : ASPA 2006 Awards, 1301 Pennsylvania Avenue, Suite 840, Washington, DC 20004
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UNIVERSITY POSITIONS
Public Finance and Budgeting
The University of Georgia
The University of Georgia’s Department of Public Administration and Policy in the School of Public and
International Affairs invites nominations and applications for a tenure-track position at the assistant or associate
professor level. This position begins in August 2006 and requires a teaching and research focus in public finance
and budgeting, with teaching in the department’s MPA and doctoral programs. Qualifications include a doctorate in public administration, political science, economics, or a related area, with a strong commitment to high
quality research and teaching. Applications and nominations should be sent to Chair, Finance and Budgeting
Recruitment Committee, Department of Public Administration and Policy, 204 Baldwin Hall, The University of
Georgia, 30602-1615. Applications must include a curriculum vitae, three letters of reference, transcript of
graduate work for applicants not yet in faculty positions, sample of the candidate’s best written work, and if
available, teaching evaluations. All applications received by November 1, 2005 are assured full consideration.
The University of Georgia is an Equal Opportunity/Affirmative Action Employer.
The Department of Public Administration and Policy offers graduate degrees in public administration and our
MPA program is ranked third in the nation according to the 2005 ranking of graduate programs by U.S. News.
The University of Georgia is located in Athens approximately 70 miles east of Atlanta. For more information,
visit www.uga.edu/padp.
Public Policy
The University of Georgia
The University of Georgia’s Department of Public Administration and Policy in the School of Public and
International Affairs invites nominations and applications for a tenure-track position at the assistant professor
level. The position requires a research and teaching focus on public policy. Candidates should demonstrate a
substantive policy specialization. The area of specialization is open. We prefer candidates with the ability to teach
microeconomics and other analytical skills. Qualifications include a doctoral degree in public policy, economics, public administration, political science, or a related discipline. The starting date is August 2006. Applications
should include a curriculum vitae, three letters of reference, transcript of graduate work (for applicants who have
not yet held a faculty position), writing sample, and teaching evaluations. An additional online application must
be completed at www.uga.edu/padp/publicpolicy.htm. All applications received by November 1, 2005 are
assured full consideration. Submit to Chair, Policy Recruitment Committee, Department of Public
Administration and Policy, 204 Baldwin Hall, The University of Georgia, 30602-1615. The University of
Georgia is an Equal Opportunity/Affirmative Action Employer.
The Department of Public Administration and Policy offers graduate degrees in public administration and our
Master of Public Administration program is ranked third in the nation according to the 2005 rankings of graduate
programs by U.S. News. The University of Georgia is located in Athens about 70 miles east of Atlanta. For more
information, visit www.uga.edu/padp .
Senior Faculty Position
Public Administration – Field Open
The University of Georgia
The University of Georgia’s Department of Public Administration and Policy in the School of Public and
International Affairs invites nominations and applications for a position at the tenured full professor level. The
position requires a research and teaching focus on public administration. The field of specialization is open.
Qualifications include a doctoral degree in public administration, political science, or a related discipline, with
a strong scholarly and academic record. The starting date is August 2006. Applications should include a curriculum vitae, names and contact information for at least three references, and teaching evaluations. All applications
received by November 1, 2005 are assured full consideration. Submit to Chair, Recruitment Committee,
Department of Public Administration and Policy, School of Public and International Affairs, 204 Baldwin Hall,
The University of Georgia, 30602-1615. The University of Georgia is an Equal Opportunity/Affirmative Action
Employer.
The Department of Public Administration and Policy offers graduate degrees in public administration and our
Master of Public Administration program is ranked third in the nation according to the 2005 rankings of graduate
programs by U.S. News. The University of Georgia is located in Athens about 70 miles east of Atlanta. For more
information, visit www.uga.edu/padp .
Associate/Full Professor
University of Miami
The University of Miami is seeking outstanding candidates for a senior position at the associate or full professor level in the area of American Politics. While research fields and methodologies are open the department is
looking for individuals committed to building an intellectual community and looks favorably on applicants who
have research interests and methods that cut across sub-fields, including but not limited to parties and politics,
voting behavior, institutional and historical analysis, public policy and public administration.
We are especially interested in individuals who are willing to help build teaching and research programs that are
attentive to the major problems and issues of the contemporary world. The teaching load is two courses per
semester. The department and school offer generous research resources. Applicants should be able to do research
and teach selected offerings from among the major politics, policy and administration sub-fields.
Applications received by October 15, 2005, will be given first consideration although we will continue to accept
applications after that date.
Interested individuals should send a C.V. and copies of selective publications to: Mr. Jesus R. Sanchez Reyes,
Department of Political Science, P.O. Box 248047, University of Miami, Coral Gables, FL 33124-6534. Queries
about the position should be directed to the Department Chair, Fred Frohock, at (305) 284-2401 (Political
Science Department) or (305) 284-8362 (Chair’s office).
The University of Miami is an equal employment opportunity/affirmative action employer.
Public Administration and American Government
Augusta State University
The Department of Political Science at Augusta State University invites applications for a tenure-track teaching
position at the Assistant Professor level, beginning August, 2006. Specialization is open. The successful
candidate will be teaching at both the graduate (MPA) and undergraduate level. A doctorate in Public
Administration, Public Policy or the Ph.D. in Political Science with a strong concentration in public administration is required; ABDs will be considered. Augusta State University is an affirmative action/equal opportunity
employer. Send a letter of application, curriculum vitae, graduate school transcripts and three letters of
recommendation to Dr. Saundra Reinke, Chair, Public Administration Search Committee, Augusta State
University, Augusta, Georgia 30904-2200. Review of applications will begin November 14, 2005.
Assistant/Associate Professor of Public Administration
Roger Williams University
Roger Williams University is seeking a dedicated individual to teach within the Master of Public Administration
Program in its Feinstein College of Arts and Sciences.
The ideal candidate will also contribute to the University’s undergraduate Program in Public Administration and
Political Science. A Doctorate in Political Science, Public Administration, Public Affairs, or a closely related
field is required. Applicants must show a strong commitment to teaching, applied research, and interest in
working with the professional community in New England.
The College of Arts and Sciences is the largest and central academic unit of Roger Williams University. We
challenge and broaden the experience of all undergraduate students through an innovative Core Curriculum. We
encompass more than 1700 undergraduate majors and more than 80 full-time faculty members in the humanities, performing arts, and the social and natural sciences. Our majors range from an ACS-accredited Chemistry
major to a BFA in Creative Writing. The design of our majors allows students to explore other areas within the
College and the professional schools and construct programs that fit their needs and interests. The College offers
an MPA and plans to initiate a master’s degree in Forensic Psychology in 2005. We encourage all students to be
creative, to conduct research independently and with their faculty, and to critically examine their own ideas and
the ideas of others.
Interested applicants should send cover letter and resume to: Roger Williams University, One Old Ferry Rd.,
Bristol, RI 02809 or [email protected] indicating Ref. #PAT06-005. Roger Williams University is an
Equal Opportunity/Americans with Disabilities Act Employer.
Preliminary interviews will be conducted at the APSA Annual Meeting.
Assistant or Associate Professor in Public Administration/Nonprofit Management
Hugo Wall School of Urban and Public Affairs
Wichita State University
State of Kansas
The Hugo Wall School of Urban and Public Affairs invites applications for a tenure-track position at the assistant
or associate professor level in public administration and nonprofit management. Primary duties will include
teaching, research, and service focused on nonprofit management and public administration. The successful
candidate will have an opportunity to play a leading role in the development of an emphasis in nonprofit management within the Master of Public Administration degree and to exercise leadership that engages the Wichita area,
nonprofit community in improving the management and leadership of nonprofit agencies.
