Tricia Dwyer-Morgan

ASPA’s Section for Women in PublicAdministration is proud to join withBusiness and Professional Women/USA andthe Business and Professional Women’sFoundation in a collaborative effort toincrease visibility for the “Women JoiningForces” program.

The public service sector better meets theneeds of women veterans for challenging,confidence-building and interesting workthan the for-profit sector, indicates a newsurvey of 1,600 women veterans conductedby Business and Professional Women’s(BPW) Foundation. The Women Veterans inTransition survey offers, for the very firsttime, a composite picture of the experiencesof women veterans and allows BPWFoundation to design and encourageprograms and services that will be mostuseful to them and their employers.

According to the research, women veteranswhose first post-military job was in the

Reston, VA–INPUT, a group of governmentbusiness analysts, forecasts that the stateand local public safety interoperablecommunications marketplace will grow to$5.5 billion by 2012, including $3.4 billionfrom various federal funding sources.Recently the National Telecommunicationsand Information Administration issued thePublic Safety InteroperableCommunications (PSIC) grant program,which will provide nearly $1 billion foragencies and jurisdictions to improve public

safety communications to get these systemscloser to where first responders need themto be. However, limited gains will be madethis time around because an absence ofcommon standards and leadership from thefederal government leave officials inpositions to make complicated decisionswithout the needed guidance.

“Lacking clear guidelines for standardiza-tion, states and localities will purchase awide variety of systems and equipment,”

said Tim Brown, analyst, homeland securityfor INPUT. “We will see investments inbasic radios and repeaters, millions ofdollars spent on gateways and sharedchannels, and hundreds of millions spent oncompletely new, statewide, interoperablenetworks.”

With Project 25, the standards for publicsafety digital equipment and systems are set

PA TIMESPathologies of GovernanceReform: Promises, Pervasionsand Perversions in the Age ofAccountability 3 We live in the Age ofAccountability–or at the least that iswhat it feels like if you are engagedin or subject to any form of manage-ment, and that includes a growingnumber of us in the public, privateand nonprofit sectors.–Melvin J.Dubnick

PM in Elementary and SecondaryPublic School Systems 4 Coaches are judged by how manygames they win and lose and chiefexecutive officers are evaluatedaccording to their company’s profitsand losses. Why can’t outcomemeasures be instituted in the publicsector? –James Gerard Caillier

Confronting the Elusive Nature of Racism 5 I found myself thinking, “Can theAfrican-American ever hope toachieve true parity in the face ofracism; especially quiet racism?”The legal basis for unequaltreatment no longer exists, but thereare a thousand and one ways inwhich quiet racism has a negativeaffect on the lives of the African-American.–Robert Gest

Internet Redesign: GENI’s E-government Implications 7 In May 2007, the NSF launchedreview of the Internet with an eyetoward redesign or replacement. Theinitiative, named GlobalEnvironment for NetworkInnovations (GENI), kicks off with a$10 million planning budget.Estimated costs may reach $300million over the next several years.–David L. Baker, Charlene M. L.Roach

Insights on Perf. Mgmt. 9

Frederickson Perspective 11

Ethics Moment 12

Where Things Stand 13

ASPA TIMESNational Council Candidate Slate 15

President’s Column: ASPA’s Legacy to Public Administration 16Public administration is experiencingtremendous change as a profession.Social and technological develop-ments are stimuli for much of thischange. Overall, the change ispositive, expanding the focus of ourprofession to embrace new andexciting programmatic activities.–Harvey L. White

Action Items from Mid-YearNational Council Meeting 17

New Members 18

ASPA in Brief 21

Recruiter 23

Conferences Calendar 28

IINNSSIIDDEE::

For more information on how to bepublished in PA TIMES, please contactChristine Jewett McCrehin at cjewett@aspanet.org.

PA TIMESA Powerful Voice for Public Service . . . 30 Years • 1977-2007

AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION VOL. 30 NO. 10 OCTOBER 2007

Survey ofWomen VetsRevealingPublic Sector Jobs BetterMeet Women Veteran Needs

Esteban G. Dalehite

Rapid enrollment growth in Florida coupledwith a slower pace of school constructioneventually led to a serious problem ofschool crowding in K-12 schools as early asthe 1980s. School crowding became a hotpolitical issue for state and local officials.

In the tradition of smart growth policies,“school concurrency” was advanced as asolution. School concurrency madereference to the broad objective of puttingschool seats in place prior to or concurrentto new development. However, the actualroad map to achieve this end was not

State, Local Gov. to Invest $5.5 Billion in Public Safety Interoperability by 2012$1 Billion in New Federal Grant Money with Deadlines on the Horizon

See SCHOOL CONCURRENCY, pg. 19

School Concurrency in Florida: A Local Success Story

See WOMEN VETERANS, pg. 2

ASPA’s leaders conduct business during their September 16, 2007, National Council meeting. The meeting completed ASPA’s annual three-day Mid-Year Leadership Meeting. Sections, SteeringGroups and Committees meet during these three days to conduct business and report on theprogress of their efforts. For information on actions taken by the Council, see page 17. See alsothe list of candidates for upcoming vacancies on the Society’s National Council, pg. 15.

ASPA’s National Council Conducts Business at

Society’s Mid-Year Meeting

See INTEROPERABILITY , pg. 2

ASPA and Partners LaunchPublicServiceCareers.org.

See article on pg . 15

Photo by Matt Rankin

public service sector (made up of both thenonprofit and government sectors) weremore than twice as likely as other womenveterans to say that the job was just whatthey were looking for when they transi-tioned from the military.

After leaving the military, women veteransstill wanted jobs that were important (50percent/very true), challenging (50.8percent) and interesting (58.5 percent).

Women veterans who entered the publicservice sector after leaving the militarywere 132 percent more likely than thosewho entered the for-profit sector to say thattheir first post-military job was somethingimportant, 60 percent more likely to say itwas interesting and 52 percent more likelyto say that it was challenging.

Public service sector jobs also appeared tofulfill women veterans’ desire for jobs thatcould give them confidence in what theycould do more readily than for those whore-entered the civilian workforce via thefor-profit sector. Women veterans whosefirst post-military jobs were the publicservice sector were much more likely tosay their jobs helped them gain confidence(60 percent) compared to those in the for-profit sector (49 percent).

Women veterans, in general, indicated thatafter being in the military they were well-prepared (73 percent) to be successful inthe civilian workforce and that they feltthey brought honesty and integrity (82.6percent), an ability to work with diversegroups of co-workers (81.2 percent) andleadership skills (68.4 percent) to the

workplace. Women veterans also gavethemselves high marks on more tangibleskill sets needed to be successful in thecivilian workplace.

“We believe that this survey is the first ofits kind, looking at the career transitionexperiences of women veterans across allservices, age groups and races. No one hasstudied the experience for all womenveterans as they first transition from themilitary into the civilian workplace,” saidDeborah L. Frett, CEO of BPWFoundation and Business and ProfessionalWomen/USA (BPW/USA).

More information on how women veteransfeel about their skills acquired in themilitary, their adjustment to the civilianworkplace and the resources they neededto make the transition between careers willbe included in an upcoming report inOctober by BPW Foundation includinginitial findings. Part of its WorkingwomenSpeak out (WWSO) series of researchprojects, WWSO II: Women Veterans inTransition is intended to capture a snapshotof what women veterans experience asthey first transition out of the military andseek their first post-military civilian job.

“BPW Foundation’s survey asks abouttheir experiences, the resources theyutilized in job hunting, what was helpful tothem during the job search and theirexperiences adjusting to the civilianworkplace,” added Frett.

For women veterans specifically interestedin government work, seeking such workappeared to help them make a quickertransition into the civilian workforce.

Women veterans entering the governmentsector secured a job, on average, aboutseven months after leaving the service,while for those entering other sectors, ittook about eight months. Those whoentered the government sector were 1.5times as likely to seek a civilian positionprior to separating from the military.

The first-post military job of 47.3 percent ofrespondents (who had secured work sinceleaving the military) was in the for-profitsector; 19.8 percent secured work in thegovernment sector, 9.3 in the military ascivilians, 8.1 percent in the nonprofit sectorand 1.8 percent were self-employed with13.7 indicating work in “other” areas.

While seeking work in the governmentsector made for a quicker transition forwomen veterans, questions about theiradjustment remain. Women veterans whoentered the government sector immediatelyafter separating from the military were aslikely as non-government employees to saythey didn’t feel completely adjusted evennow (46 percent compared to 44 percentoverall).

What makes the adjustment to the civilianworkplace challenging is not immediatelyclear as researchers undertake an initialreview of the survey results. Over the nextyear, further analysis is planned to fill in thiscritical gap in knowledge including focusgroups and interviews with women veterans.

One possible factor affecting how wellwomen veterans feel they have adjusted tothe civilian workplace may be linked withthe tendency to not join networks as theyjob hunt. While the importance ofnetworking is often emphasized as part ofthe job search among civilian job hunters,

women veterans appeared reluctant tomake use of existing networks of otherveteran or civilian contacts or to join newnetworks as part of their job seekingprocess. Fully 93 percent of womenveterans surveyed said that they did notjoin a women’s network, veteran’s serviceorganization or professional association tohelp find work.

According to market research andanecdotal information supplied by womenveterans through BPW/USA’s WomenJoining Forces (WJF) Program, “lack ofnetworks” was a major obstacle for asuccessful transition both personally andprofessionally. This fact was a major factorin the organization’s decision to create theWJF Program so that women vets couldtap into the national BPW/USA network ofworking women.

One woman veteran in the surveycommented: “I believe that although theremay be many sites and associations that mayoffer assistance with this transition, they arenot readily available. I would have liked tohave had a conference where organizationslike military recruiting companies andveterans (organizations meet).”

The “real” length of the transition processmay also play a role in the adjustmentfactor. The job hunting process for womenveterans separating from the militaryvaried greatly among veterans.

Almost half (48.4 percent) of all womenveterans surveyed got a jump start on theirjob search before leaving the military;looking an average about 5.4 months beforetheir official separation. But, 51.7 percent

to be complete by the end of 2008 at theearliest–they will not be finished in timeto guarantee interoperability with thislatest wave of funding. However, theStrategic Technology Reserve requiresstates to have an interoperable solution inplace while they continue to achieve their

long term goal of having interoperabilityplans that will be guided by the upcomingstandards. As a result, additional opportu-nities will continue to be created forvendors well into the next decade.

“It is an exciting time for vendors whooperate in the public safety communica-tions marketplace,” added Brown. “Withtight deadlines for the PSIC grant on the

horizon, vendors will need to step in andhelp agencies and jurisdictions incorporateinteroperability into their “as is” publicsafety communications systems. This willbe the first time that every state will havesuch a plan in place. Restrictions as towhat can and cannot be done to achieveshort-term interoperability will be limited,as long as the vision of long term goals,like P25, is not abandoned.”

INPUT's Public Safety InteroperableCommunications–$5.5 Billion InvestedNationwide from 2007-2012INPUT/Output® report is available toINPUT Network™ members. For moreinformation on becoming a member, call1-888-99-INPUT or submit an onlineinformation request.

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PAGE 2 PA TIMES • OCTOBER 2007 American Society for Public Administration

From WOMEN VETERANS, pg. 1

Groundbreaking Survey Conducted on Experiences of Women Veterans

Volume 30, Number 10October 2007

PA TIMES is a tabloid newspaper published 12 times ayear by the American Society forPublic Administration (ASPA), anot-for-profit corporation.Advertising and subscriptioninformation appear in the box tothe right.©2007 American Society forPublic Administration

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State, Local Governments to Spend Billions on InteroperabilityFrom INTEROPERABILITY, pg. 1

See WOMEN VETERANS, pg. 12

Melvin J. Dubnick

We live in the Age of Accountability–or atthe least that is what it feels like if youare engaged in or subject to any form ofmanagement, and that includes a growingnumber of us in the public, private andnonprofit sectors.

It seems that in almost every aspect of ourlives–from family life and schooling tocorporate governance and public adminis-tration–we are subjected to ever greaterdemands for accountability. We are alsoincreasingly likely to demand moreaccountability from those we dealwith–from our kids to the public servantsand managers of the corporations thatnow permeate our lives.

What is driving this growing pervasivepreoccupation with accountability is thebelief that account giving–that is, thedemand for more reporting, measuring,excuse-offering and justification-makingbehavior–is the best means through whichto satisfy some of our most cherishedobjectives as members of an open,modern globalized society.

We believe in the capacity of accountabilityto deliver justice in the form of satisfyingneeds of victims to hear the confessions oftheir abusers. We are convinced thataccountability in the form of transparencyis the secret to democracy, or that by insist-ing on adherence to explicit rules and codesof behavior we can make our elected andcorporate officials more ethical.

Most relevant to those of us concernedwith the work of the public sector is thepervasive–almost obsessive–belief thatthrough greater accountability we willenhance the performance, productivityand value of that broad range of goodsand services for which government isresponsible. We believe that throughvarious account giving mechanisms ourstreets will be cleaner and safer, ourchildren better educated, our health caremore cost effective, our social servicesmore efficient, our city services lesscostly, and even our highway traffic moretolerable and less dangerous.

Collectively, I call these the “promises ofaccountability” and they are central to thisnew Age of Accountability.

What is significant about the currentobsession with accountability is not thepromises it has generated, but the fact thatthey are rooted in beliefs–strongly heldbeliefs, but beliefs nonetheless–and littlemore. What I find interesting and mostdisturbing in all this, is that we have cometo the Age of Accountability relying somuch on blind commitment to untestedassumptions, and so little on our provencapacity to inform ourselves of the natureand implications of our choices. Ourdecision to rely on powerful beliefs ratherthan knowledge is all the more frustratingbecause it is endangering the very founda-tions of modern governance that we areintent on improving.

This call for greater knowledge about thepromises of accountability will be metwith skepticism in political, administra-tive and corporate circles where the beliefin those promises is deeply and firmlyrooted. It is the “conventional wisdom”,the “common sense” of today’s approachto management.

That said, such a commitment to anunframed and untested set of beliefs is unwise at best, for these promises have proven dangerously powerful whenput in action and can generate costlyconsequences, not merely in terms of time and other wasted resources, but inthe distortions and perverse behavior they produce.

My intent is not to challenge or questionthe basic relevance of accountability togovernance. Quite the contrary, myargument is premised on the observationthat accountability is in fact a core–if notTHE CORE–defining characteristic ofmodern governance. But not all forms ofaccountability are alike, and the accounta-bility of governance is not the same as theaccountability of managerialism which isthe subject of my criticism.

To understand the difference, we have tostart with the basic fact that accountabilityis the expectation that an individual willbe able to give an account of her or hisactions or choices. Account giving is arelatively simple idea–it involves excuse-making, justification, explaining oneself,offering a rationalization, and so on. It isquite simply the capacity and ability togive an account.

But where accountabilities differ is in theway they become manifest in the behaviorof the accountable individual. The account-ability of governance–the good form ofaccountability–is an embedded andinternalized commitment to account giving.It is embedded in the very relationships thatthe individual has with those she serves, orthe clientele group he works with.

It is found in the way a third grade teacherrelates to his students, or the obligation afirefighter feels to those who might betrapped in a burning building. It is internal-ized to the extent that the account giverregards the commitment to accountabilityto come from within and not be a reactionto some outside pressure.

The accountability of managerialism, incontrast, is imposed on those samerelationships rather than embedded inthem. It tells that third grade teacher thathis relationship with his students must bedefined in terms of higher test scores. Itassesses the firefighters' performance onthe basis of measureables such asemergency response times. And in bothinstances the account giver does not takepersonal ownership of those standards–they are never internalized, but remainassociated with the outside source.

I have no quarrel with the accountabilityof governance–in fact, I believe that it isbeing sacrificed on the altar of the newmanagerialist accountability and the falsepromises that support it.

As with most false beliefs, the promisesof accountability are reflected in errors ofcommission and omission. I have alreadydrawn attention to the major error ofcommission–the strong belief in thevalidity of accountability and those highlydesirable conditions it supposedly fosters.The strength of this “strong belief error”is in part due to its simplicity. In all fourcases, one can think of the promise as asimple input-output model: in goesaccountability, out the other end comesjustice/democracy/ethics/performance.Beautifully simple–to a fault!

A second error of commission is the“tautology error” and is uncovered whenyou begin to examine both sides of thatinput-output relationship very carefully.Justice, which has traditionally beenbased on assessments of outcomes (suchas “is there a fair and just distribution ofresources” or has the victim achievedretribution), is reduced in this case toaccount giving in the form of confession-als or declarations of one’s role in aprevious unjust regime. Democracy, oncetied to majority rule, minority rights anddeliberation, is transformed totransparency, openness and answerability.

Ethical behavior, once linked to theachievement of happiness through reflec-tion, is converted to restraints and compli-ance with articulated codes and rules.Performance, which once encompassedcompetencies and craftsmanship, is nowreduced to measurable outcomes.

In each instance the ends have beentransmuted into something narrower ordifferent in order to retrofit them with thepromise of accountability.

The third error of commission–which Iterm the “human nature error”–is as old asmodern management theory itself. Thinkof the assumptions about human natureinherent in Frederick Taylor’s scientificmanagement and its view of the humanresource factor as just another part of thewell engineered operation.

While this error met its empirical matchin the human relations research of the1920s, it hangs on as a convenient bit of folk wisdom that underpins much of today’s administrative reform. At itsworst, this Theory X view of humannature–and its equally simplistic Theory Y and Theory Z companions–reflects aone-dimensional view of those being held accountable.

At its best, in the hands of some carefulanalysts, it can represent sophisticatedmodels of human behavior that have beenreduced to their bare bones in order tofacilitate the design of reforms. Mostoften, assumptions about human natureare rarely posited critically or madesubject to empirical testing. Often when areform fails to deliver, the blame isshifted to the uncooperative or rebellioushuman factor.

As for errors of omission, I think there aretwo that, if resolved, would offset thedamage done by all the other problems.The “unframed assertion error” isbasic–there is no theoretical frame withinwhich to understand how the promisedrelationships operate.

Returning to our input-output model, whatwe have between accountability andperformance, for example, is a “blackbox” that somehow transforms accounta-bility into more productive activity.

There is little, if any, attention paid byproponents of administrative reform towhat goes on in that black box, and whenwe try to get some insight what we find isa clear indication of those one-dimensional assumptions about humannature that I spoke of earlier. In short,when we base our administrative policieson these promises, we are flying on “awing and a prayer”, if that.

The second error of omission is the lackof a valid testing protocol for any of thepromised relationships. Yes, there areefforts made to assess various accounta-bility-based reforms, but if you lookcarefully at what is being evaluated youfind that we are measuring compliancewith requirements of reform rather thanwhether the reform has actually helped us

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 3

The NOVEMBER2007 PA TIMESspecial section

is titled:

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and articles. Deadline for both is OCTOBER 22, 2007

Contact:cjewett@aspanet.org

The Media and Public

Administration

Pathologies of Governance Reform: Promises, Pervasions and Perversions in the Age of Accountability

SPECIAL SECTION

Accountability

What I find interesting andmost disturbing in all this, isthat we have come to the Age

of Accountability relying somuch on blind commitmentto untested assumptions…

See ACCOUNTABILITY, pg. 8

PAGE 4 PA TIMES • OCTOBER 2007 American Society for Public Administration

James Gerard Caillier

Coaches are judged by how many gamesthey win and lose and chief executiveofficers are evaluated according to theircompany’s profits and losses. Why can’toutcome measures be instituted in thepublic sector? That question has ushered inthe age of performance management, wherepublic sector managers are being held moreaccountable for their productivity.

In public school systems, school adminis-trators and teachers are under a similarmicroscope. Instead of the how manychampionships you have won or the profitand loss margin, schools administrators areheld accountable for student achievement.Therefore, how much improvements havestudents shown on standardized tests sincethe previous year? Moreover, how manystudents have dropped out on your tenure?

Questions like these have caused many toquestion the traditional management andstructure of school districts. Traditionally,the management of schools was conductedat the local level, but since the passage ofthe No Child Left Behind (NCLB) Act of2001, much of this function has beentransferred from the local school board tothe state and national government. Nowanother transformation is taking place inmany large cities: the direct managementof schools is being transferred from theschool board to city hall.

Structural trends, such as this, increase theimportance and visibility of effectivemanagement at the school level. In a gist,performance management has beenadopted in schools, leaving many to searchfor the optimal organizational structure,oversight, and management team.

In an effort to do so, several issues are ofvital importance. First, school administra-tors are public administrators and shouldbe treated as such. Second, their manage-ment practice and leadership styles arerelatively unknown by public administra-tion scholars. Third, local elected officialsare becoming increasingly fed up with thelack of school performance and oversightand are fighting to transfer authority tocity hall.

School Administrators and Public AdministratorsBecause of public discontentment in howstudents are performing in public schools,the visibility of those individuals whodirectly oversee schools has beenelevated. However, when one thinks ofpublic administrators, officials within thechief executives (mayor, governor,president) traditional organizational chartare the first to come to mind. Schoolsadministration, although a separateeducational discipline, clearly lies withinthe confines of public administration.

For example, school administrators(superintendents and principals) manage

public organizations, they are eitherappointed are hired by appointed orelected officials, and they serve the publicinterests. Consequently, these administra-tors’ duties are analogous to otheradministrators in the mayor’s organiza-tional chart. The only difference is thatone manages a school and the other afinance department, etc.

Therefore, school administrators deserveto be mentioned in the same vein withother government managers that aredesignated within the chief executivesorganizational chart. Moreover, principalsare important public administratorsbecause the schools that they managehave an impact on a whole host of stateand local government issues. Someoutcomes that are impacted by principalsinclude: student achievement, dropouts,and college readiness. There are a wholehost of other issues (economic develop-ment, crime, taxes, etc.) that are indirectlyinfluenced by the effectiveness of schools.

