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Kathleen Hale

Mitchell Brown

The idea of voting is simple, but the administration of elections in ways that ensure access and integrity is complex. 

In How We Vote, Kathleen Hale and Mitchell Brown explore what is at the heart of our democracy: how elections are run. Election administration determines how ballots are cast and counted, and how jurisdictions try to innovate while also protecting the security of the voting process, as well as how election officials work. 

Election officials must work in a difficult intergovernmental environment of constant change and intense partisanship. Voting practices and funding vary from state to state, and multiple government agencies, the judicial system, voting equipment vendors, nonprofit groups, and citizen activists also influence practices and limit change. Despite real challenges and pessimistic media assessments, Hale and Brown demonstrate that election officials are largely successful in their work to facilitate, protect, and evolve the voting process.

Using original data gathered from state and local election officials and policymakers across the United States, Hale and Brown analyze innovations in voter registration, voting options, voter convenience, support for voting in languages other than English, the integrity of the voting process, and voting system technology. The result is a fascinating picture of how we vote now and will vote in the future.

Georgetown University Press

Public Management and Change series

How We Vote: Innovation in American Elections

Robert Agranoff

Today, the work of government often involves coordination at the federal, state, and local levels as well as with contractors and citizens’ groups. This process of governance across levels of government, jurisdictions, and types of actors is called intergovernmental relations, and intergovernmental management (IGM) is the way work is administered in this increasingly complex system. Leading authority Robert Agranoff reintroduces intergovernmental management for twenty-first-century governance to a new generation of scholars, students, and practitioners.

Agranoff examines IGM in the United States from four thematic perspectives: law and politics, jurisdictional interdependency, multisector partners, and networks and networking. Common wisdom holds that government has “hollowed out” despite this present era of contracting and networked governance, but he argues that effective intergovernmental management has never been more necessary or important. He concludes by offering six next steps for intergovernmental management.

Crossing Boundaries for Intergovernmental Management

Leisha DeHart-Davis

The creation of rules that govern processes or behavior is essential to any organization, but these rules are often maligned for creating inefficiencies. This book provides the first comprehensive portrait of rules in public organizations and seeks to find the balance between rules that create red tape and rules that help public organizations function effectively, what the author calls “green tape.”

Drawing on a decade of original research and interdisciplinary scholarship, Leisha DeHart-Davis builds a framework of three perspectives on rules: the organizational perspective, which sees rules as a tool for achieving managerial goals and organizational functions; the individual perspective, which examines how rule design and implementation affect employees; and the behavioral perspective, which explores human responses to the intersection of the first two perspectives. The book then considers the effectiveness of rules, applying these perspectives to a case study of employee grievance policies in North Carolina local government. Finally, the book concludes by outlining five attributes of effective rules—green tape—to guide future rule creation in public organizations. It applies green tape principles to the Five-Second Rule, a crowd control policy Missouri police implemented in the wake of protests following the Michael Brown shooting. Government managers and scholars of public administration will benefit from DeHart-Davis’s investigation and guidance.

Creating Effective Rules in Public Sector Organizations

The underappreciated but surprisingly successful implementation of the American Recovery and Reinvestment Act (ARRA) helped rescue the economy during the Great Recession and represented one of the most important achievements of the Obama presidency. It tested all levels of government with urgent time frames and extensive accountability requirements. While ARRA passed most tests with comparatively little mismanagement or fraud, negative public and media perceptions of the initiative deprived the president of political credit. 

Drawing on more than two hundred interviews and nationwide field research, Governing under Stress examines a range of ARRA stimulus programs to analyze the fraught politics, complex implementation, and impact of the legislation. Essays from public administration scholars use ARRA to study how to implement large federal programs in our modern era of indirect, networked governance. Throughout, the contributors present potent insights into the most pressing challenges facing public policy and management, and they uncover important lessons about policy instruments and networks, the effects of transparency and accountability, and the successes and failures of different types of government intervention.