Minimum requirements include: doctorate in public administration or closely related field from an accredited
university; demonstrated ability to teach an elective course in nonprofit management and at least one core course
in the MPA degree; demonstrated commitment to diversity; evidence of a commitment to proactive community
engagement; and, excellence in oral and written communication. In addition, a minimum requirement for an
assistant professor position is demonstrated potential for excellence in research in the fields covered by this
announcement. A minimum requirement for an associate professor position is a record of excellence in research
in these fields that justifies a senior professor position. Preferred qualifications include: practical experience in
nonprofit management; experience in program development at the university level; and, a desire to develop and
teach a course in nonprofit finance.
The Hugo Wall School has a long-standing commitment to community engagement and serves as the academic
home for faculty and professional staff, a NASPAA-accredited Master of Public Administration degree, and two
research and service units, the Center for Urban Studies and the Kansas Public Finance Center. The School is
preparing to celebrate its 50th anniversary in academic year 2007-08. Website: hws.wichita.edu.
Interested candidates should send a letter addressing minimum and preferred requirements for the position;
curriculum vita; graduate transcripts; names and contact information of three academic or professional
references; a sample of scholarship; and teaching evaluations to Director, Hugo Wall School of Urban and Public
Affairs, Wichita State University, 1845 Fairmount, Wichita, KS 67260-0155. Initial review of applicants will
begin on November 18, 2005; applications will be accepted until the position is filled.
Wichita State University is an equal opportunity employer. Candidates from minority groups and women are
encouraged to apply.
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UNIVERSITY POSITIONS
Two Positions: Director SPA and Assistant Professor
School of Public Affairs
University of Baltimore
School of Public Affairs, University of Baltimore. Pending budgetary approval, the School of Public Affairs
(SPA) is seeking to fill two positions in its well-recognized and expanding program effective August 2006. The
school offers a full range of programs at the undergraduate, MPA (conventional and web-based), and DPA levels,
as well as BS/MS programs in Health Systems Management (HSMG). In addition, an integral component of the
school includes the Schaefer Center for Public Policy, a comprehensive research center that, for FY 2005,
generated approximately $5 million in grants and contracts under the guidance of a full-time director and staff.
The two positions are:
1). Director of the SPA. Senior associate or full professor. Must demonstrate a leadership capacity capable of
guiding and integrating the SPA’s range of programs as listed above. Areas of concentration are flexible, although
candidates whose interests are congenial with the SPA’s management/public affairs mission are especially encouraged to apply.
2). Assistant professor. PhD in-hand by starting date is required. Areas of concentration are flexible but
demonstrated competency in any combination of the following areas would be highly desirable: public management, advanced analytical techniques, information resource management.
For all candidates, experience in web-based instruction is required. Send vita and list of references to:
Ms. Nancy L. Haynsworth
Search Committee Coordinator
School of Public Affairs
University of Baltimore
1304 St. Paul Street
Baltimore, MD, 21202
[email protected]‘6
Screening for all positions will begin 15 September 2005 and will continue until positions are filled.
The University of Baltimore is an Equal Opportunity/Affirmative Action employer
Associate/Senior Professor
The Bush School
Texas A&M University
The Bush School of Texas A&M University invites applicants for a position as an associate or senior assistant
professor to begin in the 2006-07 academic year. We seek an individual who will do high-quality teaching and
research relating to the management and assessment of nonprofit organizations. A secondary teaching capability
in public management is desirable but not essential for consideration. The teaching load is two courses per
semester. The Bush School currently offers professional degrees in public administration and international affairs,
and provides its. Its multidisciplinary faculty with substantial research support and opportunities to work with
affiliated centers and members of other departments at Texas A&M. Please send a formal letter of application, a
curriculum vitae, and three letters of recommendation to: Kimberly Reeves, Nonprofit Search Coordinator,
George Bush School of Government and Public Service, Texas A&M University, College Station, TX 778434220. Review of applications will begin on 1 November 2005 and will continue until the position is filled. Texas
A&M is an equal opportunity employer.
Assistant Professor
Public Administration Department of Political Science
Georgia Southern University
The Department of Political Science invites applications for two positions as Assistant Professor of Public
Administration. The successful candidate will teach graduate level classes in the Master’s of Public
Administration program as well as undergraduate classes. Ability to teach Introduction to American Politics
and/or Introduction to Political Science is expected. The MPA program is NASPAA accredited. The Department
also houses degrees in Political Science and Justice Studies. The tenure track position is a 9-month appointment;
salary is competitive and commensurate with qualifications and experience.
Required Qualifications:
Ph.D. or equivalent doctoral-level credential in Public Administration or Political Science.
Some teaching experience
Evidence of excellence and commitment to teaching and effective communication skills.
The field of specialization within Public Administration is open, but teaching ability in state and local government and/or budgeting and finance is preferred
Ability to teach graduate and undergraduate methods is strongly preferred.
Candidates with active research agendas and records of funded research are preferred.
Screening of applications begins November 1, 2005 and continues until the positions are filled. The positions start
August 1, 2006. A complete application consists of a letter addressing the qualifications cited above; curriculum
vitae; publication/writing samples; teaching evaluations and materials; a statement of research and teaching
interests; and three to five letters of reference. Other documentation may be requested. GSU seeks to recruit
individuals committed to working in diverse academic and professional communities. Applications should be sent
to:
Professor Richard Pacelle, Chair
Department of Political Science
Georgia Southern University
P. O. Box 8101
Statesboro GA 30460-8101
Electronic mail: [email protected]
Telephone: 912-681-5698
More information about GSU is available through http://www.georgiasouthern.edu,
http://class.georgiasouthern.edu/polisci/ or http://Chronicle.com/jobs/profiles/911.htm. Georgia Southern
University seeks individuals who are committed to excellence in teaching, scholarship, and professional service
within the University and beyond. Georgia is an Open Records state. GSU is an AA/EO institution. Individuals
who need reasonable accommodations under the ADA to participate in the search process should contact the
search chair.
Public Policy Analysis Position
Department of Political Science & Public Administration
North Carolina State University
The Department of Political Science and Public Administration at North Carolina State University invites applications for a tenure track position at the assistant professor level, beginning August 16, 2006. The department seeks
a scholar with research and teaching interests in public policy analysis. Teaching responsibilities will be largely
in the graduate Public Administration Program, which offers MPA and PhD degrees. The applicant must be able
to teach the public policy analysis course, which is required for MPA students. He or she should also be able to
teach courses in economics of the public sector or research methods. Applicants must be at or near completion
the doctorate at the time of appointment, should show evidence research productivity with a clear research
agenda, and should show evidence of teaching potential.
Submit applications, including a letter of interest, transcript, curriculum vitae, three letters of reference, examples
of scholarly writing, and syllabi and teaching evaluations, if available, to Chair, Public Policy Search Committee,
Department of Political Science & Public Administration, NCSU, Raleigh, NC 27695-8102; phone 919-5152481. The review of applications will begin on November 18, 2005, position is open until filled.
North Carolina State is an Equal Opportunity Employer. Individuals with disabilities desiring accommodations
in the application process should contact, Lillie Kirby, Political Science, <[email protected] >, phone
919-515-5074. For further information about the PA program visit www.pa.ncsu.edu. NC State welcomes all
persons regardless of sexual orientation.
Assistant Professor
Institute of Public Service
Seattle University
The Institute of Public Service [IPS] invites applications for a tenure track, assistant professor position in its
master of public administration [MPA] program. Position begins September 2006.
The position calls for teaching two courses per quarter within the MPA program or in the related undergraduate
areas. Over the academic year this position will be responsible for teaching Foundations of Public Administration
and one of the three policy-related courses also in the MPA core, Policy and Program Research, Policy Formation
and Implementation, or Policy Analysis.
We especially encourage applications from candidates who can provide confident, engaging, pragmatic instruction to mid-career and pre-professional graduate students. Teaching experience is required, and professional
experience in the public or nonprofit sector is highly desired. Applicants must hold the doctoral degree in public
administration, public affairs, public policy, or closely related field and should demonstrate solid research
potential and a commitment to public service.
The successful candidate will have scholarly interest and capacity in public administration and public policy and
an interest in teaching elective coursework in his or her areas of focus. Some areas of particular interest to our
students are international or comparative public administration; environmental policy or administration; local
government administration; and nonprofit administration.