School Administrators and Public Administration LiteratureWith the focus being placed on studentachievement and other outcome measuresin schools, public administration literatureand scholars have scantly studied schooladministrators and their leadership styles.This occurs despite the fact that Censusdocuments report that school systemsemploy roughly one-third of all govern-ment workers and account for one-quarterof total and direct expenditures. Despitethis fact, one would be hard pressed to findanything in the leading public administra-tion articles about the management andleadership effectiveness of school adminis-trators as well as public school organiza-tional management practices.

Literature on the Effectiveness of School AdministratorsRecently, three studies appearing ineducation related journals have shed somelight on the relative anonymity of schooladministrators by linking school perform-ance and outcome to the leadership styleof the principal. Mackey, Pitcher andDecman in a 2006 journal article appear-ing in Education conducted a qualitativestudy to find certain principal characteris-tics that could influence elementaryreading scores. The researchers found thatreading scores were influenced by theprincipal’s vision for the reading program,the educational background of the princi-pal and “how the principal defines andapplies her/his role as an instructionalleader within the school.”

An article appearing in EducationalAdministration Quarterly by Marks andNance in 2007 found that a principal’sinfluence over instruction was highlyrelated to a teachers participation in thedecision making process. While the studydoes not conclude that this style positivelyinfluences student achievement, it doessuggest that schools benefit when a princi-pal employs a collaborative decisionmaking style.

Lastly, Daniel Duke, in InternationalStudies in Educational Administration in2007 examined 19 recently assignedprincipals at low performing schools andwhat they perceived to contribute tostudent achievement. The commonconditions cited by the newly mintedprincipals were student achievement and

behavior, school programs and organiza-tion, staffing, school system concerns andparents and community. While two of thefactors (behavior and parents andcommunity) lie outside of the directcontrol of the principal, clearly theremaining factors (school programs andorganization, staffing, school systemconcerns) are directly influenced by theprincipal. Another factor, student achieve-ment or how students perform on tests canbe argued to be directly and indirectlyinfluenced by principals.

Public School Management TrendsTwo structural trends have occurred overthe last several years with public schoolsystems. First, states have decided totakeover underperforming schools.Beginning in 1989, when the state of NewJersey first seized control of Jersey Cityschools, many states have moved totakeover struggling schools from localschool districts.

Now, nearly half of all states have passedlegislation affording state governments theauthority to takeover troubled publicschools. Although states have used thisauthority sparingly, it is another option intheir arsenal that they can use over failingschool districts.

Second, many mayors have added schoolchief to their list of duties. For instance,

Mayor Adrian Fenty of the District ofColumbia was the last in a long list ofmayors that usurped authority in takingover their city’s troubled school system.In doing so, Ed Week (2007) reported thatMayor Fenty oversees one of the lowestperforming urban districts in the nationwith 55,000 students. The takeover alsogives him authority over the budgetingprocess, collective bargaining, as well asother daily operations; functions that werepreviously designated to the school board.

Fenty follows mayors from other highprofile cities, such as Chicago, Boston,and New York who also have authorityover their city’s school system. Still othermayors are trying to win approval to dothe same in other large cities (for exampleAlbuquerque, NM, and Los Angeles).

Because of recent trends and the obstaclesthat school administrators face, it isnecessary for more research to beconducted on school administrators bypublic administration scholars. After all,like it or not, local public schoolsinterface with chief executives in eachlevel of government.

ASPA member James Gerard Caillier isan assistant professor of public adminis-tration at Bowie State University. E-Mail:jcaillier@bowiestate.edu

PM in Elementary and Secondary Public School SystemsSPECIAL SECTION

Performance Measurement

…Census documents reportthat school systems employ

roughly one-third of allgovernment workers and

account for one-quarter oftotal and direct expenditures.

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 5

Robert Gest

“Eenie, meenie, minie moe, catch a n****rby the toe.” How many times have weheard these words used? And what wereour thoughts when a playmate, friend, orcolleague used them?

Around Christmas 1964, a fellow officerand I were sitting in the break room of theSquadron Officers School chatting andenjoying an assortment of nuts andcandies. Innocently I believe, he glanced inmy direction and said, “Hey, do you wantsome n****r toes?” He immediatelyrealized what he had said and proceeded toapologize. Was he a racist? I think not, butone might ask the question, “was this anunconscious manifestation of his racistviews, deeply ingrained, that might affectthe way he worked and played withAfrican-Americans.”I recall another incident much further backin time when I was approximately 13 yearsold. I had ridden my bike to the citrusgroves in my Florida hometown after school

to help my father pick oranges. As Iapproached the worksite, the orange groveowner was on the sidewalk talking to hisyoung twins. I heard him say, “Boys, seethat truck of people over there; you are tocall anyone who looks like that a n****r;but Pap (he gestured toward a dump truckon which sat a black man who had workedfor him many years), you can call him Pap.”Do you suppose that early training from anidolized father might have an effect on howthose young boys would relate to African-Americans in their future lives? Racism has a wide spectrum. The firstinstance above is what I call quiet racism;the second instance, blatant: Loud andunapologetically mean-spirited.I recently read something that brought meback to that first instance, some 43 yearsago. I found myself thinking, “Can theAfrican-American ever hope to achievetrue parity in the face of racism; especiallyquiet racism?” The legal basis for unequaltreatment no longer exists, but there are athousand and one ways in which quietracism has a negative affect on the lives ofthe African-American.With the passage of the 13th and 14thAmendments and with Lincoln’s 1865Emancipation Proclamation, the AfricanAmerican began to emerge from the “lessthan human” status inflicted by legalstatutes. It would take almost another 100years for the Supreme Court’s ruling inBrown v. Board of Education on May 17,

1954 and the Interstate CommerceCommission’s ruling of November 25,1955 to remove the legal basis for segrega-tion and discrimination. Across the land,schools became integrated. Folks could sitwhere they wished on public conveyances.Blacks could drink from any water fountainand use any public restroom! Free at last;free at last! Not so quick!The shimmering vision of equality hasproven extraordinarily elusive. This elusivequality manifests itself in the schools, in theworkplace, in the criminal justice system, inhousing, in other venues where peopleexpect a fair shake. Schools are virtuallyresegregated. Black Americans still faceunequal chances of being hired in manyorganizations regardless of their educationand experience. Jails are filled with adisproportionate share of blacks, especiallyblack men. Arguments have been made thatthe resegregation of schools is due in nosmall part to housing patterns–But who canargue that many so-called “housingpatterns” are a direct result of racism? Employment rules and regulations forbiddiscrimination in hiring, but hiring authorities often find ways to bypassqualified African-Americans. In the area of criminal justice, racism is visibly aliveand well! It has been thoroughlyestablished by the Innocence Project thatwhen a crime is committed, “the law” toooften rounds up young black men andquestions them until one “confesses.” Andhow did the penalties for using crackcocaine but not other forms of cocaine getso draconian? The broad sweep of thedisparity of justice has made the prisonsystem America’s largest economy.I am convinced that the most pervasiveenemy of equality and fairness is the racismwhich still exists in the United States.Author and reporter Jay Bookman wroteabout the dangers of racism in the AtlantaJournal-Constitution on August 30, 2007. He entitled his byline: “Even Quiet RacismCan Drive Everyone a Little Bit Crazy.”Bookman recalled incidents of quiet racismthat he had experienced in the company offriends and prominent businessmen andhow astonished he was to see howflagrantly terms that denigrate African-Americans were used in private company. His shock came not at the racism, he says,as it is no secret that racism remains a forcein this country with very real consequences.His shock came at the casualness withwhich racism was expressed among “just uswhite guys”. Because racism is so rarelydisplayed these days, its influence usuallyhas to be sensed rather than seen. In astrange way, that makes it all the morepowerful and complicated, he concludes.Bookman feels that by acknowledging anddiscussing its existence, we can rob racismof some of its power.The questions then to us are:• Can we and will we acknowledge thecontinued existence of racism?

• Will we summon the courage to discuss it?

• And how must this discussion be framedin order to be effective?

Surprisingly and depressingly, the last question is critical. Discussions,

especially in the form of training, appearnot to be the answer. An article in the May 2, 2007, issue of Timemagazine, written by Lisa Takeuchi Cullen,points to a new study by three sociologists:Frank Dobbin of Harvard, Alexandra Kalevof the University of California, Berkeley,and Erin Kelly of the University ofMinnesota. Their study indicates, amongother findings, that diversity training [as weoften present it in senior level executivetraining] does not work. Social psycholo-gists, they state, have many theories toexplain why diversity training does notwork as intended. Studies show that anytraining generates a backlash and thatmandatory diversity training in particularmay even activate a bias. Researchers alsosee evidence of “irresistible stereotypes,” or biases so deeply ingrained that theysimply cannot be taught away in a one-day workshop. What the study finds that did work: assign-ing a person or committee to overseediversity, ensuring direct accountability forresults; mentorships and indeed, amultipronged approach including these two,which has accountability all the way downfrom and including the top. I realize I paint a dismal picture. Am Isaying that it does no good to convenegroups of people from various ethnicgroups and attempt a genuine discussion ofracism? No, I am not saying that. What Iam saying is that such discussions, whilethey may cause people to think aboutracism, if the racism is deeply ingrained,more will likely be necessary to cause amajor shift in people’s actions. Therefore, I believe what we in seniorlevel executive education should seriouslyconsider is as follows:• Continue the diversity training, but couch

it in terms that deliberately and specifi-cally do not paint members of othergroups as the devil incarnate.

• Encourage our program participants toreturn to their organizations and developand/or enhance their mentoring programsin ways that positively expose all organi-zation members to the business benefitsof erasing quiet racism.

• Establish a committee and/or designate aspecific person to oversee the diversityefforts of the organization.

• Make everyone accountable by adding tothe performance standards of everyemployee the element of something like“erasing racism; especially quiet racism.”

It is clear that actual practices whereAfrican-Americans are concerned havechanged dramatically since the 1950s.Hiring and employment practices havesurely evolved such that African-Americans and minorities in generalreceive much better treatment in theworkplace. However, I dream of a nationwhere fair treatment for all is deeply felt tobe a moral obligation as well as a businessimperative; a nation where “quiet racism”no longer exists. I dream of a nation whereas M.L. King famously said, “where all ofGod’s children…” could aspire, inspire andachieve strictly and completely on theirindividual merits.ASPA member Robert Gest III is adjunctinstructor, Federal Executive Institute. E-mail: rxgest@comcast.net

Confronting the Elusive Nature of RacismSPECIAL SECTION

Racism

I found myself thinking, “Can the African-Americanever hope to achieve true

parity in the face of racism;especially quiet racism?”

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 7

SPECIAL SECTION

Internet

David L. Baker, Charlene M. L. Roach

Created in the 1970s, escalating problemsplague the Internet. Josh Fischman’s articlein the June 2007 issue of The Chronicle forHigher Education highlights a growingnumber of concerns regarding the Internet:e-mail spam, identity theft, viruses,website attacks, and proliferation of mobiledevices. E-government’s ambitious visionof service and sensitive citizen relation-ships make public agencies especiallyvulnerable. Although not obvious to thetypical user, maintaining the existingInternet with acceptable security, reliabil-ity, manageability, and mobility isproblematical, according to Fischman. TheNational Science Foundation (NSF) agrees.

NSF Funds GENIIn May 2007, the NSF launched a review ofthe Internet with an eye toward redesign orreplacement. The initiative, named GlobalEnvironment for Network Innovations(GENI), kicks off with a $10 millionplanning budget. Estimated costs may reach$300 million over the next several years.

The initial NSF award funds the planningof GENI through BBN Technologies(BBN). BBN classifies itself as “anadvanced technologies solutions firm.” Ittouts a 50-year history of tackling issuesinvolving systems integration and network-ing, national security, information security,

speech recognition, and language transla-tion. To BBN’s credit, it trail-blazeddevelopment of the military’s AdvancedResearch Projects Agency Network, apredecessor network integrated into thecurrent Internet.

What is GENI?The GENI Project Office describes GENIas a “research facility.” Its objective is todevelop and to test new data communica-tions, networking, distributed systems,cyber-security, and networked services andapplications. Successful approaches andoutcomes may be added to the existingInternet or evolve in tandem.

Currently, experimental barriers arise fromthe technical shortcomings of the Internet.Attempting innovations on the existing“old technology” Internet carries the riskof compromised results. The GENIResearch Plan recognizes that deficienciespersist and attempts to fill the gap byreconceptualization of the Internet. Thisstrategy permits large-scale experimenta-tion outside the Internet’s present paradigmwith real-world users.

BBN intends a two-tier approach: (1)develop an entirely new system of protocols(dubbed a “clean-slate effort”), and (2)conduct a massive beta test for the newprotocols. Depending on initial results, NSFmay be requesting second phase annualfederal appropriations of $50 million, ormore, over the next several years.

What are the Stakes?Security tops Internet concerns. Lack ofsecurity erodes the trust needed tomaximize the Internet’s potential. This isespecially true for e-government whereinteraction depends on citizen trust. Arelentless barrage of dangers lurks in cyber-space now. Examples include spam(unsolicited e-mail comprising 87 percent ofcurrent e-mail), viruses (harmful programsreplicated by being copied), worms (self-replicating viruses), denial of service attacks(incidents in which a user is deprived ofexpected service), phishing (e-mail fraud togather personal information), and identitytheft (a criminal act where an imposterobtains personal information).

The existing Internet is not well-suited forthe mobility and flexibility advantages ofwireless communications. Wireless refersto telecommunications in which electro-magnetic waves (instead of wires orcables) transmit the signal over part of orthe entire communication route. Demandsfor mobility through wireless communica-tions grow exponentially. Remember,Internet design predates cell phones,laptops, and personal digital assistants.Experts fear increasing wireless demandwill shy away from the Internet in favor of“sensor networks” (a group of specializedtransducers with a communicationinfrastructure that monitors and recordsconditions at diverse locations). Thispotential fragmentation flies in the face ofthe Internet’s integration objective.

Reliability apprehensiveness over the currentInternet centers around too much depend-ency on the telephone system. The morevisionary Internet community wants theInternet to be independent of the telephonesystem, especially in crisis situations.

Internet service start-up continues to becumbersome due to initial design anddespite manageability patches along theway. It requires too much debugging.Additionally, competitiveness amongInternet Service Providers hampers newservices often enough to suggest economicdisincentives as the culprit rather thantechnical inadequacies.

What are the Possibilities?Patch-work solutions can no longer substi-tute for critical Internet reconceptualiza-tion. GENI envisions a future Internet thatfeatures the following:

• Universal connectivity, mobility, andaccessibility;

• Enhanced possibilities for informationavailability and utility;

• More effective use of sensors (atransducer that connects one type ofenergy to another for measurement orinformation transfers) and controllers (adevice that controls the transfers of datafrom a computer to a peripheral deviceand vice versa);

• Improved privacy, accountability,freedom, and social capital; and

• Seamless integration of empowered web-utility that finds the Internet as a naturalpart of everyday life.

Public agencies and academics need tocontemplate the implications of GENI asits compelling vision inspires Internetredesign forward.

Implications for E-governmentPublic agencies have much at stake in thepush for a 21st Century Internet. The PEWInternet and American Life Project finds ina 2004 report, “How Americans Get inTouch with Government,” that only 29percent of those contacting public agenciesdo so via e-government. Yet, the reach ofthe Internet continues to grow. PEW’s 2006publication titled “Internet Penetration andImpact,” indicates that the Internet extendsto 73 percent of American adults.

Ongoing research examines the variousfactors that inhibit many from embracing e-government. However, the e-governmentwebsite usability dimension of “legitimacy”clearly has the most to gain from the GENIeffort. E-government legitimacy refers towebsite features that reassure the user that aparticular website is authentic and ready toconduct official government business.

E-government users want credibleevidence that government websites ensuresecurity, privacy, and authenticity in allrespects. Legitimacy character ristics for e-government website usability consist ofgeneral contact information (i.e, address,telephone numbers, e-mail addresses),security policy, privacy policy addressingdata sharing and anonymity issues,disclaimer statements (telling users whatthe site is and is not about), webmastercontact information, and authenticationdevices that verify identity. Legitimacyconcerns demand the rigorous proactivemeasures proposed by GENI to protect thepublic from cyberspace piracy.

“The [public’s] generally positive percep-tions indicate that e-government is worthpursuing as a means of enhancing theeffectiveness of government agencies andtheir relationships with citizens,” accordingto Caroline Tolbert and Karen Mossberger,in a 2006 Public Administration Reviewarticle titled “The Effects of E-governmenton Trust and Confidence in Government.”

However, the public’s favorable impres-sion of e-government may be ephemeraland undermined quickly. Without asubstantial undertaking like GENI, theinformational and transactional benefits ofe-government may dwindle. Mountingsecurity, reliability, manageability, andmobility issues may swamp the e-govern-ment vessel and sink the promise of web-enabled citizen service. E-governmentresearchers and practitioners will want tomonitor and to encourage GENI’s progressand success.

David L. Baker serves as an assistantprofessor of public administration atCalifornia State University, SanBernardino. E-mail: dbaker@csusb.edu

Charlene M. L. Roach is a doctoralcandidate in public administration atArizona State University. E-mail:Charlene.Roach@asu.edu

Internet Redesign: GENI’s E-government Implications

Public IntegrityEditor: James S. BowmanManaging Editor: Jonathan P. West

Public Integrity is the foremost journal on ethics andleadership in all aspects of modern public service. Writtenfor both scholars and practitioners as well as concerned citizens, its driving force is the notion of integrity that is so basic a part of democratic life. The journal features refereed articles, case studies, exemplar profiles, fieldreports, commentaries, and book reviews on a broad spectrum of ethical concerns in local, state, national, and international affairs.

“Each volume of Public Integrity is a delight to read for scholars and practitioners whowant to stay current on ethical issues and research so vital to all aspects of modern public administration.” – Richard Stillman, University of Colorado

A journal of the American Society for Public Administration, published in association withthe International City/County Management Association, Ethics Resource Center,Council of State Governments, and the Council on Governmental Ethics Laws

ISSN 1099-9922 • 4 issues per year

Available to all ASPA members at a special price!Individual Subscription Rates (print only):U.S. Member: $50.00 U.S. Non-member: $76.00Foreign Member: $60.00 Foreign Non-member: $94.00

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In May 2007, the NSFlaunched a review of the

Internet with an eye towardredesign or replacement.

Washington, DC–The Partnership forPublic Service presented nine Service toAmerica Medals to outstanding civilservants for their high-impact contributionscritical to the safety, health and well-beingof Americans–at a Washington, DC galaheld in their honor, September 19th.

The Service to America Medals haveearned a reputation as one of the mostprestigious awards dedicated to celebrat-ing America’s civil servants.

The top medal–Federal Employee of the Year–went to Douglas Lowy and John Schiller, renowned NIH scientistswhose discoveries led to new cervicalcancer vaccines. Cervical cancer is thenumber two cause of death amongwomen, worldwide.

Additional Service to America Medalswere awarded to public servants whoboast achievements in fighting nuclearterrorism; cancer research; weaponstechnology; nuclear waste cleanup;foreign affairs; public housing–andhelping wounded soldiers use technologyto re-enter the workforce, through theworld’s largest electronics accommoda-tions program.

Medalists come from the Departments ofJustice, Defense, State, Energy, HUD,Health and Human Services, VeteransAffairs, and the Navy. They work and livein Washington DC, Annapolis, Cincinnati,Denver, and Tampa.

“The Service to America Medals areimportant because they tell the true stories

of the remarkable work that our federalemployees do each and every day. Thereis not a day that passes where governmentdoes not touch our lives in someway–whether it is securing our homeland,or conducting cutting edge research tocure disease,” said Max Stier, Partnershipfor Public Service President.

The 2007 Service to America Medalrecipients are:

Douglas Lowy and John Schiller, FederalEmployee of the Year Medalists. Lowy,laboratory chief, and Schiller, seniorinvestigator, both work at the NationalInstitutes of Health in Bethesda,

Maryland. Lowy and Schiller madediscoveries that led to the development ofvaccines for the virus that causes amajority of cervical cancers.

Nicole Faison, Call to Service Medalist.Faison is director, Office of PublicHousing Programs, U.S. Department ofHousing and Urban Development inWashington, DC. Faison created anincome verification program thateliminated more than $2 billion in fraudu-lent payments by HUD’s rental assistance

programs, removing the program from theGovernment Accountability Office’s “highrisk list.”

David Vesely, Career AchievementMedalist. Vesely is chief of endocrinol-ogy, diabetes and metabolism, U.S.Department of Veterans Affairs at theJames A. Haley VA Medical Center inTampa, FL. Vesely discovered threehormones made by the heart that benefitthe treatment of congestive heart failure,kidney failure and cancer.

Dinah Cohen, Citizen Services Medalist.Cohen is director, Computer/ElectronicAccommodations Program (CAP) at theU.S. Department of Defense, TRICAREManagement Activity in Falls Church,VA. Cohen leads the world’s largestassistive technology program, filling morethan 60,000 accommodation requests forpeople with disabilities, including 2,400accommodations for wounded servicemembers.

Tracy Mustin, Homeland SecurityMedalist. Mustin is director, Office ofSecond Line of Defense at the U.S.Department of Energy, National NuclearSecurity Administration in Washington,DC. Mustin is leading an initiative to putradiological and nuclear detectors atseaports, airports and border crossingsacross the globe, providing vital defensesagainst nuclear terrorism.