Governing under Stress: The Implementation of Obama's Economic Stimulus Program

Jacob Torfing

Governments worldwide struggle to remove policy deadlocks and enact much-needed reforms in organizational structure and public services. In this book, Jacob Torfing explores collaborative innovation as a way for public and private stakeholders to break the impasse. These network-based collaborations promise to multiply the skills, ideas, energy, and resources between government and its partners across agency boundaries and in the nonprofit and private sectors.

Torfing draws on his own pioneering work in Europe as well as examples from the United States and Australia to construct a cross-disciplinary framework for studying collaborative innovation. His analysis explores its complex and interactive processes as he looks at how drivers and barriers may enhance or impede the collaborative approach. He also reflects on the roles institutional design, public management, and governance reform play in spurring collaboration for public sector innovation. The result is a theoretically and empirically informed book that carefully demonstrates how multi-actor collaboration can enhance public innovation in the face of fiscal constraint, the proliferation of wicked problems, and the presence of unsatisfied social needs.

Collaborative Innovation in the Public Sector

Ira Goldstein

Stories of government management failures often make the headlines, but quietly much gets done as well. What makes the difference? Ira Goldstein offers wisdom about how to lead and succeed in the federal realm, even during periods when the political climate is intensely negative, based on his decades of experience as a senior executive at two major government consulting firms and as a member of the US federal government's Senior Executive Service. 

The Federal Management Playbook coaches the importance of always keeping four key concepts in mind when planning for success: goals, stakeholders, resources, and time frames. Its chapters address how to effectively motivate government employees, pick the right technologies, communicate and negotiate with powerful stakeholders, manage risks, get value from contractors, foster innovation, and more. Goldstein makes lessons easy to apply by breaking each chapter’s plans into three strategic phases: create an offensive strategy, execute your plan effectively, and play a smart defense. Additional tips describe how career civil servants and political appointees can get the most from one another, advise consultants on providing value to government, and help everyone better manage ever-present oversight. 

The Federal Management Playbook is a must-read for anyone working in the government realm and for students who aspire to public service.

The Federal Management Playbook: Leading and Succeeding in the Public Sector

Kirk Emerson

Tina Nabatchi

Whether the goal is building a local park or developing disaster response models, collaborative governance is changing the way public agencies at the local, regional, and national levels are working with each other and with key partners in the nonprofit and private sectors. While the academic literature has spawned numerous case studies and context- or policy-specific models for collaboration, the growth of these innovative collaborative governance systems has outpaced the scholarship needed to define it. 

Collaborative Governance Regimes breaks new conceptual and practical ground by presenting an integrative framework for working across boundaries to solve shared problems, a typology for understanding variations among collaborative governance regimes, and an approach for assessing both process and productivity performance. This book draws on diverse literatures and uses rich case illustrations to inform scholars and practitioners about collaborative governance regimes and to provide guidance for designing, managing, and studying such endeavors in the future.

Collaborative Governance Regimes will be of special interest to scholars and researchers in public administration, public policy, and political science who want a framework for theory building, yet the book is also accessible enough for students and practitioners.

Collaborative Governance Regimes

Governments and nonprofits exist to create public value. Yet what does that mean in theory and practice?

This new volume brings together key experts in the field to offer unique, wide-ranging answers. From the United States, Europe, and Australia, the contributors focus on the creation, meaning, measurement, and assessment of public value in a world where government, nonprofit organizations, business, and citizens all have roles in the public sphere. 

In so doing, they demonstrate the intimate link between ideas of public value and public values and the ways scholars theorize and measure them. They also add to ongoing debates over what public value might mean, the nature of the most important public values, and how we can practically apply these values. The collection concludes with an extensive research and practice agenda conceived to further the field and mainstream its ideas.

Aimed at scholars, students, and stakeholders ranging from business and government to nonprofits and activist groups, Public Value and Public Administration is an essential blueprint for those interested in creating public value to advance the common good.