Founded in 1975, IPS educates in-career professionals for positions of responsibility in the public service.
Currently just over two-fifths of the employed graduate students are in nonprofits, a lesser share in government,
primarily local government, and just under a fifth in the private sector. IPS recently began to offer instruction to
undergraduate majors in public affairs [BPA]. The MPA degree program is NASPAA accredited.
The Institute of Public Service is located in the College of Arts and Sciences of Seattle University. A description
of IPS (http://www.seattleu.edu/artsci/ips/) and of SU (http://www.seattleu.edu/about/) can be found on the
University’s websites.
Seattle University, founded in 1891, continues a four hundred and fifty year tradition of Jesuit Catholic higher
education. The University’s Jesuit Catholic ideals underscore its commitment to the centrality of teaching,
learning and scholarship, of values-based education grounded in the Jesuit and Catholic traditions, of service and
social justice, of lifelong learning, and of educating the whole person. Located in the heart of dynamic Seattle,
the University enrolls approximately 6,000 undergraduate and graduate students in eight colleges and schools.
Students enjoy a university ethos characterized by small classes, individualized faculty attention, a strong sense
of community, a commitment to diversity, and an outstanding faculty.
Seattle University is an equal opportunity, affirmative action employer.
Send letter of application, curriculum vita, teaching evaluation summaries, one or more examples of published or
pending work and names, addresses and telephone numbers of three current references to:
Sue White, Administrative Assistant
Institute of Public Service
Seattle University
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UNIVERSITY POSITIONS
901 12th Avenue
Seattle WA 98122-1090
Phone 206/296-5440; FAX 206/296-5402
e-mail [email protected]
Review of applications will commence November 7, 2005 and continue until the position is filled.
Tenure-track Position
Public Administration/Public Policy
University of Oklahoma
The Department of Political Science invites applications for a tenure-track position in the field of public administration or public policy at the Assistant Professor rank. Applicants should be prepared to offer graduate and
undergraduate courses in public administration or public policy. We also prefer candidates who can teach research
methods at the graduate level. Promise of excellence in research and teaching with a high prospect of a sustained
publication record is required. Applicants should be willing and able to participate in the department’s offcampus MPA program (http://www.ou.edu/cas/psc/pa/). The position commences August 16, 2006. A completed
doctorate in the appropriate field or strong evidence of likely completion by August 15, 2006 is required. Salary
is competitive. Please send curriculum vitae, graduate transcripts, three letters of reference, and a sample of
writing or publications to: Prof. Jos Raadschelders, Chair; Public Administration/Public Policy Search
Committee; Department of Political Science; The University of Oklahoma; Norman, OK 73019-2001.
Screening of applications will begin after October 15, 2005, but applications will be accepted until the position
is filled. The University of Oklahoma is an Equal Opportunity/Affirmative Action employer. Applications from
women and minorities are strongly encouraged and welcome.
Faculty Position in Public and/or Nonprofit Management
Daniel J. Evans School of Public Affairs
University of Washington
Assistant Professor
Organizational Behavior and Theory
North Carolina State University
Assistant Professor, Organizational Behavior & Theory, NC State University: The Department of Political
Science and Public Administration at North Carolina State University invites applications for a tenure track
position at the assistant professor level, beginning August 16, 2006. The department seeks a scholar with primary
research and teaching interests in organizational behavior and theory; secondary public administration field is
open. Teaching responsibilities will be largely in the graduate Public Administration Program, which offers MPA
and PhD degrees. Applicants must be at or near completion of their doctorate at the time of appointment, should
show evidence research productivity with a clear research agenda, and demonstrate potential as a teacher.
Submit applications, including a letter of interest, transcript, curriculum vitae, three letters of reference, examples
of scholarly writing, and syllabi and teaching evaluations (if available), to Chair, Organizational Behavior/Theory
Search Committee, Department of Political Science & Public Administration, NCSU, Raleigh, NC 27695-8102;
phone 919-515-2481. The review of applications will begin on November 18, 2005 and continue until position
is filled.
North Carolina State is an Equal Opportunity Employer. Individuals with disabilities desiring accommodations
in the application process should contact Lillie Kirby, Political Science, <[email protected] >, phone
919-515-5074. For further information about the PA program visit www.pa.ncsu.edu. NC State welcomes all
persons regardless of sexual orientation.
Public Administration Position, 2006-2007
The Department of Political Science
University of North Carolina Wilmington
The Daniel J. Evans School of Public Affairs seeks applicants with teaching and research interests in public
and/or nonprofit management for a tenured or tenure-track faculty position at open rank. We are especially
interested in a senior scholar at the associate or full professor level. However, we will seriously consider
candidates at the assistant level who have established records of scholarship, teaching, and work experience in
the public and/or nonprofit sector.
Applicants should hold the Ph.D. or equivalent in public or nonprofit management, public policy, political
science, sociology, management, or another relevant field. All candidates should send a letter of application and
a curriculum vita via email to: [email protected].
Candidates for associate or full professor should submit the names of three references to be contacted by the
search committee. Candidates for untenured positions should send three letters of reference to:
Faculty Search Committee
Daniel J. Evans School of Public Affairs
University of Washington
Box 353055
Seattle, WA 98195
The position remains open until filled.
The Evans School is an Equal Opportunity employer and committed to diversity in its faculty.
The Department of Political Science at the University of North Carolina Wilmington invites applications for a
position as a tenure-track assistant professor to teach primarily in the Master of Public Administration Program
and secondarily in the undergraduate program in Political Science. Position starts August 2006. Requirements
include an earned doctorate in Public Administration, Public Affairs, or a closely related field. An M.P.A. and/or
prior public or nonprofit policy or management work experience is desirable as are good quantitative and
computer skills. The successful candidate will need to show promise as an excellent teacher, researcher, and
commitment to working with the professional community in the region. The successful candidate must have the
ability to contribute to teaching in the core curriculum (e.g., public management, budget/finance, quantitative
methods), and contribute to the concentrations in coastal/environmental management, nonprofit management,
public policy analysis, or a related specialty area such as urban planning.
To apply, please complete the online application process available on the Web at http://consensus.uncw.edu. A
letter of application, complete resume, and contact information for three professional references should be
addressed to Thomas J. Barth, Chair, MPA Faculty Recruitment Committee and attached to the online application – not emailed or mailed. Microsoft Word or Adobe PDF attachments are specifically preferred. For
questions regarding the online application process, contact Katie Price at (910) 962-3220 or [email protected].
Under North Carolina law, applications and related materials are confidential personnel documents and not
subject to public release. Faculty will be available for interviews at the Fall 2006 SECOPA and APPAM conferences. The Committee will begin reviewing applications on November 1, 2006 and continue to accept applications until the position is filled.
UNCW is an Affirmative Action/Equal Opportunity Employer. Women and minorities are encouraged to apply.
Assistant Professor
The School of Urban and Public Affairs
University of Texas at Arlington
Faculty Position
The Martin School of Public Policy and Administration
University of Kentucky
The School of Urban and Public Affairs (SUPA) at the University of Texas at Arlington invites applications for a
tenure-track faculty position in Public Administration at the Assistant Professor level beginning Fall 2006. The
successful candidate will be teaching at the graduate level (MPA and Ph.D.). In addition to contributing to core
curriculum teaching in public administration, areas of teaching and research expertise must include two of the
following: Metropolitan governance with a focus on performance assessment and information systems; Public
administrative ethics; and Public engagement
Applicants should have a doctorate in Public Administration, Public Affairs, or Political Science. ABDs will be
considered. Preference will be given to candidates who have an established research record with interest in
working in a multidisciplinary environment as well as a commitment to community service.
The School offers excellent teaching and research support and its location in the heart of the Dallas-Fort Worth
metropolitan area provides an ideal urban laboratory for research and community service. The School, with an
interdisciplinary faculty, offers five graduate degrees including: Ph.D. in Urban and Public Administration, Ph.D.
in Urban Planning and Public Policy, Masters in Urban Affairs, Masters in Public Administration, and Masters in
City and Regional Planning.