PAGE 8 PA TIMES • OCTOBER 2007 American Society for Public Administration

Service to America Medals Honor “Unsung Heroes”

improve performance, enhance justice,and so on. And given the tautologicalnature of the promises–that is, that eachpromised outcome was modified to fitinto the input-output scheme–we areunlikely to get a valid assessment of anyof these reform efforts in the currentunframed context. In short, under currentprotocols for assessing the variousaccountability-based reform efforts, weare locked into a game of self-fulfillingfalse prophesies.

So much for the logical flaws among thepromises of accountability. Among thosewho are not quite convinced by sucharguments, let me turn to the morefundamental issue that is expressed in thetitle of my talk–that is, under thepromises of accountability, well intendedreforms have become pathological in twoways. First, by placing much of ourlimited resources into the input (accounta-bility) side of the equation, we are divert-ing critical resources and attention awayfrom the desired objective.

This creates what I term the paradox ofaccountability: the more we invest inaccountability, the less we are able toactually accomplish. Second, there isgrowing evidence that these reforms arecreating incentives for perverse behaviorsby those being held accountable as theyattempt to avoid the negative consequencesthey might result from poor performance.

What is to be done?Make what contributions you can to

developing a better theoretical understand-ing of accountability and its role ingovernance and administration. This maysound like an academic’s special plea tohis colleagues, but it is more than that.

Designing effective policies and programsrequires more practical knowledge ratherthan stronger beliefs, and if there issomething that we social scientists knowall too well it is that useful knowledgecomes from the development and testingof theories under real world conditions.

And for those who might believe thattheoretical work is only for academics,the history of public administration andmanagement indicates otherwise.

Perhaps the most influential work inpublic management theory of the pastcentury was authored a little over sixdecades ago by Chester Barnard, a highlyrespected public and private sectorexecutive in the United States who wasinvited to Harvard to offer his thoughts onmanagement in the mid 1930s. Barnard’swork inspired at least one young scholarat the time to develop his insights evenfurther, and the result was the awarding ofthe Nobel Prize in Economics to HerbertSimon four decades later.

If that is the payoff from listening to ourpractitioner friends, we academics willcertainly be “all ears.”

ASPA member Melvin J. Dubnick is aprofessor of political science and directorof the MPA program at University of New Hampshire. E-mail: m.dubnick@unh.edu

The Age of AccountabilityFrom ACCOUNTABILITY, pg. 3

See MEDAL WINNERS, pg. 10

The Partnership for Public Service recently presented their Service to American Medals to thehonorees in the photo above. To learn more about why each was chosen, see the article below.

Photo by Sam Kittner -Kittner.com

John Kamensky

If you’re perpetually curious,it’s always interesting topeak over your neighbor’sfence to see what’s in theirbackyard. In the case of“managing for results,” thenorthern fence has more thansnow to look at!

The Canadian federalgovernment has had a long tradition ofpromoting accountability for performanceand results. It served as an inspiration tothe U.S. federal government’s perform-ance and results focus in the early 1990s.Some of their data collection and report-ing efforts helped support the U.S.adoption of the Government Performanceand Results Act back in 1993. In recentyears, Canada has taken a more in-depthapproach to its management improvementefforts. Starting in 2000, the Canadiangovernment launched a continuousimprovement campaign called “Resultsfor Canadians.”

Its central management agency–theTreasury Board Secretariat–reinforced thiscampaign with the creation of a“Management AccountabilityFramework,” in 2003. This initiative isreminiscent of the U.S. federal govern-ment’s President’s Management Agendain that it sets agency-level standards thatare centrally tracked. However, theCanadian Framework is far more compre-hensive than the U.S. approach and it hasbeen fine-tuned annually since itsinception. It tends to be “how wemanage” and not just a set of managementimprovement initiatives.

The Management AccountabilityFrameworkThe Management AccountabilityFramework is seen by its promoters asserving several purposes: a vision forgood government, a review process, andan analytical tool. The framework isorganized around 10 essential elementsthat collectively define “sound manage-ment,” such as values, governance,citizen-focused service, and stewardship(see sidebar for details). The TreasuryBoard Secretariat touts it as “a compre-hensive and integrated model for manage-ment and for management improvement.”

The Framework also serves as an integrat-ing function for a series of other Canadianmanagement improvement initiatives infinance, human resources, and serviceimprovement. In addition, it serves as a“basis for dialogue” between the TreasuryBoard Secretariat and the deputy heads ofdepartments and agencies.

The deputy head of anagency is a senior careercivil servant who is theofficer accountable forimplementing theframework. In the U.S., thisperson would be equivalentto a chief operating officeror deputy secretary.

When the Framework wasfirst introduced in 2003, itwas seen as a set of expecta-

tions for assessing the deputy heads. Ithas since evolved into an oversight toolfor agencies themselves.

In 2004, the Framework was used toassess the performance of 35 departmentsand major agencies to “identify strengthsand weaknesses in managementpractices,” according to a history of theinitiative. The Framework has since beenintegrated into the government’straditional cycle for planning and report-ing and extended to other agencies.

How Is the Framework Applied?Each of the 10 elements has a series ofrelated indicators–21 in total in its fourthyear of assessments–with a series of sub-measures. Each department develops itsown self-assessment around each of the21 indicators and works with its TreasuryBoard analyst to come up with an agreed-upon joint assessment. These are thencompiled into a departmental profile for aone-on-one “conversation” between thedeputy head and the President of theTreasury Board. The 10 elements arerated on a 4-point scale (strong, accept-able, opportunities for improvement, orattention required). The resulting depart-mental profile is then shared annuallywith Parliament and the public, alongwith other required reports. Fifty-fiveagencies were assessed in the latest round.

An Example: The “People” Element ofthe FrameworkWhat do the assessments look like? Theassessment goal of the “People” element ofthe Framework is to assess the extent towhich the workplace is “Fair, Enabling,Healthy and Safe.” Each of these is furtherdescribed:

• Extent to which the workplace exhibitsfair employment and workplacepractices and effective labor relations

• Extent to which the workplace exhibitsclear direction, collaboration, respectand support for employees' linguisticrights, diversity and personal circum-stances in order to enable them to fulfilltheir mandate

• Extent to which the workplace is ahealthy and safe physical and psycho-logical environment.

Canadian Public Service Agency (equiva-lent to the U.S. Office of PersonnelManagement) is the lead for assessing the“People” elements of workforce andworkplace. It developed a series of 12more specific indicators as to what consti-tutes “fair employment and workplacepractices,” such as the percent of employ-ees agreeing that staffing is done fairly(based on an annual survey) and thenumber of complaints filed about hiringpractices. These are then used to assesseach department’s progress.

So What Has Been the Impact?The Framework has been in place for morethan four years. Has it made a difference?According to one observer, the answer isthat it is “still a work in progress.”

There is no public scorecard, like in theU.S. Presidential Management Agendawhich publishes a quarterly “red-yellow-green” stop light rating for each elementthat sums up each agency’s progress. A30-40 page narrative is developed andshared as a report to Parliament. So, thereis no high profile report publicly releasedon agency performance.

Several outside observers see theFramework as producing a plethora ofinformation that conceals more than itreveals. It serves as a basis for manage-ment discussion, but because there is no“scorecard” ranking agencies, there is littlepeer pressure or political pressure forimprovement. It is a set of managementpractices, but not used for real accountabil-ity, at least not in the U.S.-style. One long-time observer said “You have to look back30 years and see what it replaces. Itreplaces an informal, good-old-boy systembased on anecdotes and friendships.”

Treasury Board leadership sees theFramework as an easy-to-use“Management 101” reference tool thatcreates a common management improve-ment language across agencies. However,observers say the career executives beingassessed under the Framework largely havenot bought into the approach and see it as apaperwork exercise. The departmentalFramework assessments are used in annualperformance discussions between deputyheads and the Treasury Board, but thereseems to be no direct consequences of poorperformance. Likewise, the assessmentsare made available to Parliament, butobservers are unaware of instances wherethey have been referenced in debates orfunding decisions.

Maybe “Reinventing Government” DavidOsborne’s observation is right–if there areno clear consequences forperformance–good or bad–then there maybe no incentive for improvement. Canadianobservers recognize this and they sayTreasury Board leaders should activelyconsider creating consequences–such aslinking to publicity or pay–that may makewhat seems to be a well thought-outapproach for improving management morethan a paperwork exercise.

ASPA member John Kamensky is a seniorfellow with the IBM Center for TheBusiness of Government. He is also anassociate partner with IBM GlobalBusiness Services and a fellow of theNational Academy for PublicAdministration. Visit his blog onPresidential Management Challenges at:www.transition2008.wordpress.com. E-mail: john.kamensky@us.ibm.com

Peeking Over the Fence INSIGHTS ONPERFORMANCE MEASUREMENT by JOHN KAMENSKY

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 9

www.aspanet.org

Want to find out more about the American Society for Public Administration?

The 10 Elements of theCanadian ManagementAccountability FrameworkPublic Service Values–Through theiractions, departmental leaders continu-ally reinforce the importance of publicservice values and ethics in the deliveryof results to Canadians (e.g. democratic,professional, ethical and people values).

Governance and StrategicDirections–The essential conditions–internal coherence, corporate disciplineand alignment to outcomes–are in placefor providing effective strategicdirection, support to the minister andParliament, and the delivery of results.

Results and Performance–Relevantinformation on results (internal, serviceand program) is gathered and used tomake departmental decisions, andpublic reporting is balanced, transpar-ent, and easy to understand.

Learning, Innovation and ChangeManagement–The department managesthrough continuous innovation andtransformation, promotes organizationallearning, values corporate knowledge,and learns from its performance.

Policy and Programs–Departmentalresearch and analytic capacity isdeveloped and sustained to assure highquality policy options, program designand advice to ministers.

Risk Management–The executive teamclearly defines the corporate contextand practices for managing organiza-tional and strategic risks proactively.

People–The department has the people,work environment and focus onbuilding capacity and leadership toassure its success and a confident futurefor the Public Service of Canada.

Stewardship–The departmental controlregime (assets, money, people, services,etc.) is integrated and effective, and itsunderlying principles are clear to all staff.

Citizen-focused Service–Services arecitizen-centred, policies and programsare developed from the "outside in",and partnerships are encouraged andeffectively managed.

Accountability–Accountabilities forresults are clearly assigned and consis-tent with resources, and delegations areappropriate to capabilities.

Source: Treasury Board Secretariat ofCanada

PAGE 10 PA TIMES • OCTOBER 2007 American Society for Public Administration

Service to America Medals Awarded

Edward Peter Messmer, InternationalAffairs Medalist. Messmer recentlyreturned from assignment as specialassistant to the ambassador, at the U.S.Department of State in Beirut, Lebanon.Messmer averted an impending healthcrisis during the 2006 Lebanon-Israeliarmed conflictr by helping to get fuelreserves into the country, which keptmajor power plants open.

John S. Morgan and the President's DNAInitiative Team, Justice and LawEnforcement Medalists. Morgan is deputydirector for Science at the U.S.Department of Justice, Office of JusticePrograms, National Institute of Justice inWashington, DC. Morgan created aprogram that has helped solve thousandsof cold cases and dramatically expandedthe capacity of local law enforcement toutilize DNA evidence.

Anh Duong, National Security Medal.Duong is science advisor, deputy chief ofNaval Operations for Information, Plansand Strategy at the Naval Surface WarfareCenter, Indian Head Division inWashington, DC. Duong designed thethermobaric bomb credited with helpingwin the war in Afghanistan–and currentlydevelops anti-terrorism technologies for

the Pentagon.

Frazer Lockhart and the Rocky FlatsCleanup Team, Science and EnvironmentMedal. Lockhart is manager, Rocky FlatsProject at the U.S. Department of Energyin Colorado. Lockhart completed the firstsuccessful cleanup of a former nuclearweapons facility 60 years ahead ofschedule and $30 billion under budget.

The Service to America Medal winnerswere nominated by colleagues familiarwith their work and selected by a commit-tee that includes U.S. Senator JohnWarner; Colleen M. Kelley, NationalPresident, National Treasury EmployeesUnion; Kenneth Chenault, Chairman andCEO, American Express Company; andDan Glickman, Chairman and CEO,Motion Picture Association of America.Nearly 600 nominations–a recordnumber–were submitted for medal consid-eration this year.

National sponsors include Siemens, thefounding partner, and DuPont.

Nominations for 2008 are accepted atwww.servicetoamericamedals.org.Additionally, profile stories and videoscelebrating the work of each nine medalwinners are posted on the website.

From MEDAL WINNERS, pg. 8

Delaware, Michigan BestStates for e-GovernmentUSA.gov, Department of Agriculture lead federal officesProvidence, RI [Brown University]–Delaware and Michigan are the best statesfor e-government in the United States,according to the eighth annual e-govern-ment analysis conducted by researchers atBrown University. The federal portalUSA.gov and the Department of Agricultureare the most highly rated federal sites.Darrell M. West, director of the TaubmanCenter for Public Policy at BrownUniversity, and a team of researchersexamined 1,548 state and federal sites. Seventeen percent of sites charge visitors afee to use online services, up from 12percent last year. In terms of onlineservices, 86 percent of state and federal siteshave services that are fully executableonline, up from 77 percent last year. Inaddition, a growing number of sites offerprivacy and security policy statements. Thisyear, 73 percent have some form of privacypolicy on their site, up from 71 percent in2006. Fifty-two percent now have a visiblesecurity policy, down from 63 percent lastyear. Twenty-two percent of sites offer sometype of foreign language translation.In terms of disability access for thevisually impaired, automated Bobbysoftware, available from Watchfire, Inc.,found that 54 percent of federal sites and46 percent of state sites meet the WorldWide Web Consortium (W3C) disabilityguidelines. The federal numbers are thesame as last year, while the state numbersare up from 43 percent.The study also ranks the 50 states andvarious federal agencies on overall e-government performance. Using measuressuch as online services, attention toprivacy and security, disability access, andforeign language translation, researchers

rated the various state sites and comparedtheir performance to last year.The top ranking states include Delaware,Michigan, Maine, Kentucky, Tennessee,Massachusetts, Maryland, Texas, NewJersey, and Utah.Top-rated federal websites include thenational portal USA.gov, Department ofAgriculture, Postal Service, Social SecurityAdministration, Securities and ExchangeCommission, Department of Commerce,Federal Communications Commission,Federal Deposit Insurance Corporation,Department of Education and the InternalRevenue Service. West and his research team suggest severalmeans to improve e-government websites:• have more foreign language translation

options, especially in states with highnumbers of foreign language speakersand on websites that warrant foreignlanguage options;

• standardize privacy policies in order tocreate continuity throughout the sites;

• have more kids’ pages to get childreninterested in local and state government;

• use personalization and customization onwebsites with a lot of information. Thesefeatures allow users to customize andtailor their account specifically for theirneeds and interests, allowing them todirectly access needed resources.

For more information about the results of this study, contact Darrell West at 401-863-1163 or see the full report atwww.InsidePolitics.org. The appendix of that report provides e-governmentprofiles for each of the 50 states and thefederal agencies.

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 11

FredericksonA Column by H. George Fredericksonp e r s p e c t i v ePPAA TTIIMMEESS invites your opinions regarding issues addressed in this space, or any public management issues. Please fax us at (202) 638-4952 or e-mail us at: cjewett@aspanet.org The viewpoints expressed in the Commentary section of PPAA TTIIMMEESS are the individuals’ and are not necessarily the viewpoints of ASPA or the organizations they represent.

Iraq, Blackwater and the Advent of Third Party DefenseH. George Frederickson

Because it is so divisive, one wouldassume that those engaged in policydeliberations about the size of theAmerican presence in Iraq would useactual and realistic numbers. The surgehas increased the U. S. military force inIraq by more than 30,000, to about175,000 troops.

Following the recent congressionalhearings featuring General David Patraeus,President Bush announced a possibledrawdown of one brigade, about 4,000personnel, by the end of this year and moreby next spring, depending on “continuedsuccess” on the ground. But these numbersare deceptive, only slightly related to thereal American presence in Iraq.

To get a more accurate picture of theAmerican presence in Iraq one mustconsider the fact that very significantelements of warfare are contracted out toprivate corporations. As a recent study bythe Congressional Research Service putsit, in Iraq “the United States is relyingheavily, apparently for the first time in an

unstable environment, onprivate firms to supply awide variety of securityservices.” How large is thecontingent of private person-nel based in Iraq, supportedby American contracts?

By the most recent estimatesthere are over 180,000contract employees, agreater number than thecontingent of American military personnelin Iraq. So the actual American footprintin Iraq is over 350,000 personnel. To besure, not all contract personnel areAmericans and not all are on Departmentof Defense contracts, but by any reason-able reckoning they are all part of theAmerican presence in Iraq.

As the shootout on Sunday betweeninsurgents and security contractorsworking for Blackwater U.S.A. shows,contractors are part of warfare. This isn’tthe first contractor shootout in Iraq, andwho can forget earlier images of thebodies of four Blackwater employeeshanging from a Fallujah bridge. Hundreds

of contractors have died inIraq, and thousands havebeen wounded.

Does it matter that the termsof policy deliberation on thewar are defined by thenumber of military person-nel in Iraq rather than thefull contingent of militaryand contract personnel? Yes.

In the first place, purposely or not, thecontinued use of only the number ofmilitary personnel in accounting for theAmerican presence in Iraq, rather thantotal of military and contract personnel, isdeceptive. However, neither electedofficials nor the media have seized thisissue and put military and contractor datatogether so as to give a realistic descrip-tion of the full dimensions of the Iraq war.To use only the number of uniformedmilitary in Iraq in policy debates over thewar makes both the personnel andfinancial aspects of the war appearsmaller than they actually are, thereforeprivileging one side of the policy debate.

Second, as the Blackwater-insurgentshootout on Sunday illustrates, theextensive use of contractors in the Iraqwar is freighted with important legalquestions. Are American contractors inIraq subject to international law? Cancontractors be “combatants,” or“mercenaries,” and thereby come underthe protocols of the Geneva Conventions?Do contractors come under U. S. civillaw? Do contractors come under theUniform Code of Military Justice? Cancontractors come under the “extraterrito-rial jurisdiction” claims found inAmerican laws such as War Crimes Act?

However important these legal questionsmay be, it hardly matters because nocontractors have been charged withcrimes based on their work in Iraq.Several members of the uniformedmilitary have been charged and convictedof crimes in Iraq.

Third, independent of the question ofwhether the war in Iraq is just, is theextensive use of private contractors in anywar good public policy? Contractors are

thought to be indispensable as “forcemultipliers” and as a means by which tosupplement overstretched active duty andreserve forces. But critics point to a lackof transparency in the contractor selectionprocess and in the day-to-day operation ofcontracts. And there is evidence ofongoing problems with the control andcoordination of contractors in the field aswell as with oversight issues.

There are big questions of cost andongoing debates over whether moderndefense contracting is less expensive thantraditional military support systems. Butthere is no question that the Iraq war is farmore expensive than it would seem to be,if the costs of the war were based on thenumber of uniformed military in Iraq. Thereason is the extensive use of contractors.The use of contractors has importantforeign policy ramifications, particularlywith respect to human rights issues andmatters of accountability.

Finally, as Congress and the presidentsearch for an Iraq war end game, it isessential to ask this question: Given theevident capacity of those who managethis war to hire more contractors, will adrawdown of uniformed troops actuallyreduce the American presence in Iraq?

The advent of the so-called “multi-sectorfederal workforce” is here to stay, and theessential role of contractors in the work ofthe Department of Defense is not theissue. For public administration the issueis learning how to properly organize andmanage the military when the contours ofthat military, when “in theater,” nowinclude the greatly expanded presence ofcontractors. The long and somewhatcheckered story of military procurement,particularly the procurement of large-scaleweapons systems, is a cautionary tale.And now the story of the organization andmanagement of American multi-sectorworkforce in the Iraq war is unfolding.

ASPA member H. George Frederickson isStene Professor of Public Administrationat the University of Kansas and co-authorof both The Public Administration TheoryPrimer and The Adapted City:Institutional Dynamics and StructuralChange. E-mail: gfred@ku.edu

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“I love you?” No, those are not the threelittle words I have in mind. Does “in goodfaith” rekindle any memories? How aboutPaul D. Wolfowitz–remember now? WorldBank President Wolfowitz agreed to resignhis position after several months of contro-versy about his role in 2005 in helping hiscompanion Shaha Ali Riza, who worked atthe World Bank, transfer to the U.S. StateDepartment where she received a healthypay raise ($132,660 to $193,590).

Did Mr. Wolfowitz do anything unethical?No, he loudly proclaimed. He cleared hissteps with relevant officials at the WorldBank, including ethics officials at the Bank.After much hand wringing (including hiringa lawyer) by Mr. Wolfowitz, a blizzard ofmedia attention, and growing pressure bythe 24 member Board of Directors, heresigned effective June 30, 2007.

The Directors issued this statement: “Heassured us that he acted ethically and ingood faith in what he believed were thebest interests of the institution and weaccept that. ‘We also accept that othersinvolved acted ethically and in good faith.’”

When politics and ethics collide, watchout for those three little words… in good faith.

Source: New York Times, May 18, 2007.

ASPA member Donald C. Menzel is ASPA’spast president and professor emeritus ofNorthern Illinois University. E-mail: donmenzel@tampabay.rr.com

PAGE 12 PA TIMES • OCTOBER 2007 American Society for Public Administration

Those Three Little Words

AAnnEEtthhiiccss

MMoommeennttAnEthics

Moment

NewPublic PersonnelAdministration and Labor RelationsNorma M. Riccucci, Ed.

