America Grays, Majority Minority Shifts and Urbanization Accelerates

PA TIMES 

CHANGING DEMOGRAPHICS 

IN AMERICA 

Population Change and Local 

Government Reaction 4 

Demographers have been consistent in forecasting 

that a major shift in the population of 

the United States is taking place, leading to a 

state where no single ethnic or racial group 

will comprise a majority of the residents.– 

Joseph Adler 

States Taking Matters 

into Their Own Hands 5 

Immigration has become an important issue 

in recent years on the political agenda 

mainly due to the perception of a growing 

number of illegal aliens making their way 

into various parts of the country.–Daniel G. 

Bauer, Alex Roman, Adam Williams 

States’ Responses to 

Increased Immigration 6 

“We define ourselves as a nation of immigrants–a 

nation that welcomes those willing 

to embrace America's precepts,” said President 

Obama during a visit to El Paso, TX, 

as he addressed the nation’s daunting immigration 

issues.–Wiha Powell 

Helping Immigrants Help Themselves 7 

Some contend that organizations should do 

more to help new arrivals, while others believe 

institutions are already doing too 

much. We must find compromise and be 

willing to adjust as the situation demands.– 

Chris Spoons, Mark Gordon 

The Need for a New 

Immigration Season 9 

As we approach the beginning of Fall, it is 

clear that the United States needs to enter a 

new season of immigration.–Catherine E. 

Wilson 

Insights on Perf. Management 8 

Insights on Strategic Management 9 

Where Things Stand 15 

ASPA TIMES 

INSIDE: 

Why ASPA Supports 

Establishment of a 

National Public Service 

Museum & Student Center 17 

ASPA Hosts Webinars 17 

PRESIDENT’S COLUMN 18 

Alternatives to Revising 

ASPA’s Code of Ethics 22 

Career Center 26-27 

Tribute to Elmer Staats 29 

Obituaries 29 

Recruiter 31 

AMERICAN 

PA 

SOCIETY FOR PUBLIC ADMINISTRATION 

TIMES 

VOL. 34, NO. 3 AUGUST/SEPTEMBER 2011 

34 Years • 1977-2011 

A Powerful Voice for Public Service . . . 

America Grays, Majority Minority 

Shifts and Urbanization Accelerates 

Nation is in Midst of Demographic Transitions in Multiple Catagories 

This article is part of the “Changing Demographics 

in America” Special Section in 

this issue. See column at left for others. 

Elizabeth S. Overman 

America is in the midst of multiple demographic 

transitions. Fundamentally, the 

United States is the third most populous nation 

in the world with a growing population 

of 311,880,027. The increase, 27.3 million 

from 2000 to 2010, represents the third 

largest gain in U.S. history, making this 

country the most rapidly growing industrial 

nation in the world. However, children under 

age 18 make up only 24 percent of the U.S. 

10th Anniversary of September 11, 2001 

New York, NY, September 25, 2001–A New York City firefighter views the clean up effort 

underway at the World Trade Center. Photo by Michael Rieger/ FEMA News 

The Power of Public Service 

Originally published on ASPA’s website 

in September 2011, the authors have updated 

their powerful, heartfelt reaction 

to the events of that tragic day… 

Janet and Bob Denhardt 

Though it’s been 10 years, we remember 

well the tragic events of September 

11, 2001. As we look back on that day, 

we recognize that we initially went 

through a period of disbelief, unable to 

process and accept what we were seeing 

over and over on the television screen. 

The scenes were baffling at first and 

though we found ourselves watching 

See SEPTEMBER 11, pg. 8 

population. This is an all time low for the 

United States even though the rate is higher 

than that of many developed countries including 

Japan, France, Germany and Canada. 

Like other developed countries, the population 

of the United States is graying, but at a 

See DEMOGRAPHIC SHIFTS, pg. 2 

Visit PA TIMES Online for more 

coverage of current events 

patimes.eznuz.com 

A Conversation 

with the Director 

of Everglades 

Restoration 

Initiatives 

Shannon Estenoz Speaks about 

Transforming the Boundaries of 

Traditional Expectations and Roles 

Alexandru Roman 

The 1970s are often associated with the 

rise to salience of the environmental issues 

associated with the America’s Everglades, 

back then still “only” Florida’s Everglades. 