Public Value and Public Administration

Daren C. Brabham

Crowdsourcing is a term that was coined in 2006 to describe how the commercial sector was beginning to outsource problems or tasks to the public through an open call for solutions over the internet or social media. Crowdsourcing works to generate new ideas or develop innovative solutions to problems by drawing on the wisdom of the many rather than the few. US local government experimented with rudimentary crowdsourcing strategies as early as 1989, but in the last few years local, state, and federal government have increasingly turned to crowdsourcing to enhance citizen participation in problem solving, setting priorities, and decision making. While crowdsourcing in the public sector holds much promise and is part of a larger movement toward more citizen participation in democratic government, many challenges, especially legal and ethical issues, need to be addressed to successfully adapt it for use in the public sector. 

Daren C. Brabham has been at the forefront of the academic study of crowdsourcing. This book includes extensive interviews with public and private sector managers who have used crowdsourcing. Brabham concludes with a list of the top ten best practices for public managers.

Crowdsourcing in the Public Sector

David H. Rosenbloom

Conceived during the turbulent period of the late 1960s when ‘rights talk’ was ubiquitous, Federal Service and the Constitution, a landmark study first published in 1971, strove to understand how the rights of federal civil servants had become so differentiated from those of ordinary citizens. Now in a new, second edition, this legal–historical analysis reviews and enlarges its look at the constitutional rights of federal employees from the nation's founding to the present. 

Thoroughly revised and updated, this highly readable history of the constitutional relationship between federal employees and the government describes how the changing political, administrative, and institutional concepts of what the federal service is or should be are related to the development of constitutional doctrines defining federal employees’ constitutional rights. Developments in society since 1971 have dramatically changed the federal bureaucracy, protecting and expanding employment rights, while at the same time Supreme Court decisions are eroding the special legal status of federal employees. Looking at the current status of these constitutional rights, Rosenbloom concludes by suggesting that recent Supreme Court decisions may reflect a shift to a model based on private sector practices.

Federal Service and the Constitution: The Development of the Public Employment Relationship, Second Edition

Helena K. Rene

During China’s Cultural Revolution, Chairman Mao Zedong’s "rustication program" resettled 17 million urban youths, known as "sent downs," to the countryside for manual labor and socialist reeducation. This book, the most comprehensive study of the program to be published in either English or Chinese to date, examines the mechanisms and dynamics of state craft in China, from the rustication program’s inception in 1968 to its official termination in 1980 and actual completion in the 1990s.

Rustication, in the ideology of Mao's peasant-based revolution, formed a critical component of the Cultural Revolution's larger attack on bureaucrats, capitalists, the intelligentsia, and "degenerative" urban life. This book assesses the program’s origins, development, organization, implementation, performance, and public administrative consequences. It was the defining experience for many Chinese born between 1949 and 1962, and many of China's contemporary leaders went through the rustication program.

The author explains the lasting impact of the rustication program on China's contemporary administrative culture, for example, showing how and why bureaucracy persisted and even grew stronger during the wrenching chaos of the Cultural Revolution. She also focuses on the special difficulties female sent-downs faced in terms of work, pressures to marry local peasants, and sexual harassment, predation, and violence. The author’s parents were both sent downs, and she was able to interview over fifty former sent downs from around the country, something never previously accomplished. 

China's Sent-Down Generation demonstrates the rustication program’s profound long-term consequences for China's bureaucracy, for the spread of corruption, and for the families traumatized by this authoritarian social experiment. The book will appeal to academics, graduate and undergraduate students in public administration and China studies programs, and individuals who are interested in China’s Cultural Revolution era.

China's Sent-Down Generation: Public Administration and the Legacies of Mao's Rustication Program

Ami J. Abou-bakr

The terrorist attacks of September 11, 2001, and Hurricane Katrina in August 2005, generated a great deal of discussion in public policy and disaster management circles about the importance of increasing national resilience to rebound from catastrophic events. Since the majority of physical and virtual networks that the United States relies upon are owned and operated by the private sector, a consensus has emerged that public-private partnerships (PPPs) are a crucial aspect of an effective resilience strategy. Significant barriers to cooperation persist, however, despite acknowledgment that public–private collaboration for managing disasters would be mutually beneficial. 