These classic articles trace the historical andevolutionary development of the fields of publicpersonnel administration and labor relations fromthe point at which the first civil service law waspassed—the Pendelton Act in 1883—through thepresent. The collection covers everything from theseminal concerns of civil service (e.g. keeping thespoils out) to topics that early reformers wouldnever have imagined (e.g. affirmative action anddrug testing). To facilitate an instructor’s ability toassign readings that illuminate lectures and coursematerial, a correlation matrix on the M.E. Sharpe website shows how this book can be used alongside eight leading textbooks.

368 pages 0-7656-1679-3 Cloth $89.95 / 1680-7 Paper $34.95

Announcing a new book in the ASPA Classics seriesEditor-in-Chief Marc Holzer, Rutgers University, Campus at Newark

AD612V

M.E. SharpeTO ORDER: Call 800-541-6563 or 914-273-1800

Fax 914-273-2106Visit our website: www.mesharpe.com

Also available

Public Administration and LawJulia Beckett and Heidi O. Koenig, Eds.

“An extraordinarily valuable book becauseit makes the legal dimensions of publicadministration eminently teachable andaccessible to both graduate and upper-level undergraduate students. … A finebook that should be required reading inevery MPA program.”

– David H. Rosenbloom, American University

304 pages0-7656-1542-8 Cloth $79.95 / 1543-6 Paper $27.95

Local GovernmentManagementCurrent Issues and Best PracticesDouglas J. Watson and Wendy L. Hassett, Eds.

This volume includes thirty of the mostoutstanding journal articles that havebeen published over the past sixty years.It is an ideal supplement for any course inlocal management and administration, aswell as for practicing professionals.

440 pages0-7656-1127-9 Cloth $89.95 / 1128-7 Paper $34.95

About the series–

Conceived of and sponsored by the American Society for Public Administration, theASPA Classics series publishes volumes on topics that have been, and continue tobe, central to the contemporary development of the field.

The ASPA Classics are intended for classroom use, library adoptions, and generalreference. Drawing from the Public Administration Review and other ASPA-relatedjournals, each volume in the series is edited by a scholar who is charged withpresenting a thorough and balanced perspective on an enduring issue.

Each volume is devoted to a topic of continuing and crosscutting concern to theadministration of virtually all public sector programs. Public servants carry out theirresponsibilities in a complex, multi-dimensional environment, and each collectionwill address a necessary dimension of their performance.

The guiding purpose of this ambitious series is to bring together the professionaldialogue on a particular topic over several decades and in a range of journals.

Women Veterans Surveyed

did not seek civilian work until afterleaving the military, and on average, thisgroup of women veterans began their jobsearch nine months after leaving theservice.

For many women veterans, it appears thatthe transition into the civilian workforcedoes not end with being hired. Only 21percent of women veterans in the survey feltthat their transition was completed as soonas they were hired on to their first job; 28percent said that they had felt “completelyadjusted” only after having been on the jobfor some time. A full 44 percent said thatthey still didn’t feel completely adjusted.The average time out of the service forrespondents was seven years.

While the majority of respondents saidthat having resources and support to helpwith their career transition before theyseparated from the military is useful, overa third also said that having resources afterthey secured their first job would behelpful. More information about theresources and services that womenveterans found helpful during their careertransition will be the subject of anupcoming BPW Foundation report.

BPW Foundation sponsored the WWSOII:Women Veterans in Transition survey inpartnership with Harley-DavidsonFoundation, Inc. and Disabled AmericanVeterans (DAV) Charitable Service Trust.Nearly, two-thirds of the over 1,600 respon-dents also selected to participate in furtherresearch, which provides BPW Foundationwith an unprecedented opportunity tofollow the changing experiences of a groupof women veterans over time, said a BPWFoundation representative.

BPW Foundation invited women veteransto participate in this online survey via e-mail invitations, newsletters and webpostings through veteran recruitingservices (RecruitMilitary, Corporate Gray,Bradley-Morris, Inc.) and service organi-zations (BPW/USA-Women JoiningForces, Women In Military Service ForAmerica Memorial, AMVETS, NationalAssociation of State Women VeteransCoordinators, National Association ofState Directors of Veterans Affairs) withaccess to a spectrum of women veteransacross age ranges, conflicts and services.Currently, there is no nationally represen-tative database of women veteran’s inexistence for research purposes, explainedBPW Foundation.

“Our sample is composed mainly ofyounger women veterans actively involvedin today’s labor force, but it also includeswomen veterans that are retired from boththe military and civilian workforces orothers who are currently job hunting as acomparison,” explained Frett.

Through its partnership with BPW/USA’sWomen Joining Forces Program as well aspartner groups, such as ASPA’s Section forWomen in Public Administration, BPWFoundation hopes the survey will helpinform the development of programs andresources that help women veterans moreeasily transition into, and adjust to, thecivilian workforce.

For more information, visit www.bpwfoundation.org andwww.womenjoiningforces.org

Tricia Dwyer-Morgan is director ofprograms for BPW Foundation. She canbe reached at tdwyermorgan@bpwfounda-tion.org

From WOMEN VETERANS, pg. 2

Have you visited ASPA’s web site lately?

www.aspanet.org

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 13

Virginia Beach Awarded $6 Million To Help LawEnforcement Fight Crime and Respond to EmergenciesVirginia Beach, VA–Virginia Beach wasone of 37 law enforcement agencies in 25states and one U.S. territory that wouldshare in $159 million in crime fightingtechnology grants awarded by the U.S.Department of Justice Office ofCommunity Oriented Policing Services(COPS). Virginia Beach was awarded $6million and the only city in theCommonwealth to share in the grant.

Grants were awarded under COPSTechnology Program to be used tosupport the development of integratedvoice and data communication networksamong emergency response agencies.Money from the grant will be used tofurther fund the ORION project, aregional public safety radio and datainteroperability system and will cover thepurchase of equipment and services toenhance voice and data network interop-erability for public safety first responderswithin the Hampton Roads region.

For additional information about theCOPS grant log on to:http://www.cops.usdoj.gov/Default.asp?Item=2005.

To find out about award recipients log onto: http://www.cops.usdoj.gov/pdf/GrantAnnounce/TechProgram_FY07.pdf

Confidence of SuccessIndicators for U.S. FederalGovernment ReleasedNew Ratings Assist GovernmentOfficials in Selecting SystemIntegrators for Specific ProgramRequirements

Falls Church, VA–Government Insights, anIDC Company, announced the release oftheir Confidence of Success Indicators(CSI) research that is designed to assistgovernment in matching their specificproject requirements to System Integrators(SI) capabilities. The CSI researchincludes two types of ratings: first, CSIRatings which evaluates suppliers' capabil-ities, defense and civilian penetration, andprocess maturity focus, and second,Market Influence Ratings which depicts arelative measure of the governmentinfluence on each evaluated supplier.

The firms exhibiting the highest govern-ment confidence, based on GovernmentInsights analysis, are located in theconfidence, or upper right quadrant of theCSI grid. According to Perara "thesefirms demonstrate broad service capabili-ties and extensive market penetration, andgovernment has greater influence onthese firms because it controls a largerportion of the firm's revenue relative toother System Integrators who serve thismarket. An example of a firm in theconfidence quadrant is Lockheed Martin,which received the highest ratings due tocivilian and defense penetration, commit-

ment to CMMI process certification, andpercentage of overall revenues obtainedfrom government contracts."

Additional quadrants in the CSI gridinclude: legacy, for firms that have lowerfederal SI focus as a percentage of totalIT services revenue, specialty, for firmswith a significant focus on the federalmarket but limited reach across both thecivilian and defense markets, andemerging, for smaller firms with lesspresence in the federal governmentmarket segment.

Government Insights CSI grid isavailable in the report Confidence ofSuccess Indicator: System Integrators inthe Federal Marketplace (Doc.#GI207161) 2007. This report also coversfuture outlook, and actions to considerfor government and SI suppliers.

Partnership for PublicService Partners withAmerican Public MediaWashington, DC–The Partnership ispartnering with American Public Mediato help bolster news coverage of govern-ment on the public radio showMarketplace, which reaches more thaneight million listeners nationwide.

Marketplace wants to learn about whatthe government is getting right or wrong,and they're looking for people with first-hand knowledge to advise and informtheir reporting–government leaders andemployees; experts with insights onpolicy and government; and businessleaders working closely with federal,state or local government. Marketplacewants these people to share their experi-ences with Marketplace.

To do this, Marketplace has set up two websites:

State and local government:http://americanpublicmedia.org/pin/stategovernment

Federal government: http://americanpublicmedia.org/pin/government

SSRN Creates PoliticalScience NetworkThe Social Science Research Network(SSRN) is pleased to announce thecreation of the Political Science Network(PSN). PSN will provide a world-wide,online community for research in allareas of political science, following themodel of the other subject matternetworks within SSRN(http://www.ssrn.com).

PSN is expected to become a comprehen-sive online resource for research in politi-cal science, providing scholars withaccess to current work in their field andfacilitating research and scholarship. PSNwill be directed by David A. Lake andMathew D. McCubbins (UC San Diego).

If you have a press release for “WhereThings Stand,” contact ChristineMcCrehin at cjewett@aspanet.org.

WTSWhereThingsStandNew Books FromInformation Age

Publishingwww.infoagepub.com

From Bureaucracy to Hyperarchy inNetcentric and Quick LearningOrganizations: Exploring Future PublicManagement Practiceby Lawrence R. Jones, Naval Postgraduate School and FredThompson, Willamette University

This book focuses on the inherent contradiction between bureau-cracy, hierarchy, and the vision inspired by the architecture of

modern information technology of a more egalitarian culture in public organiza-tions. We agree with Evans and Wurster and others who have argued that, in thefuture, knowledge-based productive relationships will be designed around fluid,team-based collaborative communities, either within organizations (i.e.,deconstructed value chains), or in collaborative alliances such as those with“amorphous and permeable corporate boundaries characteristic of companies in theSilicon Valley” that is, deconstructed supply chains. In such relationships everyonecan communicate richly with everyone else on the basis of shared standards and,like the Internet itself, these relationships will eliminate the need to channelinformation, thereby eliminating the trade-off between information bandwidth andconnectivity. “The possibility (or the threat) of random access and informationsymmetry,” they conclude, “will destroy all hierarchies, whether of logic or power”CONTENTS: Preface and Acknowledgments. Understanding Public Management as anInternational Academic Field. The Evolution of Public Management Reform Practice.Assessing Public Management Reform in an International Context: PerformanceMeasurement, Managing for Results and Fiscal Devolution. Phases of OrganizationalTransformation and Restructuring. Changing Processes: What Works, What Does Not andWhy? Implementing the Continuous Learning Cycle to Improve Strategic Planning andOrganizational Productivity. Matching Institutional Structure to Strategic Planning andPositioning. Creating the Quick Learning Organization in Government. Moving FromBureaucracy to Hyperarchy and Netcentricity: Enabling the Quick Learning OrganizationUsing IT and Modern Technology. References. Index.2007 Paperback ISBN 978-1-59311-605-7 $39.99

Hardcover ISBN 978-1-59311-606-4 $73.99

Communicable Crises Prevention,Response, and Recovery in the GlobalArena

Edited by Deborah E. Gibbons, Naval Postgraduate School

This volume makes a significant contribution to the crisismanagement literature. It also adds to our inchoate understand-ing of network governance: temporary teams and task forces,communities of practice, alliances, and virtual organizations. Ithints that the distinction between networks and organizations

may be somewhat spurious, a matter of degree rather than kind. Indeed, it seemsthat this distinction may derive more from mental models in which we consistentlyreify organizations than anything else. Finally, the volume emphasizes thefunctional importance of leadership in network governance and puzzles over itsprovision in the absence of hierarchy. As such, it adds to the contributions made byMarc Granovetter (1973), John Seeley Brown and Paul Duguid (1991), BartNooteboom (2000), Paul J. DiMaggio (2001), John Arquilla and David Ronfeldt(2001), Laurence O’Toole and Ken Meier (2004), and others, as well as NancyRoberts’ seminal work on wicked problems and hastily formed teams. The result isa product the editor and the contributors can be proud of. Overall, it is one that willedify, surprise, and delight its readers.CONTENTS: Foreword, Fred Thompson. Preface, Deborah E. Gibbons. Against DesperatePeril: High Performance in Emergency Preparation and Response, Herman B. “Dutch”Leonard and Arnold M. Howitt. Anticipating Rude Surprises: Reflections on “CrisisManagement” Without End, Todd R. La Porte. Technological Transformation of Logistics inSupport of Crisis Management, Richard A. Braunbeck III and Michael F. Mastria. ImprovingDisaster Management Through Structured Flexibility Among Frontline Responders, ClaudiaSeifert. Asymmetric Information Processes in Extreme Events: The December 26, 2004Sumatran Earthquake and Tsunami, Louise K. Comfort. Emergent Institutionalism: TheUnited Kingdom’s Response to the BSE Epidemic, Chris Ansell and Jane Gingrich.Maximizing the Impact of Disaster Response by Nonprofit Organizations and Volunteers,Deborah E. Gibbons. How Governments Can Help Businesses Weather a CataclysmicDisaster, Roxanne Zolin and Fredric Kropp. Globalization and International CommunicableCrises: A Case Study of SARS, Teri Jane Bryant, Ilan Vertinsky, and Carolyne Smart.Constraints on the U.S. Response to the 9/11 Attacks, Alasdair Roberts. Support for CrisisManagement in Asia-Pacific: Lessons From ADB in the Past Decade, Clay Wescott.Synthesizing Perspectives on Management of Communicable Crises, Deborah E. Gibbons.About the Authors.2007 Paperback ISBN 978-1-59311-607-1 $39.99Hardcover ISBN 978-1-59311-608-8 $73.99

ASPA's Nominating Committee recentlyselected a slate of candidates for seats on theSociety's National Council.

Ballots will be mailed to ASPA members onOctober 29, 2007, and will be counted onJanuary 4, 2008. The candidate winning thevice-presidential seat will assume thepresidency in 2010. The new Council memberswill begin their terms at the conclusion of the69th ASPA Annual Conference next March inDallas, TX. The candidates are:

Vice President

Meredith A. NewmanProfessor and Director, School of PublicAdministration-Florida InternationalUniversity

Mitchell F. RiceProfessor, Texas A & M University

District I Connecticut; Delaware; Maine; Maryland;Massachusetts; New Hampshire; New Jersey; NewYork; Pennsylvania; Rhode Island; and Vermont

Ann Hess BragaStaff Director, Boston City Council

District IIDistrict of Columbia; Indiana; Michigan; Ohio;Virginia; Virgin Islands; Puerto Rico and WestVirginia

Samuel L. BrownAssociate Professor, University of NebraskaOmaha

District IIIAlabama; Florida; Georgia; Kentucky; Louisiana;Mississippi; North Carolina; South Carolina; andTennessee

James WardAssociate Professor, Mississippi University forWomen

Rodney StanleyAssociate Professor, Tennessee State University

District IVArkansas; Colorado; Illinois; Iowa; Kansas;Minnesota; Missouri; Nebraska; New Mexico; NorthDakota; Oklahoma; South Dakota; Texas; andWisconsin

Michael GershowitzPresident & CEO, Gershowitz Grant andEvaluation Services

District VAlaska; Arizona; California; Hawaii; Idaho;Montana; Nevada; Oregon; Utah; Washington; andWyoming

James NordinSenior Associate, Public Management Solutions

President’s Column 16National Council Action Items 17Recruiter 23Conferences Calendar 28 Advancing excellence in public service. . .

ASPA TIMESIINNSSIIDDEE::

Matt Rankin

In a remarkably short amount of time, threeof the most prominent groups in profes-sional public service and education havebrought PublicServiceCareers.org fromconcept to fruition with exciting results!This recently expanded online resource isintended to be the first stop for informationabout public service careers and for findingprofessional jobs in the public sectorincluding government, nonprofits, consult-ing, contracting and academia.

But how did this project come about? Andwhat is available today to help profession-als begin and sustain a rewarding career inpublic service?

Better TogetherLast year, ASPA, the Association forPublic Policy Analysis and Measurement(APPAM), and the National Associationfor Schools of Public Affairs andAdministration (NASPAA) begandiscussing the advantages of creating of anew online resource to encourage peopleto join the public administration field andsustain public service careers.

At that time, ASPA and APPAM had theirown employment listing services, andNASPAA was considering whether tolaunch another. The three organizationsquickly realized that through collaborationwe could create a much more effectivemeans for promoting careers in the field.By pooling our resources, the organizationsalso would be able to make a significantcontribution to increasing the visibility ofpublic service and the educational programsthat prepare talented individuals for careersin public service and administration.

To this end, APPAM, ASPA and NASPAAsigned an agreement to createPublicServiceCareers.org on July 27,2006. The first component of the newwebsite to launch was its employment

listing service, which became active inOctober 2006. At the same time, person-nel from the three associations worked todesign and build out the remainder of thewebsite. The site seen today launched inAugust 2007.

Tools and Information AvailablePublicServiceCareers.org is designed forjob seekers and their employers at alllevels of experience. Whether you arefresh out of college, a ‘veteran’ of thepublic sector, working in academia, orsimply seeking a change, this site can helpadvance your career.

Information and Advice on Building aProfessional Career in Public Service–Although there is no magic formula for asuccessful career in any field,PublicServiceCareers.org makes a sincereattempt to document successful strategiesfor people to learn from. For example, our“Share Your Story” section will host asearchable database of career profiles.Emphasis should be placed on “Your,”because we need your help to informyoung people about the range of careers inpublic service! Your story will be included

in a growing database of profiles availableat no charge to all visitors to this website.Users of this resource may search thedatabase to learn more about actualcareers in the field from the uniqueperspectives of submitters.

People interested in a career in publicservice can also help themselves bymaking sure that their aspirations are inline with the demands of the field and itsrewards. We offer useful recommenda-tions on internships, salaries, interview-ing, networking, and resumes, as well asinformation on upcoming events in thefield. ASPA Chapters and Sections areencouraged to submit their events to ourgrowing database.

Another section of the site discusses howschools of public administration andpublic policy prepare individuals forcareers in public service. The site alsooffers advice on whether to seek graduateeducation and provides resources forfinding a graduate school that meets yourcareer objectives. For example, manyschools also offer mid-career andexecutive education programs designed

specifically for the needs of the workingprofessional.

Professional Employment Opportunitiesand a Shortcut to Applying–No careerdevelopment site would be completewithout a variety of jobs andPublicServiceCareers.org does notdisappoint! In fact, it's hiring season atcolleges and universities - more than 130professional faculty jobs are now online.

Candidates can search hundreds of jobs,apply online for free and even create apersonalized “Job Alert” that will let youknow when a position has opened orclosed. You can also save your resume forfuture job searches with the “ManageYour Search” function.

Even if you have a job right now, it is wiseto be thinking of your future. You can postyour resume confidentially without identi-fying information. Your career info, experi-ence and other relevant information can belisted for employers to review and theninquire confidentially regarding yourinterest in them. It is your option whetherto respond. An added bonus for ASPAmembers is that employers can see yourmembership status and therefore yourcommitment to professionalism.

One of ASPA’s “drumbeats” is advancingprofessionalism within public service andadministration. This is increasinglyrelevant due to today’s multisector publicworkforce where many people move fromone sector to another. Having leaders,managers and employees who areproperly trained and connected is vital forsuccess regardless of the sector, field orjob they work in. You can stay a stepahead by using PublicServiceCareers.org.

Matt Rankin is ASPA’s senior director forprogram and service development. E-mail: mrankin@aspanet.org.

PublicServiceCareers.org a Useful Source of Information about Careers and Jobs in Public Service

ASPA and partners create comprehensive job resource site.

ASPA Announces Candidates for National Council2007October 29Ballots mailed

December 28Deadline for receipt of ballots

2008January 4Ballots counted February 1Results announced in PATIMES

February 15Appeals period for electionsendsMarch 10 Election results announced atASPA National Conference

ELECTION CALENDAR

PAGE 16 PA TIMES • OCTOBER 2007 American Society for Public Administration

Harvey White

Public administration is experiencingtremendous change as a profession. Socialand technological developments are stimulifor much of this change. Overall, thechange is positive, expanding the focus ofour profession to embrace new andexciting programmatic activities.

Public administration is on the cutting edgeof the information technology revolutionand continues to be an agent for advancingscience and other human endeavors. Publicadministrators are becoming more respon-sive and more effective as participants inthe social contract citizens have withgovernment. This is an important aspect ofthe legacy ASPA is helping to create forpublic administration.

Several disturbing developments, however,are placing this legacy, the public adminis-tration profession and our Society at risk.Two interrelated developments are signifi-cant in this regard: the subversion ofmaster of public administration (MPA)programs; and the lack of MPA facultymembers’ “professionalization” into publicadministration.

These developments are pushing publicadministration towards academic obfusca-tion with an increasing propensity tosubvert MPA programs to prepare studentsfor almost everything except careers inpublic administration. This trend suggestsdreadful consequences for our profession.

To be fair, the attempt to equate publicadministration with one or more of itssister professions and subfields is not new.Nicholas Henry chronicles this attempt inhis paradigms of public administration.ASPA sections are useful for accommodat-ing subfield interests (i.e., health, person-nel, transportation, criminal justice, etc.)and traversing this issue.

The ASPA National Council’s recentdecision to approve the request for aCertified Public Management section is acontinuation of this approach. One fieldthat has not been particularly amenable tothis approach is policy studies.

After many years of efforts to distinguishitself as a separate profession and academicdiscipline, policy studies is again emergingin public administration. In its currentconfiguration, the policy-administrationdichotomy, firmly rejected by most publicadministration scholars, is turned inside out.