With time, prompted by the new status as a 

policy priority and by UNESCO designation 

as a wetland area of global importance, 

the Everglades became the focal 

See CONVERSATION, pg. 13

PAGE 2 PA TIMES • AUGUST/SEPTEMBER 2011 ASPA 

What are the Implications of These Demographic Transitions? 

From DEMOGRAPHIC SHIFT, pg. 1 

slower pace. Those Americans 65 and older 

are today 15 percent of the total population. 

By 2030 when the last of the baby boomers 

reaches age 65 they will peak at slightly 

more than 20 percent. Although the gap between 

male and female life expectancy has 

been decreasing in recent years, falling from 

7.8 years in 1979 to 5 years in 2008, women 

will be the majority of the older population 

in the foreseeable future simply because they 

still, in the aggregate, outlive men. 

Racial and ethnic minorities now make up 

92 percent of total U.S. population growth 

with Hispanics accounting for over half of 

the increase. The Latino population, which 

increased 50 percent between 1990 and 

2000, was up 43 percent in 2010. This 

means that 50 million, or one out of every 

six, U.S. residents is Hispanic. Nearly half 

of the racial and ethnic minority population 

are children under age 18. 

The localization of the increasing racial and 

ethnic diversity is reflected in 341 of the nation’s 

3,143 counties. This eleven percent of 

the country’s counties are “majority minority,” 

which means that less than 50 percent 

are non-Hispanic white. In the next decade, 

225 more counties will tip with between 40 

and 50 percent toward majority minority. 

These new populations are dramatically rearranging 

themselves across the landscape. 

Urbanization, a trend that took hold on 

much of the great plains, northern and central 

Appalachia, parts of Arkansas, Mississippi 

and north Texas in the 1930s, has 

accelerated to the point that rural America 

accounts for only 16 percent of the nation’s 

population. Although this is a long-term 

trend it has accelerated. When Bill Clinton 

was first elected president in 1992, 35 percent 

of Americans were identified as rural. 

Who is leaving small town America? Principally, 

young adults. This means that the remaining 

populations are among the aging. 

The shift from rural areas to cities further 

finds that older and poorer people are moving 

to the Sunbelt of the South and the West, 

while younger more highly educated people 

are locating in the major “superstar” cities on 

both coasts. They include San Francisco, 

Boston, Manhattan and western Los Angeles. 

These are places adapted to business and 

recreation needs of the exceedingly well 

healed and well educated and those who 

work for them. By 2050, Seattle, Portland 

and Austin could join their ranks. The depopulation 

of certain regions has been exacerbated 

by the worst economy since the Great 

Depression. Michigan, for example, experienced 

an out-migration resulting in a steep 

population decline over the last decade. 

The demographic relocation to the Western 

sunbelt, first evident in the 1950s has quickened 

so that by 1990 the West overtook the 

Northeast and for the first time by 2010, the 

West also overtook the Midwest, as the second 

most populous census region. Areas with 

the fastest growth included the suburbs of 

western and southern metropolitan areas. Nevada 

experienced a population growth rate of 

35 percent while Texas, at 4.3 million, had 

the largest numerical increase. Nearly 50 

percent of the 1,104 counties that lost people 

during the last decade were counties that 

were isolated from metropolitan areas and 

had small or nonexistent urban populations. 

More metropolitan areas are becoming 

sprawling megalopolises with suburbs experiencing 

the fastest growth, most notably in 

the South and the West. Suburbanization is a 

continuation of a trend facilitated first by the 

advent of street car lines that ran to the edge 

of the central city coupled with the advent of 

Ford’s cheap automobiles, the Interstate 

Highway System, and ultimately, mortgage 

insurance provided by the Federal Housing 

Administration. Examples of vast regional 

suburban growth include those areas around 

Orlando, Florida; the “Research Triangle” of 

North Carolina; the northern Virginia exurbs 

of Washington, DC, the four Texas cities of 

Houston, Dallas-Fort Worth, San Antonio 

and Austin, plus the areas surrounding such 

cities as Las Vegas and Atlanta. 