Managing Disasters through Public–Private Partnerships constitutes the first in-depth exploration of PPPs as tools of disaster mitigation, preparedness, response, and resilience in the United States. The author assesses the viability of PPPs at the federal level and explains why attempts to develop these partnerships have largely fallen short. The book assesses the recent history and current state of PPPs in the United States, with particular emphasis on the lessons of 9/11 and Katrina, and discusses two of the most significant PPPs in US history, the Federal Reserve System and the War Industries Board from World War I. The author develops two original frameworks to compare different kinds of PPPs and analyzes the critical factors that make them successes or failures, pointing toward ways to improve collaboration in the future.

This book should be of interest to researchers and students in public policy, public administration, disaster management, infrastructure protection, and security; practitioners who work on public–private partnerships; and corporate as well as government emergency management professionals and specialists.

Managing Disasters through Public–Private Partnerships

Collaborating to Manage captures the basic ideas and approaches to public management in an era where government must partner with external organizations as well as other agencies to work together to solve difficult public problems. In this primer, Robert Agranoff examines current and emergent approaches and techniques in intergovernmental grants and regulation management, purchase-of-service contracting, networking, public/nonprofit partnerships and other lateral arrangements in the context of the changing public agency. As he steers the reader through various ways of coping with such organizational richness, Agranoff offers a deeper look at public management in an era of shared public program responsibility within governance.

Geared toward professionals working with the new bureaucracy and for students who will pursue careers in the public or non-profit sectors, Collaborating to Manage is a student-friendly book that contains many examples of real-world practices, lessons from successful cases, and summaries of key principles for collaborative public management.

Collaborating to Manage: A Primer for the Public Sector

Beryl A. Radin

Proposals for reform have dotted the federal management landscape in the United States for more than 50 years. Yet these efforts by public management professionals have frequently failed to produce lasting results. In her new book, Federal Management Reform in a World of Contradictions, renowned public administration scholar Beryl A. Radin reveals what may lie behind the failure of so many efforts at government management reform.

To spur new thinking about this problem, Radin examines three basic sets of contradictions between the strategies of the reformers and the reality of the US federal system: contradictions in the shared powers structure, contradictions in values, and contradictions between politics and administration. She then explores six types of reform efforts and the core beliefs that guided them. The six reform areas are contracting out, personnel policy, agency reorganization, budgeting, federalism policies and procedures, and performance management. The book shows how too often these prescriptions for reform have tried to apply techniques from the private sector or a parliamentary system that do not transfer well to the structure of the US federal system and its democratic and political traditions. 

Mindful of the ineffectiveness of a “one-size-fits–all” approach, Radin does not propose a single path for reform, but calls instead for a truly honest assessment of past efforts as today’s reformers design a new conceptual and strategic roadmap for the future.

Federal Management Reform in a World of Contradictions

William F. West

Formal systems of comprehensive planning and performance-based management have a long if disappointing history in American government. This is illustrated most dramatically by the failure of program budgeting (PPB) in the 1960s and resurrection of that management technique in a handful of agencies over the past decade. Beyond its present application, the significance of PPB lies in its relationship to the goals and assumptions of popular reforms associated with the performance movement.

Program Budgeting and the Performance Movement examines PPB from its inception in the Department of Defense under Robert McNamara to its limited resurgence in recent years. It includes an in-depth case study of the adoption and effects of PPB at the National Oceanic and Atmospheric Administration. The fact that program budgeting is subject to the same limitations today that led to its demise four decades ago speaks to the viability of requirements, such as those imposed by the Government Performance and Results Act, that are designed to make government more businesslike in its operations.

Program Budgeting and the Performance Movement: The Elusive Quest for Efficiency in Government

Kathryn A. McDermott

Performance accountability has been the dominant trend in education policy reform since the 1970s. State and federal policies set standards for what students should learn; require students to take “high-stakes” tests to measure what they have learned; and then hold students, schools, and school districts accountable for their performance. The goal of these policies is to push public school districts to ensure that all students reach a common threshold of knowledge and skills.