A letter of application indicating research and teaching interests, vitae, and three letters of recommendation
should be sent to Dr. Sherman Wyman, Chair, Search Committee, School of Urban and Public Affairs, Box
19588, The University of Texas at Arlington, Arlington, TX 76019-0588. Review of applications will begin
immediately and continue to December 1st 2005. The University of Texas at Arlington is an Equal
Opportunity/Affirmative Action Employer.
The Martin School of Public Policy and Administration at the University of Kentucky seeks to fill a faculty
position beginning Fall, 2006. We are particularly interested in candidates who have research and teaching
interests in some combination of health policy, management, and public policy processes. We have a preference
for an appointment at the associate level, but other ranks will be considered. In recent years, the state has
allocated additional funding to the University of Kentucky and challenged the University to further develop its
research mission with the goal of becoming a top 20 public institution. The Martin School is a University Center
of Excellence. We offer four multidisciplinary degrees: a Ph.D. in public administration, a master of public
administration, a master of public policy, and a master of health administration. Our areas of specialization in
the Ph.D. program are public finance, public policy and political economy, and health policy and finance.
Minority and female applicants are especially encouraged to apply. Applications will be accepted until the
position is filled. Review of applications will begin October 15, 2005. All interested applicants should send a
curriculum vita, three letters of reference, and a recent working paper or publication to:
Faculty Search Committee
Martin School of Public Policy and Administration
437 Patterson Office Tower
University of Kentucky
Lexington, KY 40506-0027
http://www.uky.edu/RGS/MartinSchool/welcome.html
An Equal Opportunity University
PAGE 24
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UNIVERSITY POSITIONS
Two Assistant Professors
School of Public Policy and Public Administration
The George Washington University
Assistant Professor
Division of Public Administration
Northern Illinois University
The School of Public Policy (SPPPA) at The George Washington University invites applications for up to two
tenure-track positions at the assistant professor rank effective Fall 2006. We seek a scholar whose research
focuses on urban public policy and who can teach one or more core graduate core courses such as policy analysis,
budgeting and public finance, economics, and politics and public policy. A doctoral degree in public administration, public policy, or related fields, (e.g. political science, economics, etc.) is required. ABDs will be considered, and if hired, will initially receive a conditional appointment at the rank of Instructor, but the Ph.D. must be
completed by the end of the first academic year of appointment. Interested applicants should send a c.v., a letter
indicating research interests and preferred courses, and arrange for three academic letters of reference to be sent
to: Urban Public Policy Search, SPPPA, 805 21st Street, NW, Suite 601, The George Washington University,
Washington, D.C. 20052. Inquiries may be sent to [email protected]. Also see our website at
www.gwu.edu/~spppa. Application review will commence November 1, 2005 and continue until the position is
filled. We will be available for interviews at the Fall 2005 APPAM meetings. GW is an Equal
Opportunity/Affirmative Action employer.
The Division seeks a tenure track assistant professor to begin in August 2006. An earned doctorate in Public
Administration or related field is preferred, ABDs will be considered. Successful candidates will demonstrate the
abilities to teach and do research in one or more of the following fields: human resources management, local
government administration, human services/not-for-profit management, public finance, information management, organization behavior, scope of public administration, and urban planning. The ideal candidate will
demonstrate the potential for excellence in both teaching and research. The NIU M.P.A. program is nationally
ranked 4th in city management, 8th in public budgeting and finance, and is in the top quartile of all public affairs
programs rated. NIU’ s home campus is located in DeKalb, about 60 miles directly west of Chicago, and is an
excellent location for pursuing public administration research. The Division offers the M.P.A. as an autonomous
program within the Political Science Department. Division faculty also participate in the undergraduate and
graduate (Ph.D.) programs in the Department. Mail your application package (letter of application, vita, and three
current letters of recommendation) to Dr. Heidi O. Koenig, Division of Public Administration, Northern Illinois
University, DeKalb, Illinois, 60115. For questions, contact her at 815-753-6142 or Ú [email protected]. Review
of completed applications will begin on October 31, 2005 and will continue until the position is filled. Visit the
Division website at www.niu.edu/pub_ad/paweb.html to learn more about the program. AA/EEO institution that
strongly encourages applications from women and minority candidates.
Assistant Professor
Department of Political Science
East Carolina University
The Department of Political Science at East Carolina University invites applications for a tenure-track position at
the assistant professor level in the field of public budgeting beginning August 21, 2006. PhD, DPA or advanced
ABD required. While specific areas of teaching and research are open, the individual chosen for this position
must be able to teach graduate (MPA) and undergraduate courses in public budgeting and finance, as well as
additional courses in public administration at both the graduate and undergraduate levels. The successful
candidate will become a member of the MPA nucleus faculty with substantial determining influence over the
design and implementation of the MPA Program. Preference will be given to those who have teaching experience in public administration courses at the graduate level. Scholarly productivity and service to the University,
community, and profession are expected. For complete information on the position please see the following
website: http://www.ecu.edu/polsci. Send letter of interest, curriculum vita, graduate transcripts (official
transcripts are required upon employment), and three current letters of reference to: Dr. Carmine P. Scavo, Chair,
Public Budgeting and Finance/Public Administration Search Committee, Department of Political Science, East
Carolina University, Greenville, NC 27858-4353. Screening begins November 1, 2006; position will remain
open until filled.
Director
The School of Public Administration
Florida International University
Miami, FL
The School of Public Administration at Florida International University (FIU) is seeking a Director to provide
innovative administrative leadership and academic vision for a 13-member faculty with distinctive competencies
in Urban Policy and Management, economic development, budgeting and financial management, and comparative and international administration. The candidate should have a Ph.D. in Public Administration or a cognate
social science, although other related backgrounds may be considered. The applicant must have academic
administrative experience, including enrollment management, and have demonstrated the ability to promote
programs and secure external resources. Applicants must have a sufficiently strong academic track record to be
appointed at the rank of senior associate or professor. Salary will be commensurate with rank and experience.
The School of Public Administration fosters interdisciplinary research and instruction that advances theory and
practice in urban management and policy. The School offers a bachelor’s, master’s, and Ph.D. in public administration. The Ph.D. in Public Administration has an excellent placement record in academe and senior management. The MPA is a NASPAA accredited program that has trained many of the Southeast Florida’s municipal
and non-profit leaders. The BPA provides an educational foundation to a largely non-traditional student body. In
addition to its program, offerings in three locations within Miami-Dade County, discussions are underway with
regard to establishing a major program in China.
Florida International University, a Doctoral Research-Extensive institution, is Miami’s public research university.
The University has a nationally renowned faculty known for their outstanding teaching and cutting-edge research.
Students come from throughout the U.S. and more than 156 foreign countries. Since opening in 1972, FIU has
grown to 35,000 students, 1,000 full-time faculty, and 110,000 alumni, making it the largest university in South
Florida and placing it among the nation’s 25 largest colleges and universities. FIU is located in one of the world’s
great gateway cities and its location within Florida’s Gold Coast affords research opportunities in one of
America’s foremost urban laboratories in such areas as economic development, urban management, immigration,
and transportation planning.
Please, submit your statement of interest, curriculum vitae, and three letters of reference to:
Dr. Ray Thomlison
Dean
Schools of Social Work, Policy and Management
College of Health and Urban Affairs
11200 S.W. 8th Street, HLSII 376
Miami, FL 33199
Two Assistant Professor Positions
The Department of Public Administration
University of Kansas
Public Organizations and Management (1)
Public Budgeting and Finance (1)
The Department of Public Administration at the University of Kansas invites applicants and nominations for two
full-time, tenure-track Assistant Professor positions to begin August 2006.
The University of Kansas Department of Public Administration is small and collegial, with an outstanding
research and teaching faculty and strong nationally recruited students. The MPA program is highly ranked among
graduate programs, particularly in the areas of City Management/Urban Policy and Public Management. The
department serves the traditional campus in Lawrence, a program in Topeka, and a growing student body at the
University’s nearby Edwards Campus in metropolitan Kansas City.