The trend to suburbanization has been 

countered in the last ten years by a move 

back into central cities. Today 1/3 of the 

U.S. population lives in the core of the 

urban areas. This is the highest proportion 

since the 1950s and is attributed, in part, to 

the increasingly high cost of fuel and the 

desire to live closer to employment, cultural 

and recreational centers. 

What are the implications of these 

demographic transitions? 

Although the United States is an urban nation, 

the ethos is still that of small town 

America. The emerging American megalopolises 

only occupy 3 percent of the country’s 

landmass. In other advanced nation’s 

such as Japan, Germany, South Korea and 

Singapore, housing is so expensive and 

dense that the high cost of living, particularly 

for homes large enough to comfortably 

raise children, has lead to decisions to limit 

the family size. In many of these countries 

birthrates are falling below replacement levels. 

This suggests that the preservation of 

expanding suburbs may be critical to U.S. 

long term demographic vitality. 

In addition, the diversity that comes with 

more racial and ethnic cultures adds to that 

nourishing mix which, despite a core of detractors, 

has often been a source of national 

pride for Americans. This growing diversity 

also raises issues of economic inequality. 

Across all sectors, the need to provide increased 

services for diverse populations is 

growing. Today nearly 15 million children, 

21 percent of all children in the country, 

live in families with incomes below the federal 

poverty level while 42 percent live in 

low-income households. The U.S. has the 

largest number of children living in poverty 

among all industrialized nations. 

The upshot is that the United States is a 

larger, more populous urban/suburban country 

with growing populations of people over 

65, on one side of the equation, and racial 

and ethnic minorities, particularly children 

living in poverty, on the other. The most 

troublesome demographic transition is the 

potentially negative impact on the nation’s 

social fabric, including the economy, of 

children growing up poor. 

Elizabeth Overman is with the University of 

Central Oklahoma. Email: 

eoverman@uco.edu 

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CHANGING DEMOGRAPHICS IN AMERICA 

Population Change and Local Government Reaction: 

Examples from the Washington, DC Region 

Joseph Adler 

Population Growth and Transformation 

Demographers have been consistent in forecasting 

that a major shift in the population of 

the United States is taking place, leading to a 

state where no single ethnic or racial group 

will comprise a majority of the residents. 

How local governments respond to demographic 

shifts will have a significant impact 

on the ability to effectively fulfill the needs 

and requirements of their residents. The recently 

completed 2010 Census verifies that 

the transition of the United States into a 

multi-hued ethnically diverse nation is well 

on its way. Of the nearly 310 million residents, 

Hispanic-Americans are the largest minority 

group at 16.3 percent, followed by 

African-Americans at 12.6 percent and 

Asian-Americans at 4.8 percent. Caucasians 

currently make up 72.4 percent of the populace, 

but by 2050 the Census Bureau projects 

that will decline to under 50 percent while the 

proportion of Hispanic-Americans and Asian- 

Americans is expected to nearly double. 

Metropolitan Washington, DC, is already at 

the forefront of the predicted demographic 

shifts. Over one million immigrants reside in 

the region and projections call for another 

million to move to the area within the next 

25 years. In Montgomery County, MD, the 

second largest jurisdiction in the region, 

white residents are now less than 50 percent 

of the population. The next largest group is 

Hispanic-Americans at 17 percent, followed 

by African-Americans at 16.6 percent and 

Asian-Americans at nearly 14 percent. The 

largest gain, both numerically and proportionally 

was made by Hispanic-Americans 

and Asian-Americans. One out of three 

Montgomery Country residents was born 

outside the U.S. An additional variable to the 

demographic transformation places further 

scrutiny on suburban jurisdictions. According 

to a study of immigration patterns conducted 

by Brookings Institution demographer 

Audrey Singer and colleagues and 

reported in “Twenty-First Century Gateways: 

Immigrant Incorporation in Suburban America,” 

cities and downtown areas are increasingly 

being bypassed by immigrants as 

entryways in favor of metropolitan suburban 

jurisdictions. This is especially reflective of 

choices made by Asians and Hispanics. 