Policy is now being proclaimed as theparent field for all public service profes-sions. Although farcical, by itself thisassertion is meaningless. However, whencombined with what appears to be theadded assertion that policy is the principalfocus of public administration, it becomesa very a destructive tactic for subvertingMPA programs from the purpose forwhich they were intended; training anddeveloping students for careers in publicadministration.

A cursory review of information onwebsites suggests that this concept isstarting to resonate with a small subgroupof MPA programs. Some public adminis-tration programs in this subgroup refer tothemselves as public policy programs. Anassessment of curricula in these programsreveals that they are more prone to requirecourses in economics and public policythan basic courses in public administration.

Human resource/capital/talent manage-ment, information management, adminis-trative and organizational behavior,financial management, organizationaltheory and design, intergovernmentalrelations and other staple courses in publicadministration education and training arebeing relegated to elective status ordropped from the MPA curriculum.

It is unclear where students in theseprograms are provided an understanding ofthe basic concepts, theories, methods andlegal context of public administration. It isunclear where they are taught the legacyand important contributions of our profes-sion for the advancement of civilization. Itis difficult to understand how these MPAprograms can effectively equip studentswith the needed talents, skills, and theprofessional ethos and “esprit de corps”that will enable them to pursue successfulcareers in public administration. Theseprograms are cause for concern.

Public administration should be open tonew programmatic activity that enriches thelearning environment for students seekingto enter our profession. Such activity,however, is neither synonymous with nor asubstitute for rigorous public administrationeducation and training. Students earningMPA degrees expect and are expected toacquire skills and talents to help thembecome effective public administrators.

Economics, public policy, policy analysis,development studies, etc., have their placein our profession but the skill sets theyconstitute represent only a very smallportion of what is needed to be aneffective public administrator. The samecan be said of other subfields thatcontribute to the education, training anddevelopment of students for careers inpublic administration.

There are a variety of public service degreeprograms that do not purport to trainstudents for careers in public administra-tion; public affairs, planning, law enforce-ment, and public policy. Faculty members

from these programs are active in ASPAand make significant contributions to ourprofession. These programs are not a focusof concern.

Another tendency worth mentioning is theattempt to equate public administrationwith public service. This is also not a newissue in our Society. It has been debatedand addressed at the highest level of ourorganization. Consideration was given tochanging ASPA’S name to embrace thisbroader concept. While interesting, itwould be a tremendous challenge forASPA to effectively represent all aspectsof public service.

Social workers, public health officers,public works personnel, governmentaccountants, school teachers and adminis-trators, law enforcement officers and otherpublic servants also have their own organi-zations, some predate our Society. It wasultimately decided that ASPA should keepits focus on administrative aspects ofpublic service. ASPA’s mission wasexpanded, however, to include “advancingexcellence in public service.”

A recurring concern in meetings withstudents and practitioners over the pastyear has been the training, experience, andcommitment to public administration ofcore faculty members in MPA programs.Many faculty members, particularly newerfaculty, are said to have no training orexperience in public administration. Theyare recruited for their subfield specialtiesand remain removed from public adminis-tration intellectually as well as from practi-tioners in the profession.

These faculty members are also increas-ingly missing from ASPA’s membershiprole. Three essential questions are beingasked about these faculty members:

How can they teach what they do not know?

How can they model what they have not experienced?

How can they inspire if they do not believe?

Few of us who teach in this professionhave terminal degrees in public administra-tion. We were expected, however, toembrace the profession after acceptingfaculty appointment in public administra-tion. There was also an expectation thatprofessional linkages would be developedwith public administrators and agencieswhere we live and work.

The late Don Stone, past ASPA presidentand founding dean of the Graduate Schoolof Public Affairs at the University ofPittsburgh, was persistent in this expecta-tion of his faculty. It is reported that afterhearing one of his new professorsproclaim that he was a political scientist,Stone immediately exclaimed to him:“Not any more!” This young professorwent on to have an outstanding career inpublic administration.

Although few deans possess Don Stone’scommitment to public administration,MPA faculty participation in our profes-sion is expected and will be the focus ofsignificant attention in the near future.MPA programs’ core faculty members willbe invited to join ASPA.

We will communicate our concerns aboutthis lack of participation to deans anddirectors. We shall also share informationwith our members on programs in theirareas where MPA faculty members are notactive in our Society.

To address the curricula of MPA programsand other concerns, an ASPA CriteriaTaskforce for Excellence in PublicAdministration has been established.Comprised of well respected and distin-guished members of our profession, it hasbeen asked to provide criteria by whichASPA might give recognition to MPAprograms that effectively educate, train,and develop students for successful

ASPA’s Legacy to Public Administration

PRESIDENT’S COLUMN Harvey White

Supporting ContributorsBruce D. McDowellPotomac, MD

Van R. JohnstonCentennial, CO

Merl M. HackbartLexington, KY

Michael S. HamiltonPortland, ME

Kenneth A. MaciasSacramento, CA

Individual ContributorsJohn Imbriale, IIINorfolk, VA

Deborah ZolnoskiMacomb, MI

Stephen R. RolandiLarchmont, NY

James J. FarandaWest Harrison, NY

ASPA Contributors

See PRESIDENT’S COLUMN, pg. 20

Several disturbing developments…are placing

this legacy, the public administration profession

and our Society at risk.

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 17

Action Items from Mid-Year National Council MeetingASPA’s National Council met on Sunday,September 16th during the Annual Mid-year meetings to discuss the Society’sbusiness. Following are the actions thatoccured during that meeting.

For more information or if you havequestions, please contact ASPA at 202-393-7878 or info@aspanet.org.

CAPACITY STEERING GROUP

Action Request: The Finance Committeein agreement with the Capacity SteeringGroup moved that ASPA establish a newLife Membership category, as follows:

• Individuals must be active members for25 years in order to be invited as LifeMembers.

• Dues payments of $3,500 in four annualinstallment payments of $875

• 50% off all future early bird conferenceregistration rates, beginning aftercompletion of the first payment of $875

• Complimentary copies of PAR Classics

Supporting Documentation:

• ASPA wants to continue to supportlifelong commitment to the profession.Invitation at the 25th anniversaryrecognizes the individual’s commitmentto the organization. While this wouldhave the effect of fewer members qualify-ing for the membership category, it wouldoffer the membership as a distinction, notjust those with the ability to pay.

• The twenty-five year members, who

accept the invitation to become a LifeMember during the year, would behonored with recognition at the annualconference. They would receive a lapelpin for their twenty-five years ofdedicated service to ASPA, along with aplaque recognizing their lifetimecommitment to the Society.

• In the last five years, free registration oflife members at annual conferences hascost ASPA $90,479 in lost conferencerevenue. Reducing the benefit to 50%off provides some conference revenueoffset moving forward, and wouldaddress potential increase in futureconference fees.

Motion Results: Passed as submitted

*Current Life Members’ benefits will notchange.

Action Request: The Capacity SteeringGroup moved that the proposedagreement between ASPA and theNational Institute for Public Management(INAP), Mexico be approved.

Supporting Documentation: INAP hasbeen involved in improving publicadministration in Mexico for more than50 years. The goals of ASPA and INAPare similar and this agreement wouldsolidify the work done by ASPA andINAP through the UN PublicAdministration Network. This agreementwould not supplant the existing agreementwith another Mexican organization.

Motion Results: Passed

Action Request: The Capacity SteeringGroup moved that the Long IslandChapter be merged with the New YorkMetropolitan Chapter.

Supporting Documentation: The LongIsland Chapter shares boundaries with theNY Metro Chapter, and has primarilybeen a function of Long Island University.Discussions have taken place withmembers of both chapters. The NY MetroChapter will work to host some program-ming closer to Long Island. NationalCouncil member Bill Ciaccio will facili-tate this transition.

Motion Results: Passed

Action Request: The Capacity Steering Group moved that the LakeSuperior Chapter (Marquette, Michigan)be dis-established.

Supporting Documentation: In attemptingto reach out to inactive chapters of ASPA itwas noted that the Lake Superior Chapterhad no history on file for the last severalyears. District 4 Council Member MichaelGershowitz contacted the five listedmembers of the chapter. After severalattempts to contact an officer to date noinformation has been received to find outthe status of the chapter. Therefore,Michael Gershowitzs recommends dis-establishing the Lake Superior Chapter.Staff will work to follow up on new“home” chapters for the five members.

Motion Results: Passed

Action Request: Capacity Steering Group

in concurrence with the Finance Committeemoved that the Section on Certified PublicManagement (SCPM) be established.

Supporting Documentation: Proponents ofthe SCPM have completed all formationdocumentation, including a budget andprogramming plan. The Section wouldwork on programming at local andregional levels, providing a new way formembers of the CPM consortium to meetunder the ASPA umbrella. Additionally,SCPM would look to provide program-ming at the National Conference thatwould qualify for CEUs, something thatASPA has been looking forward to do.

Motion Results: Passed

BOARD OF INSURANCETRUSTEES:

Action Request: The Board of InsuranceTrustees moved that the National Councilsupport the pursuit of Selman & Companyas the new administrative broker forASPA’s insurance affinity programs.

Supporting Documentation: The Board ofInsurance Trustees had the tasks ofsecuring a new administrative broker toprovide services for ASPA’s affinityprograms. ASPA interviewed two potentialbrokers to provide these services. Afterlong discussion pertaining to the Q & A’spresented to both entities it was decidedthat Selman & Company would serve asthe new administrative broker.

Motion Results: Passed

PAGE 18 PA TIMES • OCTOBER 2007 American Society for Public Administration

John G. Whitlock AlaskaMatthew Vondras ArizonaJoseph Beard ArkansasGreg Harrison ArkansasCora Lanphere ArkansasChantel Lawliss ArkansasTramaine Crawford At Large MemberRobbie Davis At Large MemberPam McGhee At Large MemberBrian C. Reed At Large MemberGarrett Haslem Auburn AlabamaNiecia R. Barton Bakersfield CaliforniaIsmael Amaya CentexFredrik Coulter Central FloridaVictoria Paterson Central FloridaTramaine Crawford Central IllinoisDavid Racine Central IllinoisFrank B. Denbowski Central PennsylvaniaAndrew Ansley Central PiedmontChase Woodall Central PiedmontBob Blankenberger Chicago IllinoisYongmao Fan Chicago IllinoisAnne Kinney Chicago IllinoisFlounsay Caver Cleveland State University AffiliateLeigh Johnson ColoradoVicky E. Bullock ConnecticutBernice Butler East GeorgiaJulia Huprich East GeorgiaMichael Fouassier Empire State Capital AreaGeorge W. Cody EvergreenBernice Butler GeorgiaVickie Edwards GeorgiaCory Salley GeorgiaLeigh Tenewitz GeorgiaMatthew Walker GeorgiaJennifer Henderson Greater BirminghamWesley Ross Greater BirminghamTrisha Balthaser Greater CincinnatiStephanie G. Stills Greater CincinnatiMartha Elaine Needham Greater Kansas CityRoger Wells Gulf CoastIzabela M. Cieszynski Hampton RoadsRosylen L. Oglesby Hampton RoadsEdward Sheridan, Jr. Hampton RoadsRick Shupe High Plains TexasBenjamin H. Stipe Houston AreaTramaine Crawford IndianaShane Nordyke IndianaCatherine Simutis IndianaTara Becnel Inland EmpireMichael TenEyck Inland EmpireDeborah Zolnoski Inland EmpireNilima Gulrajani International Electronic MembershipSimon D. Norton International Electronic MembershipGail Schultz Island Coast FloridaJason Christenson KansasAlisa Moldavanova KansasMartha Elaine Needham KansasMelody Mayes KentuckyRachel R. Bird Los Angeles Metro AreaDanielle Hopson Los Angeles Metro AreaWarren Lee Los Angeles Metro AreaErika Martin Los Angeles Metro AreaSamuel Brown MarylandKrystle Nicholson MarylandMichael M. Tubay MarylandJennifer C. Habig Metropolitan LouisvilleBrecca Faust National Capital Area

Justin Hentges National Capital AreaOctavio Hinojosa Mier National Capital AreaMatthew Klasen National Capital AreaDettmer Melissa National Capital AreaAmanda Puller National Capital AreaLeigh Tenewitz National Capital AreaMarsha Barker New York MetropolitanKatarzyna Lewandowski New York MetropolitanCarla Olivier New York MetropolitanSamantha Sonnett New York MetropolitanJeffrey Bumgarner North TexasJoyce Lott Northeast Ohio RegionalJohn M. Pietro Northeast Ohio RegionalRoland Anglin Northern New JerseyAlexander Henderson Northern New JerseySusan Maybaumwisniewski Northern VirginiaChris M. Mullin Northern VirginiaMatthew Raible Northern VirginiaMike Fogarty OklahomaSarah Yocham OklahomaMicah Fairchild Piedmont TriadWarrick Stewart, DPA Piedmont TriadNajar D. Washington Piedmont TriadAlfreda Barnett Research TriangleKathryn Chandler Research TriangleWendell Heath Research TriangleRobin Fino Rhode IslandGilberto Escobedo Rio Grande/Rio Bravo ValleyRodriguez Luis Sacramento CaliforniaChristine Schachter Sacramento CaliforniaDenette M. Valencia Sacramento CaliforniaAmy Wilner Sacramento CaliforniaDeborah Zolnoski San DiegoWah Man A. Choy Yu San Francisco Bay AreaEvan Low San Francisco Bay AreaKristopher Teague San Francisco Bay AreaCamille Llanes Santa Clara ValleyDevin Mody Santa Clara ValleyJason Christenson Siouxland SDSteven Chapman, II South FloridaSarah Clifford South FloridaAlexander Diaz South FloridaMichelle Hollis South FloridaOscar Paladino South FloridaEduardo Salcedo South FloridaGail Schultz South FloridaMarkus Ulmer South FloridaCynthia Luna Morales South TexasErik Paltrow Southern ArizonaEdwin Skidmore Southern ArizonaDonna Crosson Southern NevadaFogarty Patrick Southern NevadaKathy Somers Southern NevadaSusan C. Mattson TennesseeJennifer Swain TennesseeElizabeth James Tallman Tennessee ValleyNicole Poarch Tennessee ValleyErin Barber USC Los Angeles AffiliateMichael Hether USC Los Angeles AffiliateHank Hsing USC Los Angeles AffiliateShannon Freeman VirginiaSarah Lemn VirginiaTimothy Sommella VirginiaMalika Reed Walden University Affiliate

ASPA welcomes the following new members from the month of August 2007.Please note: Members rejoining ASPA are not included on this list.

New ASPA Members

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 19

Palm Beach County, FL, an Example of School Concurrency Success

immediately obvious to state or localofficials, nor was it without risk.

Other services subject to concurrency–such as roads, sanitary sewer, solid waste,drainage, potable water, parks andrecreation, and mass transit–are all capitalintensive and can be provided with moreflexibility. For example, special districtscan be created for their provision and theycan ultimately be paid by user charges orspecial levies.

Public K-12 education, on the other hand, is considerably more labor intensiveand much harder to provide throughentities other than the established schooldistricts. Moreover, school concurrencyrequired a considerable amount of collab-oration between school districts, cities,and counties.

At one extreme, the easy solution to schoolcrowding consisted of limiting newdevelopment and growth, with no actiontaken on the rate of school construction.Although eight decades of runaway urbansprawl had certainly spun supporters ofsuch a policy, this solution would have metthe opposition of developers and verylikely reduced the supply of housing whileincreasing the price, with possible negativeeconomic and political ramifications. Thestate was very careful to guard against thispotential solution by retaining and exercis-ing the power to approve school concur-rency plans developed at the local level.

At the other extreme, the solutionconsisted of simply embarking on anambitious school construction program tocatch-up and keep-up with development,with no action taken on the process of realestate development. Assuming theexistence of the necessary resources, thisextreme was also unsatisfactory. As long asreal estate development and schoolplanning were separate processes, theprovision of quality education, includingmatching students and school capacity,stood little chance of being rational.

The challenge was to reach some middleground. In other words, the ideal solutionwas to put an aggressive school construc-tion program in place while also integrat-ing the city and county planning processes(including residential development) withthe school facilities planning processesimplemented by school districts.

This implied giving school districts someenforceable level of say in the process ofissuing permits to new development which,of course, was unheard of and generatedresistance from cities. This solutionrequired the following: Raising thenecessary means to underwrite such anenormous undertaking in a state without anincome tax yet with diverse limitations onthe property tax; finding a politicallyviable distribution of the financial burdenof this undertaking, and integrating theplanning processes of county, schooldistrict and cities.

This is something that the state govern-ment could not simply mandate or

enforce. Neither did it have the necessaryresources nor were the necessary policiesand expected outcomes clear. In addition,a careful balance between the state andlocal spheres had to be maintained. To adegree, the state was walking on unchar-tered territory.

The solution to the problem ultimately hadto come from the local level, and further-more, it required the establishment of anovel public service network among thediverse overlapping local jurisdictions. Thestate government would have to find aframework to encourage, guide, supportand ultimately approve the differingsolutions developed at the local level.

Palm Beach County was the only Floridajurisdiction to achieve school concurrencyduring the so-called voluntary phase(1985-2005), providing a precedent ofsuccess and a blueprint for the state andother local governments to follow.

Factors of Success in Palm Beach CountyConcern over school crowding had beenbrewing at the local level, particularly inlarge, high-growth school districts, such asPalm Beach County. This county was, in2004, the 11th largest school district in theNation, and it had experienced enrollmentgrowth at a rate of 5,000 students per yearover the previous 17 years.

The growing motivation to find a solutionin this county finally found a framework ina 1993 amendment to the Florida statuesgoverning county and local comprehensiveplans. The amendment essentially allowedlocal governments to extend the concur-rency requirement to public schools–onlyafter conducting an appropriate study onhow the requirement would be met–and todefine by interlocal agreement thenecessary collaborative processes forpopulation projections and school siting.

Public officials at the Palm Beach SchoolBoard and District unanimously credit thehard-fought success of their inter-localagreement and financially feasible schoolconstruction plan to three factors: Theleadership of two public officials, themediation of a broker, and the unabasheduse of certificates of participation (COPs)to underwrite school construction.

Catalytic leadership. The first factor wasthe leadership of two public officials, JodyGleason and Karen Marcus. JodyGleason–at the time school board memberfor District X–had increasingly becomeconcerned about school crowding andfound in the 1993 amendments aframework to channel efforts and find asolution. She quickly found an ally inKaren Marcus–county commissioner forDistrict I. Together they championedschool concurrency over eight long years,from 1993 through 2001, creating a studygroup, presiding over periodic meetings,imbuing the process with a win-winattitude, and keeping the issue on the frontburner in the face of substantial oppositionand early failures.

Most of the opposition came from citiesand home builders. Older communities

opposed concurrency on grounds that itwould shift resources to well-to-do, new-growth areas, while new-growth areas andhome builders opposed concurrency ongrounds that it would imply growthcontrols. In addition, there was little trustin the ability of the school district tounderwrite and carry out the massiveschool construction program that wasimplied by school concurrency.

Brokerage. An initial attempt at establish-ing school concurrency in Palm BeachCounty was rejected by the state ongrounds that it was not financially feasible.This initial failure was followed by a 2-year hiatus (1996-98) in which the statedeclared a moratorium on school concur-rency while it revisited the viability of thepolicy and developed rules.

When the moratorium was lifted in 1998,Palm Beach County and School Districtofficials made a move that is widelycredited as the second factor that madeconcurrency possible. They hired a third-party broker to negotiate the terms of aninter-local agreement with cities, whichremained staunchly opposed to concur-rency. The person hired was Leo Noblewho had previously been involved intransportation concurrency and was trustedby both private and public parties. Even so,it took the broker over two years to negoti-ate the terms under which cities would bewilling to sign the inter-local agreement.

Certificates of participation. Last but notleast, local officials credit the use ofcertificates of participation (COPs) as thethird major factor of success in theestablishment of school concurrency inPalm Beach County. The use of COPswas an idea that took time to mature andexecute, and it was made possible thanksto the efforts of another school boardmember–Bill Graham.

State resources were an irregular drop inthe bucket and local current revenues wereinsufficient to underwrite the necessaryconstruction program. COPs are arelatively well-known means of acquiringdebt financing without complying withvoter referendum or debt limit require-ments applicable to municipal bonds. Theycan imply higher interest rate costs, and ifused irresponsibly, could lead to over-indebtedness. For these reasons, there is anegative stigma attached to their use.

However, given the school district’s recentexperience with municipal bonds, therewas considerable uncertainty aboutwhether voter referendum could beobtained to underwrite the necessaryconstruction program through municipalbonds. The only viable alternative for theschool district was COPs and the schoolboard and district did not hesitate to usethem even in the face of the negativestigma attached to them.

In 2001, the county, school district and 26 municipalities signed the schoolconcurrency inter-local agreement. In the agreement, integration of the planningprocesses was conditioned to the schooldistrict reaching a ratio of enrollment to capacity of 110 percent by 2004.

Having secured the necessary resources,Palm Beach County delivered on thisperformance benchmark and became thefirst school district to successfullyimplement a state-approved schoolconcurrency agreement and solve theschool crowding problem.

The importance of the Palm Beach Countycase cannot be overlooked. It proved thatthe policy was indeed doable and provideda blue print for the state and other countiesto follow. It may be no coincidence thatone year after Palm Beach County reachedits 110 percent benchmark and ratified itsagreement, the State Legislature enactedthe 2005 Growth Management Bill makingschool concurrency mandatory byDecember 1, 2008.

Palm Beach was the only county tosucceed during the voluntary phase, but itwas not the only county to try.