The department has a new undergraduate program at the Kansas City campus and a new PhD program in
Lawrence. To prepare for these new programs and to continue our current research and teaching excellence, the
department seeks applicants for faculty positions with research and teaching capabilities in the following areas:
public organizations and management (1) and public budgeting and finance (1). The secondary fields of specialization are open, although the department is particularly interested in candidates for the public management
position whose research and teaching interests include administration and organization in the context of intergovernmental arrangements, federalism, or global systems of shared power.
Primary responsibilities include research and teaching in our Ph.D., M.P.A. and undergraduate program. An
earned doctorate is preferred, but outstanding candidates nearing the completion of their doctorate will be considered. Candidates must provide demonstrable research and teaching qualifications and evidence of excellence, or
potential for excellence, in research and teaching. Salary is competitive and commensurate with experience.
Women, minorities and those who would contribute to the climate of diversity, including a diversity of scholarly
approaches, are especially encouraged to apply.
Initial review of applications will begin October 26, 2005 and will continue until the positions are filled.
Information about the department is available at www.kupublicadministration.org. Interested individuals should
submit a curriculum vita, teaching evaluations, three letters of recommendation, and one or two article-length
manuscripts or other writing samples to: George Frederickson, Faculty Search Committee Co-Chair, Department
of Public Administration, University of Kansas, 1541 Lilac Lane #318, Lawrence, KS 66045-3177 or
[email protected]. EO/AA. Paid for by KU.
Assistant Professor
Roosevelt University
Roosevelt University invites applications for a tenure-track-position in public administration at the rank of
assistant professor, beginning August 2006. Applicants should be able to teach public budgeting and finance as
well as in a specialty area. The specialty area is open. Roosevelt University, dedicated to an emphasis on social
justice, is a private, non-sectarian university serving a diverse student body, with campuses in downtown Chicago
and suburban Schaumburg. While faculty is devoted to teaching, scholarly research is expected and supported.
PhD required by date of appointment. Candidates should submit letter of interest, statement of teaching philosophy, statement of scholarly/professional goals, CV and names, addresses, phone numbers and email addresses of
three references to: Public Administration Search Committee, Department of Political Science and Public
Administration, Roosevelt University, 430 South Michigan Avenue, Chicago. IL 60605-1394, email:
[email protected]. Review of applications will begin November 15, 2005 and will continue until an offer
is made. Roosevelt University is an Equal Opportunity Employer and strongly encourages applications from
minority candidates.
PA TIMES
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UNIVERSITY POSITIONS
Public Administration Faculty Positions
Department of Government
New Mexico State University
The Department of Government at New Mexico State University invites applications for two tenure-track
positions at the Assistant Professor level effective August 2006 (Requisition # 2005011917, 2005011739). The
department seeks candidates who have training in public administration and political science, with an interest in
working across disciplinary boundaries and seeking creative solutions to complex social problems. New Mexico
State University offers the only NASPAA-accredited MPA Program at a university classified by the Carnegie
Foundation as a Doctoral/Research University-Extensive near the U.S. – Mexico border. In addition to the MPA
degree, the department offers a Master of Arts in Government, and undergraduate degrees in Government and
Law & Society and is expecting to add a degree in Planning in the near future. For more information about the
department visit our homepage at http://www.nmsu.edu/~govdept/.
Responsibilities include teaching a combination of graduate public administration and undergraduate political
science and/or planning courses, scholarly research and service to public agencies. Areas in public administration are open, although the department particularly seeks applications from individuals with public management
and/or planning emphases. At least one of the successful candidates will be expected to teach in the area of public
management. Ph.D. in political science or public administration or D.P.A. required. A Ph.D. in Planning will be
considered if the applicant also has an MPA degree or substantial training in public administration. Degree must
be completed before August 2007 but preference will be given to those with degree in hand by August 2006.
Applicants from other disciplines will not be considered.
The successful candidate must possess strong teaching and research skills, ability to work effectively with
students, faculty, and community leaders, and a demonstrated commitment to public service. Preference will be
given to those committed to interdisciplinary research, Spanish language competency, experience working in
state/local government and/or experience with distance education. NMSU is currently in the process of identifying at least five cross disciplinary research clusters including 1) Southwest border region education, health and
culture, 2) Natural resource sustainability, 3) 21st century space/aerospace, 4) Information sciences, and 5)
Bioresearch/life
sciences
(for
more
information
see:
http://www.nmsu.edu/~ucomm/PageOne/May2005/body.html ). Candidates whose research interest fit into one
or more of these clusters are desired but not required. Salary competitive.
Submit letter of application, vita, graduate transcripts, brief writing sample, evidence of teaching ability (if
available), and three letters of reference. Review of completed applications will begin November 1, 2005 and
will remain open until filled. Please apply to: Dr. Russ Winn, MPA Director, Department of Government, New
Mexico State University, Box 30001, MSC 3BN, Las Cruces, NM 88003. NMSU is an EEO/AA employer;
members of minority groups and women are particularly encouraged to apply. For more information or to
request an accommodation in the application process, call 505-646-4935.
Assistant Professor Position
Askew School of Public Administration and Policy
Florida State University
The Askew School of Public Administration and Policy at Florida State University is currently seeking applications for a tenure track faculty position with a specialization in health care organizations to enhance the school’s
NASPAA accredited MPA curriculum and contribute to the newly formed Master of Public Health program in the
College of Social Sciences. Teaching health systems management (of health care institutions such as county
health departments, hospitals or nursing homes) is required and ability to teach information management of
health systems is preferred. Teaching and research interests in other areas related to the MPH, MPA and Public
Administration Ph.D. degrees are welcome. Practitioner experience is valued but not required. Additional
program details can be found at http://askew.fsu.edu.
Located in Florida’s capital city, the Askew School offers extensive opportunities for research and networking.
Faculty members are actively publishing scholars who enjoy working with junior colleagues. The standard
teaching assignment is 2 + 2 and salary is competitive. Applications are invited especially from minority
candidates. The Florida State University is an Affirmative Action/Equal Opportunity Employer.
Submit C.V. and three letters of reference to: Dr. Fran Berry, Search Committee, Askew School of Public
Administration and Policy, Florida State University, Tallahassee, Florida 32306-2250 by November 15th. Review
of applicants will commence on this date and continue until the position is filled.
Two Tenure-track Faculty Appointments
The Robert F. Wagner Graduate School of Public Service
New York University
The Robert F. Wagner Graduate School of Public Service at New York University seeks to make two tenure-track
faculty appointments for the 2006-2007 academic year in the area of financial management with a focus on
government, not-for-profit organizations, healthcare institutions, or public finance. We welcome applications at
all levels as well as nominations for senior candidates. Applicants must have a doctoral degree in a relevant
discipline.
The Wagner school offers both master’s and doctoral degrees, and currently has 30 full-time faculty members.
Although they are trained in a wide variety of disciplines, they share a commitment to addressing issues of public
importance, both in the classroom and in their research. Applicants are encouraged to visit http://wagner.nyu.edu
for more detailed information about NYU Wagner.
Applicants should send a cover letter, CV, and a research paper to the address below. Please arrange to have
three reference letters sent as well. All application materials must be received by December 1, 2005.
Faculty Search Committee
The Robert F. Wagner Graduate School of Public Service
New York University
295 Lafayette Street
New York, NY 10012
Email:[email protected]
NYU is an Equal Opportunity/Affirmative Action employer and is strongly committed to diversity within its
community.
Assistant Professor
The Political Science/Planning Department
University of West Georgia
The Political Science/Planning Department invites applications for a tenure-track position at the assistant professor level for teaching in a NAASPA-accredited Master of Public Administration program. Qualifications include
a Ph.D. in political science or public administration; potential for scholarly research and publication; evidence of
teaching excellence; and a commitment to public service. Duties include teaching courses in public administration and American Government. Preference will be given to those qualified to teach research methods, program
evaluation, budgeting and/or administrative law. Review of applications will begin November 15, 2005. Position
is dependent on funding. The University of West Georgia is a masters-degree-granting institution with approximately 2,000 graduate students and 8,000 undergraduates. The University is located in Carrollton, a city of
around 20,000 people located fifty miles from downtown Atlanta. The city offers many advantages of being close
to a dynamic and growing metropolitan area. West Georgia is an equal opportunity, affirmative action employer.