Local Government Response 

If the demographic change in the region is a 

glimpse of the future, the strategies utilized 

by governments to deal with the change can 

also be a guide in terms of what to expect. In 

the Brookings study Price and Singer explored 

the reactions of jurisdictions within 

the Washington region and found a range of 

policies being employed. Some counties and 

municipalities pursue a strategy of indifference 

or hostility while others proactively 

welcome the influx of new Americans. The 

former is based on the local governments’ 

desire to rid the jurisdiction of undocumented 

immigrants and deflect the arrival of 

other new residents from this demographic. 

Sentiments against undocumented immigrants 

translate into official policy through 

aggressive enactment and enforcement of 

strict zoning requirements concerning residential 

occupancy, and regulation of day 

labor centers. Some local governments also 

require residents to prove their legal status 

before they can receive government services. 

As a result, the legal immigrant communities, 

especially the Latino community, believe 

that they are being unfairly targeted. 

Price and Singer found that as a short term 

strategy the effort to make immigrants feel 

unwelcome is successful in that it discourages 

them from living in the jurisdiction. 

At the other end of the spectrum are local 

governments that deliberately welcome im- 

Remaining 2011 PA TIMES 

Print Edition Editorial Calendar 

October: From Bureaucratic to Cool: A Call to Public Service 

Education Supplement: The PA Labor Market Today and Tomorrow 

Deadline: September 21, 2011, Published October 1, 2011 

November/December: Future of Health Care Reform 

Deadline: November 19, 2011; Published December 1, 2011 

Questions/Submissions: 

Christine McCrehin, cjewett@aspanet.org 

migrants through a policy of accommodation 

and inclusion. These local jurisdictions 

respond to immigrants’ needs for affordable 

housing, access to health services, education, 

and transportation to jobs. Other methods 

of welcoming and assimilating 

immigrants into the political and social life 

of the community are also utilized. These include 

the translation of official forms and 

documents into different languages, offering 

citizenship and Basic English classes, not inquiring 

about legal status when interacting 

with the police, or when applying for governmental 

services. A number of Virginia jurisdictions 

including the City of Annandale, 

Fairfax County and Arlington County are 

welcoming governments that are implementing 

some or all of these initiatives. 

Montgomery County, MD: 

Accommodation in Practice 

Montgomery County, MD, is singled out as 

a model for the inclusive approach not only 

because it engages in all the activities described 

above, but also because it has taken 

a proactive approach to integrate various 

ethnic communities into the fabric of the 

county’s civic and community life. This 

philosophy is part of the culture of the 

County and goes back at least to the 1980s 

when large scale foreign migration began. 

In the mid 1990s the Office of Community 

Outreach (OCO) was created within the 

County Executive’s office to formalize its 

contacts with various ethnic communities 

including immigrant groups. 

Three ethnic advisory committees were 

formed, each with a dedicated staff person, 

to give members of the African-American, 

Hispanic-American, and Asian-American 

communities a direct link to the County Executive 

and top policy making officials. The 

committees also enabled County government 

to engage in a two way conversation on matters 

of importance to each community. Establishing 

the OCO and locating it at the 

very top of the government power structure 

sent a strong symbolic message to the minority 

and ethnic communities that they are welcome. 

The advisory committees were also 

instrumental in launching ongoing service 

initiatives aimed at the specific needs of the 

immigrant and minority communities. 

In 2001, a Center for Cultural Diversity was 

established to provide activities and services 

to the County's diverse community 

with an emphasis on newly arrived Americans. 

Currently the programs include English 

as second language, citizenship classes, 

and a pro-bono legal clinic. Montgomery 

County also passed legislation in 2003 allowing 

the use of identification cards issued 

by foreign consulates as legal proof of identity 

for accessing government services and 

opening checking accounts with banks 

holding county government funds. 

…by 2050 the Census Bureau 

projects that [Caucasion 

population in U.S.] will 

decline to under 50 percent 

while the proportion of 

Hispanic-Americans and 

Asian-Americans is 

expected to nearly double. 