For instance, Broward County–whichfaced a similar or worse school crowdingproblem–tried to reach a school concur-rency solution for six years. However,Broward met the fierce opposition of homebuilders–which even took the county tocourt over its concurrency plan–and stategovernment disapproval. Even after rewrit-ing its concurrency plan several times, theDepartment of Community Affairs repeat-edly rejected it on grounds that it was notrealistic or incomplete.

In 1999, after spending roughly onemillion dollars on establishing schoolconcurrency, Broward County finally gaveup. In my personal opinion the reason ofBroward’s failure can be found in itsapproach. Whereas Palm Beach followed a“catch-up and keep-up” (with newdevelopment) approach, Broward County’sapproach included some measure ofgrowth limitations.

The latter would simply not stand in theeyes of home builders and the stategovernment. The long road for success inPalm Beach and the failure in Browardunderscore the difficulties of achievingschool concurrency. Credit is due to thestate government for providing anevolving framework, but greater recogni-tion is deserved by those unwaveringleaders of Palm Beach whose main goalwas the provision of quality educationand whose efforts molded the state policy,proved it workable, and ultimately madepossible its generalization.

Note: Part of the information presentedherein has been obtained from interviewsof Palm Beach County officials conductedjointly with my colleague George Sollifrom the Division of FacilitiesManagement, Palm Beach County SchoolDistrict. I am indebted to him for hisenthusiastic support, collaboration, andaccess to information.

ASPA member Esteban G. Dalehite isassistant professor at Florida InternationalUniversity. He is currently on leave inMexico. E-Mail: dalehite@fiu.edu.

From SCHOOL CONCURRENCY, pg. 1

New e-mail or mailing address?Update your membership record online.

www.aspanet.org

PAGE 20 PA TIMES • OCTOBER 2007 American Society for Public Administration

2008 SWPA ConferenceScholarship AwardsNomination Period Open

ASPA's Section forWomen in PublicAdministration (SWPA)annually awards up to

three $500.00 scholarships to helpdefray the costs associated with attend-ing the ASPA national conference.

SWPA Conference Scholarshipapplicants must be a full-time practi-tioner in public service, or a studentenrolled in a master’s or doctoral degreeprogram in public aadministration/publicpolicy/public affairs or a closely relatedfield and must be a member of ASPAand SWPA.

Recipients of the Scholarships willparticipate in the 69th ASPAConference, March 7-11, 2008, andhonored at the SWPA National AwardsBreakfast on Monday, March 10, at7:30a.m. at the Fairmont Hotel. Publicservice practitioners and MPA andDoctoral students with a keen interest inissues related to women, diversity,and/or gender are encouraged to apply.

To learn more about these SWPAConference Scholarships and to accessthe application form, please visit the

SWPA website at www.swpanet.org.Nomination deadline for completedScholarship Applications is November15, 2008!

ASPA’s Fall 2007 Student and New ProfessionalsMembership PromotionAugust marks the start of ASPA's bi-annual Student RecruitmentCampaign. For the past 10 years ASPAhas launched this recruitment campaign,coinciding with the traditional fall andspring semesters, to attract and recruitstudents into our Society.

The purpose is to bring to the attentionof our future public administrators thevalue of ASPA membership and helpthem form a foundation for their futurework in the field of public service.

Professors and Practitioners visit theASPA Student Recruitment Page atwww.aspanet.org/scriptcontent/student.cfm for detailed information on how youcan help with the campaign. Studentsjoin online today at www.aspanet.org!

If you have a Chapter or Sectionannouncement for this column, contactChristine McCrehin atcjewett@aspanet.org.

ASPA in Brief

ASPA’s Most Important Legacy

careers in public administration. TheTaskforce has been asked to complete itswork in a timely manner.

Public administration programs werecreated to develop public administrators.Students who attend master of publicadministration programs have a right tobe trained in public administration;otherwise they should demand a refund.As the proverbial “Mother Ship of PublicAdministration,” it is imperative thatASPA examines the perversion of MPAprograms and the lack of MPA facultymembers’ “professionalization” intopublic administration.

ASPA’s most important legacy to publicadministration is the next generation ofpublic administrators who will inherit thefiduciary responsibilities for the publictrust afforded our profession. We must doeverything possible to make sure theyhave the skills, talents and core values toprovide the effective, efficient, ethical andequitable services citizens deserve. Publicadministration demands no less of us.ASPA member Harvey White is ASPApresident and an associate professor at the University of Pittsburgh. E-mail:hwhite@usouthal.edu (please copyrnicholas@usouthal.edu on all correspondence).

From PRESIDENT’S COLUMN, pg. 16

Founders’ ForumNomination Period OpenOne of the core values of ASPA is thebelief in, and promotion of, professional-ism within the field of public service. Onemanner in which ASPA demonstrates thisvalue is through our focus and commit-ment to the study of public administration.In particular, the student. Students are avaluable asset to ASPA and the future ofprofessional public management in ourcommunities, nation and the world.

ASPA offers many avenues for students tobenefit from the resources of our associa-tion, and from the expertise of ourmembers. One major opportunity forengagement is the ASPA annual confer-ence. This is our primary professionaldevelopment, networking and community-building activity.

Founders' Forum Fellowships are awardedto full-time undergraduate and graduatestudents studying in any field relevant topublic management. The fellowshipenables students to attend many designatedfunctions during the upcoming conference.In addition, student registration fees arewaived allowing students to participate inthe conference as a whole.

The Founders’ Forum Fellowship programhas been a great success. So much so thatASPA committed to development of theFounders’ Forum Fellowship as apermanent program within the Society.

Therefore, a special feature of the ASPA2008 annual conference, to be held inDallas, TX, on March 7-11, 2008, will bethe Founders’ Forum Fellowship Program.The program’s objective is to increasestudent participation through the selectionof Founders’ Forum Fellows. The partici-pation of the Fellows will focus on engage-

ment with the Founders' Forum programsessions during the conference. In addition,Fellows will be recognized at specialevents and entitled to participate in theentire conference. Again, for 2008, wehave included special benefits for theFellows. These benefits include:

• Full conference registration• Admittance to ASPA’s two-day “Student

Summit”• A one-year student membership to ASPA• Paid admission to the Social Equity

Award Lunch• Paid admission to the National Public

Service Award (NPSA) Lunch• Paid admission to the Section on

Women in Public Administration(SWPA) Breakfast

• Invitation to a Reception of Founders’Forum Fellows, Students, and NewProfessionals.

The continued support of our members,chapters, sections and universitycommunity has helped to make the ASPAconference and Founders’ Forum events asuccess. We are proud of this support andcommitment to ASPA and hope you willaccept our invitation to support Founders’Forum Fellows through a generous contri-bution. Your financial support will assistASPA in achieving its goal to expose ourfuture professional public servants to thewealth of knowledge, experience andsense of community offered by ASPA.

If you have questions or would like tocontribute, contact Lyric A. Jonze atljonze@aspanet.org or Duanne Crawleyat dcrawley@aspanet.org. View thenomination form at www.aspanet.org.

www.aspanet.org

Access 64 Volumes of Public Administration Review (PAR)

online

Mordecai Lee

It’s time to throw in the towel. A profes-sional association for both public adminis-tration professors and practitioners hasn’tworked well. Ibid for a single organizationto be the professional home for generalistsand specialists.

When the American Society for PublicAdministration was founded in 1939, theleaders in the field sought to break withthe already well-established template ofnational professional associations. By1939, the American Historical Associationand the American Economic Associationhad existed for more than half a century.

More importantly, given its link to publicadministration, the American PoliticalScience Association had been founded threeand a half decades earlier. Those organiza-tions were based in the professoriate andhad a mission to promote the professional-ization of the academic discipline.

On the other hand, this new publicadministration group would be different. Itwould not be the “American PublicAdministration Association,” a la the by-now common format of all the existingprofessional academic associations.

Rather, it would be the American Societyfor Public Administration. Looking back,the distinction in wording conveys acrucial message. The organization wouldbe for anyone interested in promoting theprofessionalization of public administra-tion. That orientation would cover not justprofessors, but also practitioners. And forthose practitioners, it was for all whoconsidered themselves to be professionalpublic administrators, regards of thepolicy area of their agencies. This was atthe heart of the relatively new field.

Academics and administrators, having acommon interest in promoting qualitypublic administration, would jointly createand support an organization. By beingwithin the same tent, there would becontinuous cross-fertilization.

Practitioners would constantly updatefaculty on the latest developments in the ‘real world.’ Simultaneously, academ-ics would inform practitioners of the latest thinking in the ivory tower aboutimproving public administration.Impliedly, that academic advice would bebased on rigorous social science researchmethodology.

In assessing the successes or failures ofthe ASPA concept, I have a 35 year

perspective of interrupted time. I firstjoined ASPA in 1970, as an MPAcandidate at the Maxwell School inSyracuse. The faculty encouraged all of usto join ASPA, whether we were aiming fora terminal MPA and then would becomepractitioners or if we were intending to goon for a doctorate and then seek anacademic career.

At that time, so many of the founders ofASPA were still alive and active in theassociation. When I attend ASPA confer-ences, I remember the founders at thosemeetings. They were still workingoptimistically to assure that the ethos theysought to infuse the organization withwould be institutionalized.

Dwight Waldo, the-then editor of PublicAdministration Review, was the starfaculty member at Syracuse. (GeorgeFrederickson, Orion White and FrankMarini were “mere” professors. AstridMerget was Scotty Campbell’s TA.)Waldo often talked of the challenges ofpublic administration in general and, morespecifically, editing PAR. He sincerelysought to bridge the gap betweenacademic and practitioner worlds withinASPA, although he acknowledged thedifficulty, especially with the standardblind review publication process. (I wasexceptionally fortunate when he agreed tochair my dissertation committee.)

After getting my PhD, I drifted away fromASPA, being waylaid by careers inpolitics and then nonprofit management. Iresumed my ASPA membership in 1997,when I joined the academy. What a differ-ence a quarter of a century makes!

By now, the strains inherent in ASPA’soriginal conception seemed awfullyvisible at conferences. While everyonebent over backwards to try to arrangepanel sessions that would be of interest topractitioners and academics alike, allthese best intentions didn’t seem to beworking. Some sessions seemed clearlydominated overwhelmingly by academics,others by practitioners. Exaggerating onlya bit, it was as though two separate, butparallel, conferences were occurring.

Also, comparing the early 1970s annualnational conferences with those in the late1990s, I was struck by the surge inspecialization, what today we’d callstovepipes. The number of ASPA sectionshad increased dramatically, most of themreflecting the different policy areas thatpractitioners and/or faculty specialized in.

I suggest that both these trends, academic vs. practitioner and specializa-tion vs. generalists, have doomed the

founders’ conception of ASPA. The centercannot hold. Despite the best intentions in1939 to create a universal “society forpublic administration,” the concept justcouldn’t work.

Perhaps the best indication of the alternateviable model is to look at our sisterdisciplines of business administration andnonprofit management. They haveseparate professional organizations forfaculty and for practitioners. They realizethat the daily concerns and interests ofprofessors are simply different from thatof the ‘real world.’

For example, in nonprofit studies, the mainacademic organization is ARNOVA, withthe ‘R’ standing for research. Here is aclearer sense of mission, seeking to pulltogether all interested in quality nonprofitresearch. ARNOVA has some practitionermembers. It also has the usual interminabledebates whether research should or shouldnot be relevant to practitioners. But this islargely a sideshow. ARNOVA is, at least defacto, an academic association. Nonprofitmanagers have their own professionalorganizations and publications.

Rather than letting ASPA continue throughthe throes and struggles to maintain thefounders’ vision, I suggest that we openlyacknowledge that this goal has becomeunrealistic. We need to free academicsfrom the practitioner millstone and,conversely, practitioners from theacademic millstone.

A professional association and journal foreach audience would serve these differentconstituencies much, much better. Weneed to be plain about our differences.Our professional interests and concernsare different and scarcely overlap.

Sure, there will always be some profes-sors of public administration whoseresearch results would be relevant topractitioners. Great. And there will also bea small percentage of non-academicsinterested in academic issues. But, largely,these are two different worlds. Trying toserve both at the same time results inconstraining both.

Therefore, let the Founders’ memory beblessed. RIP. Send Isaac and Ishmael togo their separate ways. Both foundedgreat nations.

ASPA member Mordecai Lee is a profes-sor of governmental affairs at theUniversity of Wisconsin-Milwaukee.Before joining the academy he had beenelected to the Wisconsin State Senate andthen served as executive director of anonprofit agency.

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 21

ASPA Commentary

Public Administration Professors and Practitioners: Like Isaac and Ishmael

cjewett@aspanet.org for submission guidelines

Want to submit an article to PA TIMES?

PAGE 22 PA TIMES • OCTOBER 2007 American Society for Public Administration

In MemoriamLast monthASPA lost a dearfriend andprofessionalcolleague Dr.Masatomi(“Tomi”)Funaba. Heearned a Doctorof Economicsdegree fromKyoto Universityin 1974 and wasProfessorEmeritus atHiroshimaUniversity and

Kobe University of Commerce.Specializing in Public Finance, Dr. Funabaserved as a board member of the JapanSociety for Public Finance. He also servedon the Executive Committee of theInternational Center of Research andInformation on the Public, Social andCooperative Economy (CIRIEC) and VicePresident, CIRIEC Japan.

While joining ASPA only three years ago,Dr. Funaba became an enthusiastic contrib-utor to ASPA’s international efforts. Heworked hard in helping develop and nurturethe Evergreen Chapter's unique interna-tional relationship and Memorandum ofUnderstanding with the Hyogo

Administrative Policy Studies Association(HAPSA). Dr. Funaba was a foundingmember and former representative ofHAPSA and made invaluable contributionsto HAPSA’s activities for the last twelveyears. He personally advocated successfullyfor the ASPA/HAPSA agreement with theGovernor of Hyogo and he was a regularcontributor to this exchange througharticles and presentations. And until hisretirement two years ago, he also served asthe director of HAPSA's volunteer staff.

As a new ASPA member, the EvergreenChapter welcomed Dr. Funaba to Seattle in2004 while on his way to the ASPA nationalconference in Portland. During his stopover, Dr. Funaba briefed local FEMAofficials on his research regarding theproblems of temporary housing as anemergency response to the Great Hanshin-Awaji earthquake in Kobe. He also attendedthe 2005 ASPA national conference inMilwaukee. At both of these conferences, heenthusiastically participated in workshops,receptions, and the International Consortiummeetings at which he presented greetingsfrom Governor Ido.

His cheerful smile and his laugh made Dr.Funaba a great joy to be around andanyone who talked with him will easilyrecall how intelligent and thoughtful hewas. He will be greatly missed by all whohad the pleasure of meeting him.

CALL FOR PAPERSPublic Administration Quarterly Symposium on Action Learning

This symposium will focus on the principles of Action Learning (AL),which are used to get people in any organized setting to work on urgentproblems through probing questions, to learn from such a process, and tosubsequently take action. Papers on any aspect of AL theory, practice, orresearch (or related behavioral science approach) in the public/nonprofitsector are welcome. Submissions of no more than 30 pages including references shouldconform to the PAQ manuscript guidelines located atwww.spaef.com/manugdl.html and be sent to Louis Tietje, MetropolitanCollege of New York, 75 Varick Street, New York, NY 10013-1919.Direct any questions to Dr. Tietje at ltietje@metropolitan.edu. Thedeadline for submissions is November 5, 2007.

Call for Papers and Panel Proposals7th Annual Nonprofit Management Conference

“The Changing Face of Nonprofit Management” The conference will be held on February 1, 2008, inOrlando, Florida, and hosted by the Central Florida ASPAChapter and the Nonprofit Advisory Board of theUniversity of Central Florida’s Department of PublicAdministration. We encourage proposals that emphasizeinnovative approaches to nonprofit management. To submit a manuscript or panel proposal, please provide a150-200 word abstract of your paper electronically byNovember 19, 2007 to Dr. Mary Ann Feldheimmfeldhei@mail.ucf.edu.

Dr. Funaba acceptingappreciation from theASPA Evergreen Chapter

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 23

The RecruiterW H E R E E M P L O Y E R S A N D J O B S E E K E R S M E E T .

UNIVERSITY POSITIONSHoward G. and S. Louise Phanstiel Chair in

Strategic Management and LeadershipThe Maxwell School of Citizenship and Public Affairs

The Maxwell School announces multiple job opening for the 2008-2009 academic year.Howard G. and S. Louise Phanstiel Chair in Strategic Management and LeadershipThe Maxwell School of Citizenship and Public Affairs invites applications for the position of theHoward G. and S. Louise Phanstiel Chair in Strategic Management and Leadership. Candidatesshould have an exceptional record of research on questions relating to the leadership andperformance of public or non-profit institutions. We encourage applications from a wide range

of disciplines, such as public administration, business administration, political science, sociology, psychology,economics and law. We are particularly interested in applicants whose research explores leadership and perform-ance in contexts that require collaboration across organizational, sectoral and jurisdictional boundaries.Applicants need not have previous experience in a professional program. However, the successful applicant willbe enthused by engagement with students, diverse in nationality and experience, who are committed to careers inpublic service. The department encourages applications from women and minorities. Candidates should send aletter of applications, a Curriculum Vitae, and name of three references to: Howard G. and S. Louise PhanstielChair Search Committee, Department of Public Administration, The Maxwell School of Syracuse University, 215Eggers Hall, Syracuse University, Syracuse, NY 13244Public BudgetingThe Department of Public Administration at the Maxwell School of Syracuse University is recruiting for twotenure track assistant professor with a specialty in public budgeting. One candidate should also have a specialtyin urban policy. Candidates should be able to teach and conduct research in budgeting in the public and non-profitsectors. An international focus and the ability to teach courses in one of the following areas are also desirable:financial management, statistics, information technology, and public management. The department encouragesapplications from women and minorities.Send material to: Public Budgeting Search Committee, Department of Public Administration, The MaxwellSchool of Syracuse University, 215 Eggers Hall, Syracuse University, Syracuse, NY 13244Information Technology and Statistics The Department of Public Administration at the Maxwell School of Syracuse University is recruiting for a tenuretrack assistant professor with a specialty in Information Technology. The Department seeks qualified candidatesin e-government, strategic management of information technology in public and non-profit organizations, and/orapplications of information technology. An international focus and the ability to teach courses in one of thefollowing areas are also desirable: statistics, program evaluation and public management. The departmentencourages applications from women and minorities.Send material to: Information Technology and Statistics Search Committee, Department of PublicAdministration, The Maxwell School of Syracuse University, 215 Eggers Hall, Syracuse University, Syracuse,NY 13244

Assistant ProfessorDivision of Public Administration

Northern Illinois UniversityThe Division of Public Administration at Northern Illinois University invites applications for a tenure-trackAssistant Professor position to begin August 2008. This position requires a Ph.D. in Public Administration orrelated field; all requirements for the degree must be completed by the start date of appointment. Successfulapplicants will possess evidence of or demonstrated potential for excellence in research and publication, teaching,and pursuit of extramural funding and will be expected to address teaching needs in non-profit management andhuman services policy. Applicants from all areas of the discipline are encouraged to apply. The Division has built a strong reputation in research on local government, and most MPA students intern or areemployed in local government. The Division maintains strong relationships with its alumni. NIU is located 60miles west of Chicago. Applicants are encouraged to visit the Division website (www.mpa.niu.edu) for moreinformation about the Division and the area.The Division of Public Administration is a semi-autonomous unit in the Department of Political Science. TheDivision is responsible for the NASPAA-accredited MPA program. Division faculty teach undergraduate politi-cal science courses and are responsible for the public administration field in the Department’s Ph.D. program.Applicants must submit a letter of application, a curriculum vita, and letters from three references. Applicantsshould be prepared to provide teaching evaluations on request. Review of complete applications will begin onNovember 16, 2007, but the search will remain open until the appointment is made. The application packageshould be sent to: Professor Heidi O. Koenig, Division of Public Administration, Northern Illinois University,DeKalb, IL 60115. Northern Illinois University is an AA/EO employer and strongly encourages applications fromwomen and minority candidates.

Tenure Track Assistant ProfessorThe School of Public Administration

Florida Atlantic UniversityThe School of Public Administration invites applications for a tenure track assistant professor position to beginAugust 2008 (9-month appointment). The position requires a doctorate in public administration or related fieldprior to the beginning of the appointment. Up to two years toward tenure may be granted to those who have agood publication record and teaching experience.Florida Atlantic University is a Carnegie rated doctoral research university (RU/High research activity). FAU isa multi-campus university with more than 26,000 students. The School of Public Administration offers aBachelor of Public Management, a Master of Nonprofit Management, a NASPAA accredited MPA program and

a Ph.D. Applicants for this position are expected to demonstrate high potential for scholarly research and publica-tion, teaching excellence, as well as community outreach. Candidates must be able to teach introductory andadvanced core courses in public administration. The ability to teach in the nonprofit area is highly desirable. Thecandidate will be expected to teach at several FAU campuses, however, the position will be based in BrowardCounty. All applicants must complete the Faculty, Administrative, Managerial & Professional Position Application formavailable online through the Office of Human Resources: https://jobs.fau.edu. Screening will begin December 1,2007. A background check will be required for the candidate selected for this position. Should you have anyquestions or wish to submit additional information, please send e-mail to: Clifford P. McCue, Ph.D., SearchCommittee Chair, cmccue@fau.eduFlorida Atlantic University is an Equal Opportunity/Access Institution.