Minorities and women are especially encouraged to apply. Candidates should send: a letter of application, vitae,
and names of three references to: Chair, Search Committee, Department of Political Science/Planning, University
of West Georgia, 1601 Maple St., Carrollton, GA 30118-2100.
Filename: C\\Dept\Job Searches\2006 Search\Asst prof ad.doc
FOR-PROFIT POSITIONS
Director, Government Relations
A Fortune 100 Industry Leader is seeking a Director of Government Relations, to work as a strategic partner with
the Leadership Team in Massachusetts and New Hampshire. The Director secures and maintains contractual
operating authority and develops strategies for government affairs and public policy issues.
Organizes and directs franchise renewal efforts in the assigned area, including developing and implementing
franchise renewal strategy consistent with market and corporate guidelines, securing timely franchise renewals
on acceptable terms, managing local franchise administration, and ensuring timely renewal notificationsOversees
and directs team of managers responsible for contract compliance and renewal within business guidelines. Has
direct involvement in negotiating and resolving complex and/or difficult contract issues, as required. Works with
Law Department as required on issues having legal impact. Coordinates with internal subject matter expertsS to
accomplish market goals in contract negotiation. Secures transfer approvals in the assigned area, as needed, for
corporate transactions. Builds and maintains positive relationships with all community officials Has direct
involvement in resolving complex and/or difficult franchise renewals, franchise transfers and franchise noncompliance issues, as required. Analyzes, strategizes and implements local regulatory initiatives and supports
state and federal initiatives. Attends municipal meetings and meets with local community officials and is
company’s advocate on business-related community issues.
Within assigned area, manages relationships with outside counsel, consultants or lobbyists to implement market
strategies or initiatives. Monitors and reports on the involvement of municipal consultants and interacts to
preserve the local orientation of negotiations. Drafts letters to municipal officials, prepares scripts, speeches,
talking points, etc., for regulatory competitive activities or other political issues and assists in the preparation of
press releases. Coordinates with internal SMEs to accomplish market goals.
Works with Law Department as required on issues having legal impact. Attends municipal meetings and meets
with local community officials and is company’s advocate on all issues. Identify and attends community events
to support local relationship building and community relations. Accountable for law, government, and community
relations expense budget for the assigned geographic area. Manages a team of franchising and government affairs
professionals and provides overall leadership and personnel management of the team of government and
community relations professionals reporting to them, including staffing, performance management, compensation administration, office management, etc.
Required qualifications include bachelor’s degree in job-related field or at least 7 -10 years of directly related
experience, such as municipal law or political background. Extensive franchise renewal and transfercontract
negotiation experience.
S and strong negotiation skills critical, as well as functional management and people leadership abilities. Job
requires some travel within New England and some evening work. Strong relationships with the assigned external
local franchise authorities and/or government officials, understanding of financial analysis and budgeting.
Background in contract management or legal skills and/or law degree desirable.
To apply, mail your resume to: Code P3665, P.O. Box 222, Needham, MA 02494. You may also email to [email protected] or fax to (617) 969-6753, referencing Code P-3225.
An Equal Opportunity Employer. We support a drug free and safe work environment.
PAGE 26
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The Recruiter
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EMPLOYERS
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UNIVERSITY POSITIONS
Assistant/Associate Professor of Public Administration
Public Management Department
Suffolk University
Suffolk University’s NASPAA accredited Public Management Department seeks candidates with a doctorate at or
near completion in Public Administration, Organizational Behavior, or related field. This is a tenure track position
with rank based on qualifications and experience.
Suffolk University is located on Beacon Hill in Boston, Massachusetts, the government, health, finance,
education, and cultural hub of New England. (The university is within walking distance of the State House, federal
offices, and Boston City Hall). The Public Management Department has over 200 students, eleven full-time
faculty, and awards MPA and MHA degrees.
Fields of research and teaching for this position are open with applications from candidates with strengths in
organizational behavior, community development, civic engagement, conflict resolution, nonprofit management
preferred. We are seeking candidates with the ability to teach in two or more of the following areas of our core
curriculum: organizational effectiveness, human resources management, leadership. Previous practitioner experience is valued.
Applications must be received by December 1, 2005. Start date is September 1, 2006. Position availability is
subject to funding.
Suffolk University is an equal opportunity employer.
Send application letter, current vita, and the names of three references to:
Dean Richard C. Torrisi
Sawyer School of Management
Suffolk University
8 Ashburton Place
Boston, Ma 02108
Albert A. Levin Chair
in Urban Studies and Public Service
at the Maxine Goodman Levin College of Urban Affairs
Cleveland State University
The Maxine Goodman Levin College of Urban Affairs at Cleveland State University seeks applications and
nominations for a prominent urban specialist to serve in an endowed chair. The chair was endowed by the family
of the late Albert A. Levin, an attorney, real estate developer and civic leader, in honor of his commitment to
downtown Cleveland. The Levin Chair was the first endowed professorship in America combining classroom
teaching with direct public service. The candidate will have a national reputation in the subfield of Urban Studies
and Public Affairs.
Position duties and responsibilities:
Enhance the potential of the College as an institution
Work with elected and civic leaders on urban policy issues of concern to the city and region
Teach courses on urban issues
Secure external support for research and public service
Enhance interaction between the College, the City of Cleveland, and the Northeast Ohio region
Work with The Center for Community Solutions on a mutually agreed upon agenda
The holder of the chair will be appointed to the College faculty with opportunities for collaboration with
researchers across the College.
Appointment to the Chair is a five-year renewable term, with an option for a tenured appointment. Salary for the
position is competitive, plus a generous travel budget and research support. Minimum qualifications include (a)
an earned doctorate, or appropriate professional degree and career experience in an appropriate field; (b) a record
of excellence in scholarship; and (c) public service achievement. Preferred candidates will have a record of
teaching at the undergraduate or graduate levels, as well as a track record in funded research.
The Levin College is ranked among the top 10 schools of urban affairs in the nation. The college Web page is:
http://urban.csuohio.edu. It offers baccalaureate degrees in urban studies, urban services administration, public
safety management, and environmental studies; master’s degrees in urban studies, public administration, environmental studies, and urban planning, design and development; three joint master’s degrees; and a doctoral degree
in urban studies and public affairs. Located in downtown Cleveland, Cleveland State University enrolls 17,000
students.
Position open until filled. First review of applications is December 1, 2005, to start Summer/Fall 2006. Applicants
should send a letter of interest, curriculum vitae, and the names, addresses and phone numbers of four references
to: Dr. Edward “Ned” Hill, Chair, Levin Chair Search Committee c/o Office of the Dean, UR335, Maxine
Goodman Levin College of Urban Affairs, Cleveland State University, Cleveland, OH 44115. Cleveland State
University is an AA/EOE committed to nondiscrimination. M/F/D/V encouraged.
Faculty Search
The Maxine Goodman Levin College of Urban Affairs
Cleveland State University
Associate or Full Professor of Urban Planning, Design and Development and Director, Center for Housing
Research and Policy
The Maxine Goodman Levin College of Urban Affairs at Cleveland State University is seeking a faculty member
who will direct the college’s Center for Housing Research and Policy. The position will be filled at either the
Associate or Full Professor level. The successful candidate will start in August, 2006.
The Center for Housing Research and Policy has a strong record of research and policy development in the study
of critical housing supply and demand issues, inventory and analysis of the region’s housing stock and its
conditions, and housing directions and trends useful for core city neighborhood and inner-ring suburban revitalization. The new director will continue these research areas and help build the center toward national prominence
in research and policy development in one or more of the areas listed in the preferred qualifications below. The
incumbent will direct the center and teach two courses per year. External funding may be used to offset some
teaching responsibilities. Additional information about the Center can be found at
http://urban.csuohio.edu/housing.