The election of Isiah Leggett as County Executive 

in 2006 served to further enhance the 

bond between local government and various 

ethnic and immigrant communities. Leggett’s 

philosophy is that bringing additional grass 

roots advocates to the policy making table is 

not a zero sum game and should not exclude 

or diminish those who are legitimately already 

there. Enlarging the table and adding 

more seats is the preferred policy alternative. 

The three ethnic advisory committees were 

expanded to include Arab, Caribbean, Continental 

African and Middle Eastern immigrants 

residing within the County. The 

Office of Community Outreach became the 

Office of Community Partnerships (OCP) 

which spearheaded the move to further take 

government to traditionally underserved 

and underrepresented communities by convening 

various ethnic summits. Top government 

managers attend; describe the services 

offered by their departments and respond to 

the concerns articulated by the community. 

OCP monitors the requests and follow-up 

by senior managers. 

Does Accommodation 

Generate Positive Results? 

Montgomery County has enjoyed a reputation 

for many decades as a community with 

a highly successful public school system, a 

relatively low-crime rate, a highly educated 

professional resident base and a healthy 

local economy. In the space of 30 plus years 

Montgomery County has been transformed 

into a diverse multi-ethnic jurisdiction. Did 

the demographic transformation impact 

these variables? 

The county’s public school system is the 16th 

See LOCAL GOVERNMENT, pg. 5

PATIMES.EZNUZ.COM PA TIMES • AUGUST/SEPTEMBER 2011 PAGE 5 


States Taking Matters into Their Own Hands 

Daniel G. Bauer, Alex Roman, 

Adam Williams 

Immigration has become an important issue 

in recent years on the political agenda 

mainly due to the perception of a growing 

number of illegal aliens making their way 

into various parts of the country. Federal 

legislation has not taken a stance which 

would be considered satisfactory for many 

state and local governments. The resulting 

backlash found in lower level governmental 

policies on immigration have led to an even 

greater sense of awareness from the general 

public. Questions must now be asked of administrators 

and the field of public administration 

in general, regarding the future 

effects of these policies. 

Also known as the Support Our Law Enforcement 

and Safe Neighborhoods Act, Arizona 

Senate Bill 1070 was seen by many to 

be the strongest piece of immigration legislation 

in the modern era. The bill states it seeks 

“attrition through enforcement.” Under such 

a general principle, Arizona lawmakers were 

able to effectively allow for profiling efforts 

of law enforcement officers within the 

bounds of reasonable suspicion for the purpose 

of detentions or arrests. 

Furthermore, the bill operates under the assumptions 

presented by federal laws which 

require aliens over fourteen to obtain registration 

documents if they are to remain 

within the United States for an extended period 

of time. Officers enforcing the guidelines 

of Arizona SB 1070 are asked to 

ensure all persons questioned possess some 

form of that documentation. Overall, this 

became questioned as a result of the overly 

lenient–and obviously ambiguous–nature of 

the wording regarding reasonable suspicion. 

However, the bill, which has been passed 

into law for over a year, now has given rise 

to other states to take action. 

On September 1, 2011, House Bill [HB] 56 is 

set to take effect in Alabama. Similar to SB 

1070, HB 56 grants law enforcement officers 

the right to perform searches when they suspect 

the possibility an individual may be an 

illegal alien. Furthermore, strict penalties 

would be enforced for transporting, harboring, 

or employing illegal aliens. It continues 

by going beyond the scope of SB 1070 to include 

birth certificate verifications for students 

attempting to enroll in public schools 

and also e-verifications by employers with regards 

to an individual’s immigration status. 

Most agree this has surpassed SB 1070 as 

being the toughest law on immigration. HB 

56, along with bills from Georgia, Arizona, 

Utah and Indiana have now cause the 

Obama administration to take action by filing 

law suits in order to attempt to block the 

enforcement of these provisions. There are 

several significant implications for public 

administration practice that come with these 

types of policies. 

Questions must now be asked 

of administrators and the field 

of public administration in 

general, regarding the future 

effects of these policies. 