Public Administration: Assistant Professor, Full–time tenure trackThe University Of South Dakota

Position/Rank & Salary: We seek a broadly educated Public Administration Ph.D., DPA, or Political SciencePh.D. specializing in Public Administration. The Department of Political Science (www.usd.edu/polsci) has theonly NASPAA-accredited MPA program in the state, a very strong undergraduate liberal arts curriculum, aninnovative program in civic leadership (www.usd.edu/ctrcivic), and a proposed new Ph.D. emphasizing publicadministration, public policy, and American political institutions. Candidate strengths in one or more of thefollowing areas are especially desirable: non-profit administration; public policy; personnel administration;research methods (quantitative and/or qualitative); and/or budgeting. Experience with (or an interest in) distanceeducation would also be valuable. The Department’s unique Farber Fund (www.usd.edu/farbfund) annuallyprovides nearly $90,000 for student-faculty research, travel, scholarships, and related activities. For this position,a demonstrated record of community involvement and public service is highly desirable. Excellence in teachingis expected—both in the classroom and in mentoring students outside the classroom. In addition, the person hiredfor this tenure-track Assistant Professor position will be expected to undertake an active research program, adviseand mentor students, share in the work of the Department, and apply his or her professional expertise in theservice of the University, the community, and the discipline. Significant interaction with officials and citizens atthe state & local levels is also expected. Normal teaching load is 9-hours per semester. Qualifications: Applicants must have a Ph.D. or DPA in public administration, political science, or a related field.Highly qualified ABDs may be considered for appointment at the instructor level. This is a nine month positionwith a start date of August 16, 2008. Salary is competitive and commensurate with qualifications and experience.Application Deadline: Review of applications will begin October 1, 2007 and continue until the position is filled.Application Process: Apply on-line at https://yourfuture.sdbor.edu . Applicants should submit a letter of applica-tion, a current C.V., graduate transcripts, and three letters of recommendation. Application materials may also besent to: Chair, Public Administration Search Committee, Department of Political Science, The University ofSouth Dakota, 414 East Clark St., Vermillion, SD 57069-2390. USD is an Equal Opportunity/Affirmative ActionEmployer committed to increasing the diversity of its faculty, staff, and students.

Position in International Development PolicyMaryland School of Public Policy

University of MarylandThe School of Public Policy at the University of Maryland seeks to hire a new tenure/tenure-track faculty memberin international development policy, one of the fastest growing research and teaching areas at the school. Theschool is host to policy research in a wide range of areas, and the search is open to scholars with research interestin any substantive area that is pertinent to international development policy. Applicants should have a PhD ineconomics or public policy. Scholars who are able to collaborate across academic disciplines are strongly encour-aged to apply. Applicants should be willing to teach courses in such subjects as macro and micro economics,international and development economics, and quantitative methods. The development of new elective courses inthe area of international development will also be welcome. The search is rank open, but preference will be givento applicants at the assistant professor level. The deadline for applications is November 15. Applicants shouldsubmit a resume and three letters of reference to: Carol Graham, Search Committee Chair, c/o Mary Chevalier,School of Public Policy, 2101 Van Munching Hall, College Park, Maryland, 20742. The University of Marylandis an Equal Opportunity / Affirmative Action Employer. Minorities and women are strongly encouraged to apply.

Assistant/Associate ProfessorDepartment of Political Science

Valdosta State UniversityValdosta State University's Department of Political Science invites applications for two ten-month, tenure trackfaculty positions at the Assistant/Associate Professor rank beginning August 1, 2008. An earned doctorate inPolitical Science, Public Administration, or related field is required. Primary teaching responsibility will be inthe NASPAA-accredited Master of Public Administration and Doctor of Public Administration programs. Allareas within public administration will be considered, but preference for one position will be given to candidateswith ability to teach quantitative methods for public administration and/or budgeting/financial management.Positions have secondary teaching duties in the undergraduate Political Science program, including AmericanGovernment and/or Introduction to Political Science. Professional activities, student advising, and service to theUniversity and the community are required. To apply submit a letter of interest, faculty application form(http://www.valdosta.edu/academic/documents/Faculty_Employment_APP.pdf), curriculum vitae, three letters ofreference, sample of written work, and teaching evaluations (if available) to Dr. Nolan Argyle, PA Coordinatorand Search Committee Chair, Public Administration Program, VSU, Valdosta, GA 31698-0058. Review ofcompleted applications begins October 1, 2007, and continues until positions are filled. For more informationphone 229-293-6058 or email nargyle@valdosta.edu. VSU is an equal opportunity educational institution.

PAGE 24 PA TIMES • OCTOBER 2007 American Society for Public Administration

The RecruiterW H E R E E M P L O Y E R S A N D J O B S E E K E R S M E E T .

UNIVERSITY POSITIONSPublic Management

School of Policy, Planning, and DevelopmentUniversity of Southern California

2007-2008The University of Southern California School of Policy, Planning, and Development (SPPD) invites applicationfor 2 tenure-track faculty appointments in the school in the areas of public and nonprofit management. Theappointments are open with respect to rank, and individuals with outstanding credentials may qualify for facultyendowed chair positions.Position Description and Qualifications:Applicants should hold a doctoral degree and demonstrate excellent research and teaching potential/records.Substantive foci of particular interest include nonprofit management, network analysis, public-private partner-ships, contracting, performance assessment, and the role of IT in organization productivity. All candidates shouldhave strong credentials in organization theory/strategy and institutional analysis. Applicants are encouraged froma broad range of several disciplines, including public administration, management, political science, and sociol-ogy. Our new colleagues will contribute to the public management components of the school’s bachelors,masters, and doctoral degree programs.About SPPD:The mission of the USC School of Policy, Planning, and Development is to become the premier school foreducating leaders and creating knowledge for innovative governance and place-based solutions for the bettermentof communities worldwide. Toward that end, SPPD educates leaders and conducts research to provide interdis-ciplinary solutions for the challenging and complex issues of governance, policy, planning, management, anddevelopment.SPPD offers five professional master’s degree programs, two doctoral degrees, and an undergraduate major. OurMaster of Public Administration Program is consistently ranked among the top degree programs in the field.USC is one of the nation’s major research universities, and SPPD is a renowned contributor to the university’sreputation. SPPD supports an array of thematic research centers with $16 million in active sponsored research,ranking third overall in funded research at USC on a per faculty basis. Most of the school’s research is conductedthrough its centers, institutes, and research groups. Among them are the Judith and John Bedrosian Center onGovernance and the Public Enterprise, the Center on Philanthropy and Public Policy, the Civic EngagementInitiative, the Tomas Rivera Policy Institute, and the Homeland Security Center for Risk and Economic Analysisof Terrorism Events.For additional information, see our website: www.usc.edu/schools/sppd/.Compensation and Benefits:The University of Southern California offers a competitive salary within an academic environment based on thecandidate’s experience and accomplishments. The university also offers excellent benefits to employees, whichinclude: health, dental and life insurance; tuition assistance; disability and retirement plans; credit union member-ship; and participation in cultural and social events, as well as access to athletic and recreational facilities.An Affirmative Action/Equal Opportunity Employer:The University of Southern California is proudly pluralistic and firmly committed to providing equal opportunityfor outstanding men and women of every race, creed, and background. This university is firmly committed tocomplying with applicable laws and governmental regulations at the federal, state, and local levels which prohibitdiscrimination, or which mandate that special consideration be given, on the basis of race, religion, nationalorigin, gender, age, Vietnam veteran status, disability, sexual orientation, or any other characteristic that mayfrom time to time be specified in such laws and regulations. This good faith effort to comply is made even whensuch laws and regulations conflict with each other.Where to Apply:For consideration, an application needs to include an introductory letter, curriculum vitae, letters of reference (upto 3), and a writing sample. Materials may be submitted electronically. The application should be sent to:Miss Kattie Johnson, Director of Academic Affairs, School of Policy, Planning, and Development, University ofSouthern California, Los Angeles, CA 90089-0626, kdjohnso@usc.eduConsideration of applications will begin Oct 1st, 2007, and continue until the positions are filled.

Assistant ProfessorPublic Administration Program

University of South FloridaThe Public Administration Program, a NASPAA accredited program, in the Department of Government andInternational Affairs at the University of South Florida invites applicants for a 9-month tenure-track appointmentat the rank of Assistant Professor (pending funding approval) beginning on August 7, 2008. The PublicAdministration Program is entering its thirtieth year of service to Florida and the Tampa Bay community and hasbuilt a strong reputation in research, service, and training in local government. Many of our graduates currentlyserve in leadership positions in Florida state and local government.Requirements for this position include: Ph.D in public administration (or closely aligned field); urban manage-ment and planning, non-profit and public-private partnerships or municipal public policy. (ABD candidates withexpectations of Ph.D completion within the first academic year may be considered at the rank of instructor.)Individuals with work experience and knowledge of local government administration are particularly encouragedto apply. For candidates with these qualifications, preference is given to individuals with relevant analytical skillsand promising professional advancement and demonstrated interest in community involvement. Salary isnegotiable. Review of applicants begins on November 10, 2007 and will continue until the position is filled.Information about the USF Public Administration Program can be found on the Public Administration Website:http://www.cas.usf.edu/pad/index.html.

Please send hard copies of letter of application, vita, transcript, samples of writing, student evaluations ofteaching, and three letters of recommendation to: Dr. John L. Daly, PA Search Committee Chair, PublicAdministration Program, SOC 107, University of South Florida, Tampa, Florida 33620-8100According to Florida Law, applicants and meetings regarding them are open to the public. For additional informa-tion about this opening please contact Dr. John Daly at (813) 974-0779 or daly@cas.usf.edu. For ADA accommo-dations, please contact Jennifer Vincent at (813) 974-0842 or jvincent@cas.usf.edu at least five working daysprior to need. USF is an AA/EA/EO institution.

Senior Position - Health Public PolicyInstitute Of Public And International Affairs (IPIA)

University Of Utahhttp://www.ipia.utah.edu/

2007-08 POSITION DESCRIPTIONResponsibilities: The College of Social and Behavioral Science (CSBS) at the University of Utah has launchedan exciting new Institute of Public and International Affairs (IPIA) that houses a variety of research, teaching,and outreach activities related to politics, public policy, governance, security, and international affairs. TheUniversity of Utah is seeking an accomplished senior scholar with expertise in health public policy, preferablyin an international context, who would be tenured as an associate or full professor in an academic department inCSBS and hold a senior appointment in IPIA. It is most likely that the successful candidate will be tenured in thedepartment of economics, political science, or family and consumer studies. The successful candidate will beexpected to lead and/or participate in inter-disciplinary research projects and contribute to public policy teachingthat will advance the IPIA's public policy emphasis, and provide leadership in building the IPIA's regional,national and international reputation during its formative years.Qualifications:We seek applications from individuals who conduct research directly related to health public policy analysisand/or policy decision-making whose work would build on existing health science and health public policystrengths at the university. We encourage applications from individuals who are excited about working in a multi-disciplinary environment. The successful candidate must have an earned Ph.D., be knowledgeable about currenthealth public policy issues, have effective interpersonal and team process skills, and an established, nationallyvisible, extramurally funded research program.Application Deadline and Start Date:Applications should be received by October 22, 2007. The search committee may consider applications receivedafter this time until the position is filled. This is a new position with an expected starting date of approximatelyJuly 1, 2008.Additional Information and Contact Person:Current information about IPIA may be found at http://www.ipia.utah.edu/ Inquiries should be made to the IPIAPublic Policy Search Committee, c/o Jolaine Randall, 801-581-6493 or jrandall@cppa.utah.edu. Applicationsshould include a letter of interest, CV, a sample of published work, and contact information for three references.Applications should be mailed to: Professor Tim Smith, Chair, IPIA Health Public Policy Search Committee, c/oJolaine Randall, University of Utah, 260 S Central Campus Dr Rm 214, Salt Lake City, Utah 84112.The University of Utah values candidates who have experience working in settings with students from diversebackgrounds, and possess a strong commitment to improving access to higher education for historicallyunderrepresented students.

Assistant ProfessorThe School of Urban and Public Affairs (SUPA)

University of Texas at ArlingtonThe School of Urban and Public Affairs (SUPA) at the University of Texas at Arlington invites applications fora tenure-track faculty position in Public Administration at the Assistant Professor level beginning Fall 2008. Thesuccessful candidate will be teaching graduate level on campus and online courses for our MPA and Ph.D.programs. In addition to contributing to core curriculum teaching in public administration, areas of teaching andresearch expertise must include two of the following: 1. Information Resource Management2. Public Human Resource Management and Ethics3. Civic Engagement Applicants should have a doctorate in Public Administration, Public Affairs, or Political Science. ABDs will beconsidered. Preference will be given to candidates who have an established research record with interest inworking 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 Worthmetropolitan area provides an ideal urban laboratory for research and community service. The School, with aninterdisciplinary 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 Mastersin City and Regional Planning. A letter of application indicating research and teaching interests, vitae, and three letters of recommendationshould be sent to Dr. Sherman Wyman, Chair, Search Committee, School of Urban and Public Affairs, Box19588, The University of Texas at Arlington, Arlington, TX 76019-0588. If you wish to submit an email applica-tion, send it directly to Evelyn Lucas at elucas@uta.edu. Review of applications will begin October 1 andcontinue until the position is filled. The University of Texas at Arlington is an Equal Opportunity AffirmativeAction Employer.

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 25

The RecruiterW H E R E E M P L O Y E R S A N D J O B S E E K E R S M E E T .

UNIVERSITY POSITIONSThree Tenure-Track Faculty Positions

Assistant Professor of Public AdministrationUniversity of Texas at San Antonio

The Department of Public Administration at the University of Texas at San Antonio (UTSA) invites applicantsfor a tenure track Assistant Professor position beginning Fall 2008 (pending budget approval). Required qualifi-cations include an earned Ph. D. in Public Administration, Public Policy, Political Science or related disciplineby August 15, 2008 for appointment at the rank of Assistant Professor. A successful ABD candidate who fails tocomplete all degree requirements by that date can only be hired at the rank of Instructor. Completion of thedoctorate no later than the end of the second year of teaching is mandatory. Candidates must demonstrateevidence of excellent teaching and research or strong potential. Preferred qualifications include a specializationin Budgeting and Finance, Quantitative Methods, Human Resources, or Nonprofit Management. Responsibilitiesinclude teaching, research, and service. Teaching will be at the graduate and/or undergraduate level. Courseswill be offered primarily at the UTSA Downtown Campus but may also be offered at the Main Campus andprimarily at night. The department currently offers a NASPAA accredited Master of Public Administrationdegree and an undergraduate minor in Nonprofit Management. The department provides American Humanicscertification 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 (ifavailable) to: Faculty Search Committee Chair, Department of Public Administration, University of Texas at SanAntonio, 501 W. Durango Blvd, San Antonio, Texas, 78207. ABD applicants must have their DissertationCommittee Chair send a letter to the Search Committee Chair indicating progress in degree completion and/orexpected date of defense. Initial review of applicants will begin January 15, 2008, and will continue until theposition is filled. The University of Texas at San Antonio is an Affirmative Action/Equal Opportunity employer. Women andminorities are encouraged to apply. Applicants who are not U.S. Citizens must state their current visa andresidency status.

Assistant ProfessorPublic Administration/American Politics

Eastern Kentucky UniversityThe Department of Government seeks a tenure-track faculty member, at the Assistant Professor rank, beginningin August 2008. The Department houses undergraduate majors in Political Science and Paralegal Science, a post-baccalaureate certificate in Paralegal Science and a NASPAA-accredited MPA program. Teaching load is fourclasses per semester. Salary is competitive. Candidates must possess a Ph.D. in Political Science or PublicAdministration by the time of appointment in August 2008. The degree must be earned from a regionally accred-ited institution. Candidates must be able to teach core courses in the MPA program, as well as in the undergrad-uate program in Political Science. Ability to teach courses in the diversity core of Political Science is desirable,as is an interest in teaching MPA elective courses. For additional information see the Department web site athttp://www.government.eku.edu/ Must submit application by October 30, 2007. Review of applications will begin immediately and continue untilfilled. Apply online at http://jobs.eku.edu (search requisition number 0600720). Must attach the following to youronline application: 1) a letter of application stating teaching and research areas; 2) a statement of teaching philoso-phy; 3) current vitae; 4) graduate transcripts; and 4) the names, e-mail address and phone numbers of three references.Offers of employment are contingent upon satisfactory criminal background and educational credential verifica-tion. Eastern Kentucky University is an EEO/AA institution that values diversity in its faculty, staff, and studentbody. In keeping with this commitment, the University welcomes applications from diverse candidates andcandidates who support diversity.

Political Science Professor/Associate Professor—Public Administration Texas State University-San Marcos

(Posting Number 2008-71)POSITION DESCRIPTION: Texas State University-San Marcos invites applications for a tenure-track facultyposition in public administration at the full professor or senior associate professor level. Fields of specializationare open, although research and teaching interests in public finance, budgeting, and/or economics are particularlywelcome. Must be willing to teach day and evening classes at on-campus and off-campus locations. Salary andrank commensurate with qualificationsREQUIREMENTS: Earned doctorate in public administration, political science (Ph.D., DPA, or other terminaldegree in related area) from accredited university in the United States; Established record in scholarly research.Candidate must be eligible for tenure at the rank of full professor or associate professor in the department ofPolitical Science and will be expected to work collaboratively to develop and implement a Ph.D. in PublicAdministration program with curricular breadth that includes public administration, political science, and law. PREFERRED: Ability to assume a leadership role to develop and implement a Ph.D. in Public Administrationprogram with curricular breadth that includes public administration, political science, and law; Demonstratedteaching ability with three or more years of experience teaching full-time at undergraduate and graduate levels inpublic policy, public finance, budgeting, economics, or related field; Demonstrated public or non-profit organiza-tion management experience and/or academic program director experience working with curricular, external fund-raising, budgeting, scheduling, and other academic administrative issues; Demonstrated experience chairing disser-tation and thesis committees; Demonstrated experience as a faculty member or academic administrator in a Ph.D.granting academic department; Demonstrated experience in community and/or public service; Ability to work withdiverse groups such as students, faculty, practitioners, and administrators; Effective interpersonal skills.APPLICATION PROCEDURES: Review of applications will begin November 20, 2007. Candidates must senda letters of application addressing each required and preferred qualification, a curriculum vita, official copies of

all college transcripts, samples of written scholarly work, and three letters of recommendation to the following:Dr. Howard Balanoff, PhD/PA Professor/Assoc. Search Committee Chair, Job Posting #2008-71, Department ofPolitical Science, Texas State University-San Marcos, 601 University Drive, ELA 266, San Marcos, Texas 78666-4616, hb02@txstate.edu

Political Science Associate Professor/Assistant Professor—Public AdministrationTexas State University-San Marcos

(Posting Number 2008-70)POSITION DESCRIPTION: Texas State University-San Marcos invites applications for a tenure-track facultyposition in public administration at the associate professor level or senior assistant professor level. Fields ofspecialization are open, although research and teaching interests in public finance, budgeting, and/or economicsare particularly welcome. Candidate will be expected to assist in the development and implementation of a Ph.D.in Public Administration with curricular breadth that includes public administration, political science, and law.Must be willing to teach day and evening classes at on-campus and off-campus locations. Salary and rankcommensurate with qualifications.REQUIREMENTS: Earned doctorate in public administration, political science, or law (Ph.D., DPA, JD, or otherterminal degree in related area) from accredited university in the United States; Demonstrated ability in scholarlyresearch; to be hired at the rank of Associate Professor, candidate must be eligible for tenure at that rank in theDepartment of Political Science.PREFERRED: Ability to assist in development/implementation of a Ph.D. in Public Administration with curric-ular breadth that includes public administration, political science, and law; Demonstrated teaching ability withone or more years of experience teaching full-time at undergraduate and graduate levels in public policy, publicfinance, budgeting, economics, or related field; Demonstrated experience serving on and/or chairing dissertationand thesis committees; Demonstrated experience as faculty member or academic administrator in Ph.D. grantingacademic department; Demonstrated experience in community and/or public service; Ability to work with diversegroups such as students, faculty, practitioners, and administrators.; Effective interpersonal skills.APPLICATION PROCEDURES: Review of applications will begin November 20, 2007. Candidates must senda letters of application addressing each required and preferred qualification, a curriculum vita, official copies ofall college transcripts, samples of written scholarly work, and three letters of recommendation to the following:Dr. Howard Balanoff, PhD/PA Professor/Assoc. Search Committee Chair, Job Posting #2008-70, Department ofPolitical Science, Texas State University-San Marcos, 601 University Drive, ELA 266, San Marcos, Texas 78666-4616, hb02@txstate.edu

Tenure-track PositionDepartment of Public Administration

University of North TexasThe Department of Public Administration invites applications for a tenure-track position at the assistant or associ-ate professor level starting September 2008. Primary teaching responsibilities are in the department’s NASPAA-accredited Master of Public Administration program and in the PhD program. The MPA program is rankednationally among the top ten in city management/urban policy. (More information may be obtained atwww.padm.unt.edu/.) The successful candidate will take a leadership role in teaching and advising in the doctoralprogram. Prospective candidates must have a teaching and research interest in at least one of the following areas:performance management, program evaluation, economic development, or nonprofit management. Candidates must hold an earned doctorate in public administration or related field. Review of complete filesbegins November 1 and continues until the position is filled. Candidates should submit a letter of interest, currentvita, teaching interests, writing sample, and three letters of reference to: Search Committee Chair,

Department of Public Administration, University of North Texas, P.O. Box 310617, Denton, TX76203-0617, mpa@unt.eduUNT is the Dallas-Fort Worth area’s largest and most comprehensive university with more than 34,200 students.UNT is an affirmative action and equal opportunity employer; applications from women and ethnic minoritiesare especially encouraged.