MINIMUM QUALIFICATIONS: A Ph.D. in planning, urban studies, urban policy, geography, regional science
or other allied field relevant to housing or housing policy; an exemplary and sustained record of published
research and external funding in a university setting; and experience in outreach to the relevant local, state and
national professional and applied communities.
PREFERED QUALIFICATIONS: Ability to manage the existing research scope of the center; interest and experience in one or more of the following areas: sustainable settlements/development, real estate (re)development,
housing technology, housing policy, or metropolitan housing market dynamics; a record of collaborative interdisciplinary research with faculty; ability to teach in the Master of Urban Planning, Design and Development
program.
Review of applications will begin November 11, 2005 and continue until the position is filled. Please send a
statement of interest (addressing both research and teaching), curriculum vita, a maximum of three relevant
reprints, a sample syllabus, and contact information for three references to: Dr. Wendy A. Kellogg, Chair, Search
Committee c/o Office of the Dean, College of Urban Affairs, Cleveland State University, 2121 Euclid Ave., UR
335, Cleveland, OH 44115. The Levin College has been ranked second in the nation for the study of city management/urban policy in the last three surveys by U.S. News and World Report. The college offers nine academic
degrees, four dual degrees, several professional certificate programs, two leadership development programs, and
has 12 research centers. The college has ongoing academic, research, and technical assistance programs in greater
Cleveland, Ohio, Botswana, Croatia, and South Korea. The college Web page is http://urban.csuohio.edu. The
Master’s Program in Urban Planning Design and Development consists of twelve full time faculty members with
outstanding teaching and research records, and has approximately 75 full- and part-time students. The degree is
accredited
by
the
PAB.
Additional
information
can
be
found
at:
http://urban.csuohio.edu/academics/graduate/mupdd. Cleveland State University is an AA/EOE committed to
nondiscrimination. M/F/D/V encouraged.
Assistant Professor of Public Administration
The Maxine Goodman Levin College of Urban Affairs
Cleveland State University
The Maxine Goodman Levin College of Urban Affairs, Cleveland State University, seeks applicants with teaching
and research interests in public administration for a tenure track faculty position at the rank of Assistant Professor.
We are especially interested in a scholar with expertise in one or more of the following areas of study and/or
practice: (a) homeland security, (b) nonprofit management, (c) budgeting, or (d) human resources management
and administration.
The Levin College has been ranked second in the nation for the study of city management/urban policy in the last
three surveys by U.S. News and World Report. The college offers nine academic degrees, four dual degrees,
several certificate programs and is home to twelve research centers. For additional information, please refer to
our Web page: www.urban.csuohio.edu.
Applicants should hold a Ph.D. in public administration, political science, an allied field relevant to the preferred
areas of expertise or expect to have completed all the requirements for their doctoral degree by August 2008. A
commitment to undergraduate and graduate education is necessary.
Review of applications will begin December 1, 2005 and continue until the position is filled. All candidates
should send a statement of interest (addressing both research and teaching), a curriculum vita and contact
information for three references to: Dr. Jennifer Alexander, Chair, PA Search Committee, c/o Office of the Dean,
College of Urban Affairs, Cleveland State University, 2121 Euclid Avenue, UR 335, Cleveland, OH 44115.
Cleveland State University is an AA/EOE committed to nondiscrimination. M/F/D/V encouraged.
Health Sciences Center
University of Colorado at Denver
The Center on Domestic Violence at the UCDHSC Graduate School of Public Affairs (GSPA) is currently seeking
applicants for a faculty position in domestic violence to begin August of 2006 at the tenured associate or full
professor level. Salary will be competitive. A federal earmark awarded to the school will fund the development
of a Center on Domestic Violence and this faculty member will play a pivotal role in its creation, fostering collaborations between practitioners and researchers, engaging regional and national foundations and other organizations focused on domestic violence in university endeavors, and in initiating educational and research programs.
Candidates must have a Ph.D. or equivalent degree in public policy or administration, women’s studies, sociology, public health, criminal justice or other related field; evidence of excellence in teaching; a strong publications
record; and significant accomplishments and promise in funded research. All candidates must demonstrate ability
to teach in the school’s MPA, MCJ and/or Ph.D. program core curricula. Applications must include a letter
summarizing qualifications and interests in the position, a current vita, and a list of three professional references
with addresses, telephone numbers, and e-mail addresses and should be sent to: Barbara Paradiso, Faculty Search
Committee, UCDHSC Graduate School of Public Affairs, Campus Box 142, P.O. Box 173364, Denver, CO
80217-3364. Inquiries may also be sent to: (303) 315-2736 or [email protected]. A review of
applications begins on November 7, 2005, and will continue until the search is completed. The University of
Colorado is committed to diversity and equality in education and employment. See http//www.cudenver.edu/gspa
for further details.
PA TIMES
OCTOBER 2005
PAGE 27
The Recruiter
WHERE
EMPLOYERS
AND
JOB
SEEKERS
M E E T.
UNIVERSITY POSITIONS
Several Open Positions
The Graduate School of Public Policy
The University of Regina
Faculty Openings
School of Public Affairs
Arizona State University
The University of Regina’s Graduate School of Public Policy has recently come into existence and is now in the
position of looking for several new colleagues with extraordinary accomplishments and/or promise in 3 broad
areas: governance and public management, policy evaluation and public finance, and health policy and management. We also seek applicants with outstanding academic qualifications in areas that are aligned with, but don’t
necessarily fit neatly into, the above three themes. Candidates should be able to teach a combination of public
administration, public policy analysis, public policy evaluation, quantitative or qualitative methodology, macro
and micro-economics and public finance. We also hope to find individuals with secondary substantive policy
expertise in areas such as health policy, gender, economic development, environmental policy, agriculture or
other policy areas.
Candidates should have a strong record of research and teaching and a demonstrated interest in applying
academic research to address real-world public policy problems. Candidates should also have the ability to
effectively teach professional and pre-professional graduate students. Primary responsibilities of the position
include: (1) carrying out a program of research leading to scholarly publication; (2) teaching graduate courses;
and (3) participating in outreach and public service activities as well as internal service.
We are especially interested in candidates with completed PhDs in political science, economics, public policy, or
other policy related disciplines. The School offers competitive remuneration proportionate to qualifications and
experience, financial support for research and travel to international conferences, and other benefits.
To apply, please send cover letter, CV, a writing sample, and contact information for three referees to:
Ken Rasmussen
Director, Graduate School of Public Policy
University of Regina
Regina, Saskatchewan
S4S 0A2
Email: [email protected]
Review of applications will begin Dec 1, 2005 and will continue until all the positions are filled. In accordance
with Canadian immigration requirements, priority will be given to Canadian citizens and permanent residents of
Canada.
The ASU School of Public Affairs has made a new commitment to advancing urban governance in a global
context and seeks two faculty members; one assistant professor and one full professor, to aid in this important
initiative. While the School already has an MPA program that is consistently ranked among the top programs in
the country and a well-established Ph.D. program, we are in the process of building and expanding our efforts in
a way consistent with a new statement of vision (available at http://spa.asu.edu/). In this connection, the School
is developing a new undergraduate program in urban and metropolitan studies, a new graduate program in urban
public policy, and new offerings in leadership and ethics. The unveiling of these programs will coincide with the
School’s move to ASU’s new Downtown Phoenix campus in the fall of 2006.
Full Professor – The School of Public Affairs is seeking a senior and well-established scholar with special
interests in teaching and research in urban governance, including urban management and urban policy. We see
this position as enhancing our ability to move successfully to the global and international stage in terms of urban
governance and will expect the occupant of this position to enhance our capacity to attract external funding.
Minimum qualifications are: Earned doctorate in public administration, public policy, urban affairs, or a related
field and experience in teaching, research, and community engagement to qualify for the rank of Professor with
tenure. Desired: national and international recognition in urban institutional design, urban community development, comparative urban studies, public policy and/or public finance.