First, from a holistic perspective the legislature 

legitimizes and encourages high levels 

of discretion in action and decisionmaking 

by street-level bureaucrats. The implications 

of the ability of street-level bureaucrats 

to do politics and make policy through 

their interpretations of the rules has become 

an accepted part of administrative process 

since Michael Lipsky elegantly pointed it 

out in his seminal Street-Level Bureaucracy: 

Dilemmas of the individual in the 

Public Service published in 1980. However, 

at no point in time over the last six decades 

have street-level decision-makers had a 

legal and official endorsement of the ability 

to exercise their power of discretion and interpretation 

specifically within immigration 

matters. Are the administrators educated, 

trained and prepared to implement the policies 

while maintaining a genuine concern 

for democratic prerogatives? 

Secondly, unlike a manifold of other administrative 

dilemmas faced by the states and 

federal government, the effects of immigration 

law are not bound by state or national 

boundaries. On one hand if one is to assume 

an approximately rational behavior on the 

part of the illegal immigrants one could 

argue that they would migrate to other more 

favorable states. Thus in essence the legislation 

would not solve the problem at the national 

level would simply make it some 

other state’s problem. 

On the other hand it is also possible that this 

would lead to a more desperate behavior on 

See OWN HANDS, pg. 6 

Support Newly Arrived Americans 

From LOCAL GOVERNMENT, pg. 4 

largest in the United States It continues to 

have the highest graduation rate among the 

nation’s large school districts. The graduation 

rate for the 2010-2011 school year was 85.7 

percent while the average for the nation was 

71.7 percent. Almost two-thirds of high 

school students participate in Advanced 

Placement classes, and the average combined 

SAT score stood at 1653. Over $230 million 

in scholarships was awarded to its students. 

Crime statistics are another indicator of a 

community’s well-being. From June 2009 

to June 2010, violent crime decreased by 

13.5 percent and overall crime fell by 7.5 

percent. This compares favorably to the national 

trend for metropolitan counties 

which showed a 6 percent decline. From 

June 2007 through June 2010 the population 

increased by nearly 30,000 while overall 

crime decreased by 12 percent. 

In terms of resident workforce characteristics, 

80 percent of the working age population 

has some exposure to higher education, 

and 56 percent possess a BA degree. Of the 

foreign born population, 45 percent possess 

at least a BA degree, while 18 percent of 

foreign born adults did not finish high 

school. Price and Singer found that the 

presence of immigrants in the region aided 

growth and buttressed the economy. Montgomery 

County’s Planning Director Rollin 

Stanley credits immigration as a major factor 

in economic growth: “Those places in 

America that are attractive to new people 

are the places that will prosper. The increase 

in minority population is a solid 

foundation for our county. Most new businesses 

will be started by people in the minority 

community. This will add to the 

retailing, services and cultural diversity of 

the county, which benefits everyone.” 

Montgomery County’s decision to embrace 

and support newly arrived Americans and 

consciously integrate them into the economic 

and political fabric of the community 

appears to be a more constructive policy 

choice to deal with demographic change and 

has enabled the county to maintain, if not 

surpass, its reputation for civic leadership 

and as a desirable place to live and work. 

ASPA member Joseph Adler is director of the 

Office of Human Resources for montgomery 

County, mD. The comments and views expressed 

in this article are solely the author’s 

and do not reflect any official position of 

montgomery County, maryland. Email: 

joseph.adler@montgomerycountymd.gov



States’ Responses to Increased Immigration 

Wiha Powell 

“We define ourselves as a nation of immigrants–a 

nation that welcomes those willing 

to embrace America's precepts,” said President 

Obama during a visit to El Paso, TX, 

as he addressed the nation’s daunting immigration 

issues. 

America, as the president reminded, is a nation 

of immigrants. Most Americans can 

trace their ancestry to immigrants who journeyed 

to the United States in search of a better 

life. In recent years immigration has 

become one of the nation’s hot button topics 

with numerous bills being introduced in the 

United States Congress to address the growing 

concerns. Unfortunately, Congress has 

been dragging its feet on approving immigration 

reform. What we have seen has resulted 

due to the absence of a unified federal response, 

in some states moving forward unilaterally 

to implement laws designed in 

effect to remove illegal immigrants from that 

state and ultimately the country. This leaves 

many with the opinion that the land of 

dreams and opportunities is rejecting the 

very philosophy upon which it was founded. 