Assistant ProfessorDepartment Of Political Science

Ball State UniversityMuncie, Indiana

Tenure-track position available August 22, 2008. Responsibilities: teach graduate courses in public managementand administration; teach undergraduate courses in state and local government and intergovernmental relations;pursue an active research agenda in policy analysis and state and local government administration. The depart-ment houses the Bowen Center for Public Affairs where original research and training programs are conducted.Minimum qualification: ABD with substantial progress toward completion of dissertation in political science orpublic administration with a concentration in public management and state and local government administration.Preferred qualifications: Ph.D. completed by August 22, 2008, in political science or public administration witha concentration in public management and state and local government administration; record of scholarlyactivity; teaching at the college level; interest in working with interns and government agencies; strong quantita-tive skills; interest and experience in consulting with government officials.Send letter of application, curriculum vitae, graduate transcript, three letters of recommendation, teaching evalua-tions, and sample of academic writing to: Dr. Gene Frankland, Chairperson of Search Committee, Departmentof Political Science, Ball State University, Muncie, IN 47306. Review of applications will begin immediatelyand will continue until the position is filled. (www.bsu.edu/poli-sci)Ball State University is an equal opportunity, affirmative action employer and is strongly and actively committedto diversity within its community.

PAGE 26 PA TIMES • OCTOBER 2007 American Society for Public Administration

The RecruiterW H E R E E M P L O Y E R S A N D J O B S E E K E R S M E E T .

UNIVERSITY POSITIONSAssistant Professor Nonprofit Management,

Philanthropy, and Public AdministrationUniversity Of North Carolina At Greensboro

The Department of Political Science seeks to fill a tenure-track Assistant Professor position in nonprofit manage-ment and public administration beginning August 1, 2008. The faculty member will be expected to teach graduatecourses in nonprofit management and leadership and philanthropy in the NASPAA-accredited MPA program, aswell as public administration and undergraduate courses in the applicant’s areas of interest. The department has fifteen full-time faculty and strong undergraduate and graduate programs (MPA,urban/economic development certificate, nonprofit management certificate). The Piedmont Triad region offers ahigh quality of life and affordable housing market. Its thriving nonprofit and foundation community offersopportunities for research and provides support for the MPA program. Teaching and/or nonprofit work experience is desirable. A PhD in public administration or political science ispreferred, though ABD applicants will be considered. Salary is competitive. Minority applicants are encouragedto apply and identify themselves.Send application letter, vita, sample syllabi, transcripts, teaching evaluations, a sample publication, and threeletters of recommendation to: Search Committee, Dept. of Political Science, UNCG, P.O. Box 26170,Greensboro, NC 27402-6170. Webpage is www.uncg.edu/psc. The review of applications will begin on October25, and will continue until the position is filled.

Two PositionsDepartment of Political Science

Kennesaw State UniversityKennesaw is a growing and progressive university in Georgia’s public system of higher education. Located on anattractive campus in suburban Atlanta, KSU currently enrolls more than 20,000 traditional and nontraditionalbaccalaureate and master's students. The thriving Atlanta metropolitan area has a rich array of museums, theaters,libraries, colleges and universities, and other resources. For a detailed description of the university, college anddepartment, please visit our home page at http://www.kennesaw.edu/. The Department of Political Science currently has Two Positions AvailableAssistant Professor of Public AdministrationA nine-month, tenure-track position in the Department of Political Science and International Affairs beginningAugust 2008. Qualifications: Earned doctorate in political science or public administration with an emphasis onnonprofit administration. For questions about this position opening, contact Dr. Martha Griffith, Search Chair(mgriffit@kennesaw.eduDirector, Master of Public Administration ProgramA twelve-month, tenure-track associate or full professor to direct the NASPAA-accredited Master of PublicAdministration program in the Department of Political Science and International Affairs beginning July 2008.Qualifications: Candidates should possess an earned doctorate in public administration, political science, or arelated discipline. For questions about this position opening, contact Dr. Ulf Zimmermann, Search CommitteeChair (uzimmerm@kennesaw.edu) Applications for both positions will be accepted until the position is filled. To guarantee consideration, applica-tions must be postmarked by October 1, 2007. For a complete job description and information on how to applygo to: http://www.kennesaw.edu/facultypositions/Kennesaw State University, a member of the University System of Georgia, does not discriminate on the basis ofrace, religion, color, sex, age, handicap, national origin, or sexual orientation, as authorized by law. Georgia is anOpen Records State. AA/EOE

Postdoctoral Researcher, (Two positions)Stephenson Disaster Management Institute

Louisiana State UniveristyLouisiana State University has recently initiated the Stephenson Disaster Management Institute (SDMI), locatedin the E. J. Ourso College of Business. The SDMI’s ambition is to become a premier international researchinstitution. Its mission is to help improve the practice of disaster and crisis management through high-qualityresearch and executive-level education. The SDMI aims to become a multidisciplinary research center thatcommands respect among both academics and practitioners.In its first hiring round, the SDMI now invites applications for two Postdoctoral Researchers in disciplines relatedto disaster and crisis management research beginning in Fall, 2008. Fields may include, but are not limited to:Business Administration, Public Administration, Public Policy and Management, Political Science, Sociology,Urban Planning, Information Systems, Economics, Psychology, or Geography.Outstanding candidates are expected to devote full-time to research. Applicants should be doctoral degree or ABDthat has defended by the time of appointment. Applicants should have evidence of the potential to generate qualityscholarship. A highly competitive salary commensurate with qualifications and experience will be offered.Required Qualifications: Ph.D., ABD, or equivalent degree. Additional Qualifications Desired: Grantwriter/recipient or proven revenue generating ability in chosen areas of expertise; interest in crisis and disastermanagement, executive education, decision-making or related areas.An offer of employment is contingent upon a satisfactory pre-employment background check. Applicationdeadline is January 2, 2008 or until candidates are selected. Send curriculum vitae (including e-mail address),three letters of recommendation, a writing sample, statement of research agenda, and cover letter to: Warren Eller,Ph.D., Associate Director, SDMI, E. J. Ourso College of Business, 1103 Patrick F. Taylor Hall, Louisiana StateUniversity, Ref: Log #1050, Baton Rouge, LA 70803, E-mail: SDMI@lsu.eduLSU IS AN EQUAL OPPORTUNITY/EQUAL ACCESS EMPLOYER

Assistant/Associate/Full Professor, (Research/One or more positions)Stephenson Disaster Management Institute

Louisiana State UniversityLouisiana State University has recently initiated the Stephenson Disaster Management Institute (SDMI), locatedin the E. J. Ourso College of Business. The SDMI’s ambition is to become a premier international researchinstitution. Its mission is to help improve the practice of disaster and crisis management through high-qualityresearch and executive-level education. The SDMI aims to become a multidisciplinary research center thatcommands respect among both academics and practitioners.In its first hiring round, the SDMI now invites applications for up to four Assistant/Associate/Full Professors indisciplines related to disaster and crisis management research beginning in Fall 2008. Fields may include, but arenot limited to: Business Administration, Public Administration, Public Policy and Management, PoliticalScience, Sociology, Urban Planning, Information Systems, Economics, Psychology, or Geography.Outstanding candidates are expected to devote most of their time to research that has applied potential. Applicantsshould be doctoral degree holders having undertaken original research that has contributed to the body ofknowledge in their respective field, and a strong publication record or evidence of the potential to generate qualityscholarship. A highly competitive salary commensurate with qualifications and experience will be offered.Required Qualifications: Ph.D. or equivalent degree in business administration, public administration, publicpolicy, sociology or related disciplines. Additional Qualifications Desired: Grant writer/recipient or provenrevenue generating ability in chosen areas of expertise; demonstrated interest in crisis and disaster management,executive education, decision-making or related areas.An offer of employment is contingent upon a satisfactory pre-employment background check. Applicationdeadline is January 2, 2008 or until candidates are selected. Send curriculum vitae (including e-mail address),three letters of recommendation, and cover letter to: Warren Eller, Ph.D., Associate Director, SDMI, E. J. OursoCollege of Business, 1103 Patrick F. Taylor Hall, Louisiana State University, Ref: Log #1049, Baton Rouge, LA70803, E-mail: SDMI@lsu.eduLSU IS AN EQUAL OPPORTUNITY/EQUAL ACCESS EMPLOYER

Applied Social Sciences Initiative University Of Oklahoma

The social sciences have an impact on our world through the use of quantitative and qualitative methods toaddress significant social problems. The University of Oklahoma, along with its Center for Applied SocialResearch (CASR), announces a strategic initiative to compliment and strengthen existing research programs inthe social sciences. As part of this initiative, the University invites applications for open rank positions, either tenured or tenure track.We are seeking individuals who have established world class research programs, or are capable of contributingto extant programs, in any of, but not limited to, the following three areas: 1) Defense and homeland security, 2)Health research and healthcare policy, and 3) Disaster assessment, preparedness, and management. Other areasof research that support current center activities will be considered. More information on CASR and its programscan be found at http://casr.ou.edu Candidates must have a Ph.D., or equivalent terminal degree, a proven record of funded research activity, and anexemplary record of scholarship as demonstrated by publications. The successful candidates will be expected tocontribute to graduate and undergraduate education inthe social sciences, especially research methods, andprovide leadership in CASR. Applicants should submit a curriculum vitae, a description of their research plans, and a brief statement of theirteaching interests and philosophy. Applicants should also provide three letters of recommendation. Applicationmaterials should be sent to: Paul B. Bell, Jr., Dean of the College of Arts and Sciences and Vice Provost, Chair,Applied Social Sciences Initiative Search Committee, Ellison Hall, Room 323, University of Oklahoma, 633 ElmAvenue, Norman, Oklahoma 73019-3118 We will also accept completed applications in a PDF format sent to sbayliss@ou.edu. Initial review of applica-tion will begin on November 1, 2007, and continue until positions are filled. Minorities and women are encour-aged to apply. The University of Oklahoma is an Affirmative Action/Equal Opportunity Employer.

Public Policy; Public Management/Administration; State and Local Politics and Policy

University of Maryland, Baltimore CountyThe Political Science Department at the University of Maryland, Baltimore County (UMBC) invites applicationsfor a tenure-track Assistant Professorship in public policy, public management/administration, and/or state andlocal politics and policy beginning in August 2008. We are searching for an excellent teacher, and a productiveresearcher who studies important areas of public policy, public management, or subnational government. Thesuccessful candidate will teach an undergraduate public administration internship course, other undergraduatecourses in the listed areas of expertise, and a graduate course for the Department of Public Policy, which awardsPhD and MPP degrees in Public Policy and is NASPAA-accredited. The department is already well-staffed in theareas of government budgeting and personnel. The Ph.D. in political science, public administration, or publicpolicy is expected by the time of appointment. UMBC is a young and innovative mid-sized research universitywhich highly values undergraduate teaching and student mentoring. The suburban campus is located just southof Baltimore and provides close proximity to research and public service opportunities in Washington, D.C. andMaryland’s state and local governments. Applicants should submit a letter of interest, curriculum vitae, graduatetranscripts, writing sample and teaching evaluations, and arrange for three letters of reference to be sentseparately. Applications will be accepted until November 16, 2007. Send materials to Dr. Roy T. Meyers, SearchChair, Department of Political Science, UMBC, 1000 Hilltop Circle, Baltimore MD 21250. UMBC is anAffirmative Action/Equal Opportunity Employer and encourages applications from minorities, women, andindividuals with disabilities.

Director Of Development ServicesCity Of Eustis, Florida

The City of Eustis (pop 17,766), is located in Lake County, Florida, app. 30 miles north of Orlando. Eustis is afast-growing community within easy driving distance of major retail centers, entertainment and recreationalopportunities.Challenges:• Implementation of new comprehensive plan and land development regulations emphasizing managed growth;• Working with development interests in a positive & proactive manner;• Supporting economic development of clean industries;• Working to redevelop former hospital site in downtown Eustis;• Planning for continued responsible growth;• Planning for traffic & parking in downtown.Successful candidate must have:• Ability to take the vision of the commission and translate into clear and creative action plan;• Ability to work effectively with developers and investors to promote quality growth;• Strong ability to exemplify and promote quality customer service among staff;• Exceptional leadership skills;• Be a participatory manager and consensus builder.This position reports directly to the City Manager and has management responsibility Building, Planning, CodeEnforcement and Grants Administration. The department includes 18 employees and an operating budget of$1,135,725. Position requires Bachelor’s Degree from accredited college or university in Planning or related field; supple-mented by 10 years progressively responsible administrative experience in planning/development, to includeexperience in comprehensive planning, growth management and grants administration. A Master’s Degree inPlanning supplemented by 5 years administrative experience preferred. Experience with Fla. Growth Mgt. Law(FS 163) and AICP certification highly desirable. Salary range: $72,326 - $108,540 (DOQ); EXCELLENT BENEFITS. Submit statement of interest, resume,City application (available at website or call) and names and addresses of 10 professional references and currentsalary history to: Ann Isaacs, Director, Human Resources City of Eustis P.O. Drawer 68 Eustis, FL 32727-0068.City will reimburse for travel costs related to interviews. Please review entire posting at City websitewww.eustis.org or call 352-483-5472 for copy. The City is an Equal Opportunity Employer and values diversity at all levels. Minorities and females are encour-aged to apply. The city complies with applicable Florida veteran’s preference and public records law.

Assistant Director of Human ResourcesCity of Chesapeake, VA

Salary: $61,470 - $95,280, DOQ (+) excellent benefits package. In this highly visible role, the Assistant Directorassists in short and long-term planning of the Human Resources functions and is heavily involved in designingand executing HR initiatives. This position is responsible for assisting in the formulation and implementation ofadministrative and program policies and procedures with responsibility for directing, through subordinate

managers, the three operational divisions of the HR Department. Requires a bachelor's degree from an accred-ited college or university majoring in Human Resource Management, Public Administration, or a closely relatedfield, and over five years of HR management experience demonstrating competency in the core areas ofworkforce planning, recruitment and staffing strategies, benefits and pay administration, classifications,employee relations, workforce training and development, and diversity initiatives. Master's degree from anaccredited college or university in public administration, human resource management, organizational develop-ment, or a related field, and an IPMA-CP, IPMA-CS, or SHRM-SPHR certification are preferred. For moreinformation or to apply, visit www.jobs.cityofchesapeake.net. Job Closes 10/03/2007. EOE

Director of Neighborhood ServicesCity of Roanoke Virginia

Looking for a challenge? The City of Roanoke’s newly created Director of Neighborhood Services will immedi-ately be challenged with making process and policy improvements in the code enforcement area; building anddeveloping local, regional and federal partnerships to make the best use of existing housing resources; and,working closely with neighborhood groups to ensure that the needs of all communities are being addressed in atimely and quality fashion. This position manages and directs environmental code enforcement, neighborhoodservice functions, federal housing programs and citizen participation programs to improve the quality ofneighborhoods throughout the city of Roanoke. Position requires a Bachelor’s degree from a four-year college oruniversity with a major in urban planning, public administration, business administration or related field, andfive to seven years of progressively responsible experience in code enforcement, urban planning includingcomprehensive long-range planning, neighborhood redevelopment and revitalization, grants management orcommunity development. We are also looking for a solid and proven manager with at least four years of manage-ment experience. Master’s degree preferred. You must be a City resident or secure residence within the Citylimits within 12 months of employment. If you are up for the challenge, apply in confidence atwww.roanokeva.gov. Salary range ($69,442 – $111,108). This position is open until filled; however, the firstreview of applications will take place on August 27, 2007. EEO/AA/M/F/DISABILITY EMPLOYER. As aDrug/Alcohol Free Workplace. The City of Roanoke Administers Pre-Employment Screening to all employees.

New York StatePublic Management Institute

Jump-start your career in government. For the past 60 years, effective, innovative senior managers of the futurehave used the unique and challenging program offered by the Public Management Institute to start their careersin New York State government.On or before August 31, 2008, applicants must have one of the following master’s degrees: business administra-tion, educational administration, health policy and management, health services administration, humanresources management, human services administration, organizational management, political science, publicadministration, public affairs, public health management and policy, public policy, or urban policy analysis andmanagement.Current starting salary is $41,780The examination application and evaluation of education and experience are collected through a single onlineform which will be available from September 5, 2007 through midnight November 8, 2007, EST.For more information visit our website at: www.cs.state.ny.us/pmi

DirectorMartin School of Public Policy and Administration

University of KentuckyThe Martin School of Public Policy and Administration is seeking applications and nomina-tions for Director effective fall 2008. The successful candidate will have a national reputa-tion as a scholar as well as strong leadership qualities that will help further the MartinSchool’s mission to augment its top-ranked degree and research programs in the public

policy, public administration, and health policy and administration arenas. The successful candidate also willdemonstrate a broad appreciation of social and behavioral sciences and should have a desire to play a leadershiprole in external academic organizations such as NASPAA, APPAM, and AUPHA. An ability and interest inworking with faculty and administrators across the University community as well as external constituents fromthe public, private, and health care sectors is essential. The director is the chief academic, administrative andfiscal officer of the Martin School of Public Policy and Administration, and, as such, must provide strongintellectual and administrative leadership, foster a rich research agenda consisting of both traditional scholarlyand funded research, and develop and oversee budget priorities and allocations in conjunction with the Dean ofthe Graduate School and the University Provost. The director works with a diverse group of external constituentsto promote and further the academic, research, training, development, and service activities of the Martin School.The Search Committee will begin screening candidates immediately; applications will continue to be receiveduntil an appropriate candidate is found. Additional information is available at http://www.martin.uky.edu.Applicants should submit a curriculum vitae, a list of at least three references, and copies of several recentworking papers or publications either as email attachments or by mail to: Professor Eugenia Toma, Chair,Director Search Committee, Martin School of Public Policy & Administration, 415 Patterson Office Tower,University of Kentucky, Lexington, KY 40506-0027, Eugenia.Toma@uky.eduThe Martin School strongly encourages application and nomination of women and minority candidates. TheUniversity of Kentucky is an Affirmative Action, Equal Opportunity Employer.

Executive Director Marine Technology Society

The Marine Technology Society announced today that it is seeking applications from individuals interested inserving as the Society’s chief staff officer. The Executive Director is responsible for providing staff leadership,and implementation of the Society’s mission, strategic and operational priorities, and programs. Candidates should have 7-10 years of demonstrated management experience, solid financial management skills,and an ability to work in a collaborative manner within a diverse membership. Critical skills include strongvolunteer leadership and communication skills. A Bachelor’s degree is required. Preference will be given tocandidates with advanced degrees (post baccalaureate) in Business Administration, Public Administration,Nonprofit Management, or a related field, and those who hold a certified association executive (CAE) credential.Preference may be given to candidates with a background in marine technology. This search is being conducted by Jackie Eder-Van Hook, MSOD, Executive Vice President, TransitionManagement Consulting, Inc. Applications will be accepted electronically from August 16, 2007 to September27, 2007. Candidates must email a current resume and salary history toMTS_Search@TransitionCEO.com byThursday, September 27, 2007 for consideration. _For more information, visit www.TransitionCEO.com and click on Marine Technology Society in the left naviga-tion bar.

American Society for Public Administration PA TIMES • OCTOBER 2007 PAGE 27

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GOVERNMENT POSITIONS

NONPROFIT POSITIONUNIVERSITY POSITION

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AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION VOL. 30 NO. 10 OCTOBER 2007

October 200711-13 2007 NASPAA Annual Conference

Location: The Westin Seattle Hotel, Seattle, WAMore Info.: www.naspaa.org

15 AGA’s Government Finance Case Challengefor Undergraduate StudentsLocation: OnlineContact: Jennifer Curtin, jcurtin@agacgfm.orgMore info: www.agacgfm.org/ challenge/index.htm

21-22 Third Annual ICPA ConferenceCo-sponsored by ASPALocation: Chengdu, Sichuan, P.R.CMore Info.: www.icpa-uestc.cn

25-27 19th Annual Association for Budgeting andFinance (ABFM) ConferenceLocation: Washington, DCContact: Rebecca Hendrick hendrick@uic.eduMore Info.: www.abfm.org

29 Public Service Career Fair, Sponsored by ASPA Evergreen ChapterLocation: Seattle Center Northwest RoomsMore Info.: www.evergreenaspa.org

November 20072 9th Annual Texas State ASPA/CPM

Conference and ASPA District IV Regional ConferenceTransforming Public ServiceLocation: Texas State University, San Marcos, TexasMore Info.: www.txstate.edu/cpm

8-10 29th Annual APPAM Research Conference: What Else Shapes Public Policy Analysis and Management? More Info.: www.appam.or/conferences/fall/dc2007/index.aspLocation: Washington Marriott Hotel and Embassy Suites Hotel, Washington, DC

February 20081 7th Annual Nonprofit Management

Conference“The Changing Face of Nonprofit Management”Location: Orlando, FLHosted by Central Florida ASPA Chapter and the Nonprofit Advisory Board of the University of Central FloridaMore Info.: Mary Ann Feldheim mfeldhei@mail.ucf.edu

7-9 The 2008 Social Equity in Leadership Conference, “Advancing Urban Governance in a Global Context,” Location: School of Public Affairs, Arizona State University in PhoenixMore Info.: http://www.napawash.org

13-17 The Conference of Minority Public Administrators (COMPA) 2008 National ConferenceLocation: Hamilton, BermudaMore Info.: Doris Micheaux, Doris.Micheaux@fortworthgov.org; 817-392-7841

March 20087-11 ASPA’s 69th Annual Conference

Transformational Public Administration: A Call for Public ServiceLocation: Dallas, TXMore Info.: www.aspanet.org

April 20083-6 66th MPSA Political Science Conference

Location: Chicago Palmer House HiltonMore Info.: www.mwpsa.org

CONFERENCESCalendar

SAVE THE DATE!

Visit www.aspanet.org/2008conference for more information.