All interested applicants must send a cover letter, curriculum vita, the names, addresses, and telephone numbers
of three references, and two recent working papers or publications to: Collette Brooks, School of Public Affairs,
Wilson Hall, Arizona State University, PO Box 870603, Tempe, AZ 85287-0603.
Application deadline is November 1, 2005; if not filled every two weeks thereafter until the search is closed.
Arizona State University is an Equal Opportunity/Affirmative Action Employer.
Assistant Professor – The ASU School of Public Affairs is also seeking an assistant professor to aid in developing our expertise in global urban governance. Required: Earned doctorate in public administration, public policy
or related field by August 16, 2006 and demonstrated potential for teaching and research excellence. Desired:
Teaching and research potential in core areas in public administration, but also evidence of interest in urban
policy and/or urban management. We will give strong preference to individuals who have experience in teaching
urban and metropolitan studies, including courses such as urban history and development, urban governance,
urban leadership, and urban research.
All interested applicants must send a cover letter, curriculum vita, the names, addresses, and telephone numbers
of three references, and at least one recent working papers or publications to: Collette Brooks, School of Public
Affairs, Wilson Hall, Arizona State University, PO Box 870603, Tempe, AZ 85287-0603
Application deadline is November 1, 2005; if not filled every two weeks thereafter until the search is closed.
Arizona State University is an Equal Opportunity/Affirmative Action Employer.
A background check is required for employment.
Tenure Track Faculty Position in Health Administration
School of Public and Environmental Affairs (SPEA)
Indiana University-Bloomington Campus
The School of Public and Environmental Affairs (SPEA) at Indiana University seeks to appoint a tenure-track
faculty member at the assistant or associate level in the area of Health Administration on the Bloomington
campus. The search is open to those with a background in one or more health administration policy areas
(economics, finance, management, policy analysis, or a related area). Applicants must present evidence of high
quality research and an ambitious research program, an interest in professional service applications, and a strong
commitment to high quality teaching. The Ph.D. or equivalent terminal degree is required before appointment.
The individual selected for this position will teach health administration courses for both undergraduate and
graduate students in SPEA. At the undergraduate level, SPEA offers a Bachelor of Science in Public Health
degree with a Health Administration Major that gives students the opportunity to develop organizational skills
and leadership capabilities specifically designed for the health field. The individual will also be expected to serve
as principal advisor for students in public affairs in SPEA’s Bachelor of Science in Public Health program as well
as other undergraduate and graduate students with interests in health policy and management.
SPEA is a multidisciplinary, university-wide division of Indiana University and is organized as a professional
school committed to excellence in teaching, research, and service and to addressing critical issues of public
policy and management. All faculty members teach required and elective courses at the undergraduate, professional masters and doctoral levels. SPEA is the largest U.S. public affairs school in the nation with over 100
tenure-track faculty members on six campuses. The graduate program consistently ranks among the best in the
country.
Review of applications will begin November 15, 2005 and continue until the position is filled. Please submit a
letter of application, current vita, complete contact information, and three letters of recommendation to:
Dr. Clinton V. Oster Jr.
Professor and Associate Dean of Bloomington Programs
SPEA, Room 300
1315 E. Tenth Street
Indiana University
Bloomington, IN, 47405-1701
For more information see http://www.iu.edu/~speaweb/faculty/open.html
Indiana University is an Equal Opportunity/Affirmative Action Employer, Educator and Contractor, M/F/D and
strongly committed to achieving excellence through cultural diversity. The university actively encourages
applications and nominations of women, persons of color, applicants with disabilities and members of other
underrepresented groups.
Public Administration Tenured or Tenure Track Faculty
University of Texas at San Antonio
Rank Open
The Department of Public Administration at the University of Texas at San Antonio (UTSA) invites applicants
for a tenured or tenure track Rank Open position beginning Fall 2006 (pending budget approval). Required
qualifications include an earned Ph.D. in Public Administration, Political Science, Public Affairs, or related
discipline by August 15, 2006 for appointment at the rank of Assistant Professor. A successful ABD candidate
who fails to complete all degree requirements by that date can only be hired at the rank of Instructor. Completion
of the doctorate no later than the end of the second year of teaching is mandatory. Candidates must demonstrate
evidence of excellent teaching and research or strong potential. To be considered at the rank of Associate
Professor a candidate must have a record of nationally recognized research as well as experience with grant
funded research. To be considered at the rank of Professor a candidate must have a distinguished record of
nationally or internationally recognized research as well as a successful history of grant funded research.
Preferred qualifications include a specialization in Nonprofit Organizations, Nonprofit Management, or other
aspect of the Nonprofit Sector. We seek a dynamic scholar who combines an active research agenda with
excellent teaching and service in a culturally diverse setting. Responsibilities include teaching, research, and
service. Teaching will be at the graduate and/or undergraduate level. Courses will be offered primarily at the
UTSA Downtown Campus but may also be offered at the 1604 Campus and occasionally at night. The department currently offers a Master of Public Administration degree and an undergraduate minor in Nonprofit
Management. The department provides American Humanics certification both at the graduate and undergraduate level.
Applicants must submit a letter of application; vita; names, addresses, and telephone numbers of three
references; one or two article-length manuscripts or other samples of research and writing; and teaching evaluations (if available) to: Faculty Search Committee Chair, Department of Public Administration, University of
Texas at San Antonio, 501 W. Durango Blvd, San Antonio, Texas, 78207. ABD applicants must have their
Dissertation Committee Chair send a letter to the Search Committee Chair indicating progress in degree completion and/or expected date of defense. Initial review of applicants will begin December 1, 2005 and will continue
until the position is filled.
UTSA is an Affirmative Action/Equal Opportunity employer. Women, minorities, and individuals with disabilities are especially encouraged to apply. Applicants who are not U.S. citizens must state their current Visa and
residency status. This position is security-sensitive as defined by the Texas Education Code 51.215(c) and the
Texas Government Code 411.094(a)(2).
CONFERENCE CALENDAR
October 2005
5-8
6-9
SECOPA 2005 Annual Conference
(Southeast Conference on Public
Administration)
Location: Little Rock, Arkansas
Theme: Transforming Public Service in the
21st Century
Contact: David Sink at [email protected]
November 2005
April 2006
10-12 2005 Association for Budgeting and
Mar. 31-Apr. 4
60th International Atlantic Economic
Conference
City: New York, NY
11-13 2005 ASPA Midyear Leadership Meetings
12-13 Management Concepts: How to Write the
Application Narrative
Location: Vienna, VA
Contact:
[email protected]
18-21 X International Congress of CLAD on State
and Public Administration Reform
City: Santiago, Chile
21-22 International Conference on Public
Administration [co-sponsored by ASPA]
City: Chengdu, China
Contact: Don Menzel at
[email protected]
Financial Management (ABFM) Conference
City: Washington, DC
Contact: Kurt Thurmaier at
[email protected]
City: Washington, DC
Contact: ASPA at
[email protected]
February 2006
22-26 Conference of Minority Public Administrators
(COMPA) Annual National Conference
Location: Marriott Hotel, Winston-Salem, NC
March 2006
15-19 61st International Atlantic Economic
Conference in Berlin, Germany
Prof. dr. M. Peter van der Hoek is
organizing sessions on public administration
and public finance. If you want to present a
paper, please submit your abstract (250500 words, no full papers) by e-mail to
[email protected].
Submission deadline: November 15, 2005
AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION
INSIDE:
Frederickson Perspective
Ethics Moment
CAP Corner
Conference News
Recruiter
11
12
12
15
21
67th Annual ASPA National
Conference
City: Denver, CO
www.aspanet.org
For more detail on any of these events, click the
link to ‘Conferences’ on the ASPA home page
www.aspanet.org
VOL. 28 NO. 10
OCTOBER 2005
PA TIMES
28 Years • 1977-2005
A Powerful Voice for Public Service . . .
PA TIMES
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