According to the National Conference of 

State Legislatures (NCSL), 1,538 bills relating 

to immigrants and refugees were introduced 

in the first quarter of 2011. This 

record surpassed the 1,180 bills that were 

introduced in the first quarter of 2010. 

These bills were drafted both to benefit the 

lives of legal immigrants while clamping 

down on illegal immigration. 

According to the National 

Conference of State 

Legislatures (NCSL), 1,538 

bills relating to immigrants 

and refugees were introduced 

in the first quarter of 2011. 

Over the last year Georgia, Utah, South 

Carolina and Alabama followed the prior 

lead of Arizona in implementing the nation’s 

strictest immigration laws. These 

laws allow police officers to make inquiries 

about an individual’s immigration status 

during routine traffic stops. 

Although the need to clamp down on illegal 

immigration seems clear, the Obama Administration 

recently brought a lawsuit against 

the state of Alabama and plans on bringing 

lawsuits against Georgia, Indiana, South Carolina, 

and Utah because of their tough immigration 

laws. The Administration’s position 

is that these laws interfere with the enforcement 

of federal immigration laws. 

Opponents of enactment of state immigration 

laws, claim they are fundamentally designed 

to disrupt the daily lives of illegal immigrants, 

such as in employment, housing, 

transportation and even school attendance. In 

rebuttal, state officials claim that the new 

laws do not prevent undocumented children 

from going to public schools, but rather the 

school, however, is merely required to keep a 

record of all the children whose parents are 

undocumented workers. Many legislators are 

in agreement that education, even for an illegal 

immigrant is important and should be accessible 

to everyone. 

In fact, states such as Illinois, California, 

Connecticut and Maryland, along with nine 

others, have passed laws and implemented 

programs that make it uncomplicated and 

easy for illegal immigrants to pay for a college 

education. This year, Governors Pat 

Quinn of Illinois and Jerry Brown of California, 

signed into law a private funded scholarship 

program for undocumented college 

students. At the bill signing ceremony Governor 

Brown told reporters, “I'm committed 

to expanding opportunity wherever I can find 

it, and certainly these kinds of bills promote 

a goal of a more inclusive California and a 

more educated California.” 

Perhaps one of the biggest issues with illegal 

immigration is the effect it has on the economy. 

Although it is extremely difficult to calculate 

the net economic impact, there is no 

doubt that illegal immigration costs the government 

millions of dollars each year in terms 

of services provided, e.g., education, emergency 

health support, and incarceration. According 

to Robin Baker’s Testimony to the 

Alternative hearing on Immigration, services 

provided to the then estimated 225,000 to 

275,000 illegal immigrants who lived in Colorado 

in 2007, such as K-12 education, emergency 

health support and incarceration, cost 

the State an estimated $225 million in 2005. 

However, illegal immigrants paid on the average 

of between $159 million to $194 million 

in both state and local taxes, which compensated 

for about 70-86 percent of the $225 million. 

Therefore, 2005 illegal immigrants cost 

the State of Colorado between $31 million 

and $66 million for that particular year. 

See STATES’ RESPONSE, pg. 9 

Have Implications and Costs of State Immigration Policies Been Thought Through 

From OWN HANDS, pg. 5 

the part ot the illegal immigrants, thus worsening 

the problem the legislature was to intended 

to address. Should the states fall into 

domino-type policy diffusion dynamics it 

would probably force the federal government 

to finally comprehensively address the issue. 

The manner in which the states are attending 

to this matter does not bode well with the 

American international political narrative. 