High-Stakes Reform analyzes the political processes and historical context that led to the enactment of state-level education accountability policies across the country. It also situates the education accountability movement in the broader context of public administration research, emphasizing the relationships among equity, accountability, and intergovernmental relations. The book then focuses on three in-depth case studies of policy development in Massachusetts, New Jersey, and Connecticut. Kathryn McDermott zeroes in on the most controversial and politically charged forms of state performance accountability sanctions, including graduation tests, direct state intervention in or closing of schools, and state takeovers of school districts. 

Public debate casts performance accountability as either a cure for the problems of US public education or a destructive mistake. Kathryn McDermott expertly navigates both sides of the debate detailing why particular policies became popular, how the assumptions behind the policies influenced the forms they took, and what practitioners and scholars can learn from the successes and failures of education accountability policies.

High-Stakes Reform: The Politics of Educational Accountability

How Information Matters examines the ways a network of state and local governments and nonprofit organizations can enhance the capacity for successful policy change by public administrators. Hale examines drug courts, programs that typify the highly networked, collaborative environment of public administrators today. These “special dockets” implement justice but also drug treatment, case management, drug testing, and incentive programs for non-violent offenders in lieu of jail time. In a study that spans more than two decades, Hale shows ways organizations within the network act to champion, challenge, and support policy innovations over time. Her description of interactions between courts, administrative agencies, and national organizations highlight the evolution of collaborative governance in the state and local arena, with vignettes that share specific experiences across six states (Alabama, Florida, Georgia, Indiana, Missouri, and Tennessee) and ways that they acquired knowledge from the network to make decisions. 

How Information Matters offers valuable insight into successful ways for collaboration and capacity building. It will be of special interest to public administrators or policymakers who wish to identify ways to improve their own programs’ performance.

How Information Matters: Networks and Public Policy Innovation

A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors—both seasoned and new—for a rare critical examination of the field of public administration yesterday, today, and tomorrow. 

The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this—nor is there ever likely to be another—in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind. This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration.

The Future of Public Administration around the World: The Minnowbrook Perspective

Norma M. Riccucci

Is public administration an art or a science? This question of whether the field is driven by values or facts will never be definitively answered due to a lack of consensus among scholars. The resulting divide has produced many heated debates; however, in this pioneering volume, Norma Riccucci embraces the diversity of research methods rather than suggesting that there is one best way to conduct research in public administration. 

Public Administration examines the intellectual origins and identity of the discipline of public administration, its diverse research traditions, and how public administration research is conducted today. The book’s intended purpose is to engage reasonable-minded public administration scholars and professionals in a dialogue on the importance of heterogeneity in epistemic traditions, and to deepen the field’s understanding and acceptance of its epistemological scope. This important book will provide a necessary overview of the discipline for graduate students and scholars.

Public Administration: Traditions of Inquiry and Philosophies of Knowledge

Julianne G. Mahler

Just after 9:00 a.m. on February 1, 2003, the space shuttle Columbia broke apart and was lost over Texas. This tragic event led, as the Challenger accident had 17 years earlier, to an intensive government investigation of the technological and organizational causes of the accident. The investigation found chilling similarities between the two accidents, leading the Columbia Accident Investigation Board to conclude that NASA failed to learn from its earlier tragedy.

Despite the frequency with which organizations are encouraged to adopt learning practices, organizational learning—especially in public organizations—is not well understood and deserves to be studied in more detail. This book fills that gap with a thorough examination of NASA’s loss of the two shuttles. After offering an account of the processes that constitute organizational learning, Julianne G. Mahler focuses on what NASA did to address problems revealed by Challenger and its uneven efforts to institutionalize its own findings. She also suggests factors overlooked by both accident commissions and proposes broadly applicable hypotheses about learning in public organizations.

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Public Management and Change series - Bogserien

Public Management and Change series - Bogserien

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