An overview of the present landscape as 

well as both the intended and unintended 

consequences of the proposed Alabama immigration 

legislation reveals that several 

states and nations are seeking legal action 

within the judicial system of the United 

States. The majority of Central and South 

American countries, including Argentina, 

Bolivia, Brazil, Chile, Colombia, Costa 

Rica, Dominican Republic, Ecuador, El Salvador, 

Guatemala, Honduras, Nicaragua, 

Paraguay, Peru, Uruguay, and the North 

American Free Trade Agreement partner; 

Mexico, have filed briefs against Alabama 

immigration legislation. The wish of all 16 

foreign nations, at this time, is for a cohesive 

national law pertaining to immigration 

and not 50 laws. Such legislation as Alabama’s 

compromises the value of community 

not only within the borders of Alabama 

but also the contiguous states near Alabama. 

Moreover, other national groups such as the 

Roman Catholic Church as well as others 

are seeking remedial actions within the 

American legal jurisdictional frameworks. 

The theoretical principles of rational public 

choice, value of community, and even transaction 

costs born out of the policing efforts 

emanating from enforcement of the immigration 

legislation will push the state budget 

further into a fiscal deficit position. Finally, 

collaborative trade governance will be severely 

compromised at a time when economic 

recovery is precariously perched. 

Both transparency and accountability are 

jeopardized when the program evaluation 

for the proposed immigration legislation excludes 

such externalities. All Americans 

will bear the burden as well as the unintended 

consequences born out of such legislation 

at some point in time and place. 

It appears that states are attempting to address 

a serious dilemma with unsophisticated, 

rush and rhetoric driven policies. The 

real question is whether expected benefits 

from such immigration policies will ever 

overweight the long term direct and indirect 

costs? Would these policies achieve anything 

other than a transfer of the burden to other 

states? While there seem to be significant 

short term political gains from such moves 

one is left to wonder if the administrative implications 

and costs of such approaches have 

The New PA Standard 

The State of Public Administration 

Issues, Challenges, and Opportunities 

Donald C. Menzel and Harvey L. White, Eds. 

“More than forty of the most incisive intellects in the field 

highlight the subtleties, conundrums, conflicts and 

imaginative possibilities that lend necessary depth to the 

pursuit of the common good.” 

– Marc Holzer, Rutgers University – Newark 

“The treatment of perennial issues as well as emerging 

challenges is thoughtful and enlightening.” 

– Laurence J. O’Toole, University of Georgia 

528 pp. 

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adequately been thought through. 

ASPA members Adam Williams, Daniel G. 

Bauer and Alexandru V. Roman are doctoral 

students at Florida Atlantic University, 

School of Public Administration. 

Emails: awill191@fau.edu; 

dbauer9@fau.edu and aroman11@fau.edu 

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AD1112L



Helping Immigrants Help Themselves 

Chris Spoons, Mark Gordon 

The United States of America is founded on 

immigrants coming to the New World to 

build a better life from the fruits of their 

own labor. Throughout its history, people 

have continued to immigrate to the United 

States for many of the reasons they did 200 

years ago: to begin a new life free of ethnic 

or religious persecution and to seek new opportunities, 

safety and freedom. However, 

once immigrants arrive, they face many 

challenges; some anticipated, some not. 

What happens next is a point of contention 

among many citizens. Some contend that 

organizations should do more to help new 

arrivals, while others believe institutions 

are already doing too much. We must find 

compromise and be willing to adjust as the 

situation demands. New arrivals should not 

have everything handed to them, nor should 

they be expected to fend for themselves 

with no assistance at all. In order to help 

their transition into what is often a fundamental 

contrast to the community they left 

behind, there should be a mixture of institutions 

assisting the immigrants’ integration 

into their new communities, as well as the 

newcomers creating their own opportunities 

in their adopted country. What organizations 

and institutions should do is to help 

people help themselves. 

Some immediate challenges new immigrants 

face include finding housing and 

transportation, figuring out how to enroll 

children in school, and how to find any 

needed social services or health care. Finding 

employment or even negotiating transportation 

to a new job or a new grocery 

market with strange new foods can be a 

daunting and time consuming task. 

The U.S. Citizenship and Immigration Services 

Office, which is part of the Department 

of Homeland Security, has published Welcome 

to the United States: A Guide for New 

Immigrants in 14 languages (English, Arabic, 

Chinese, French, Haitian Creole, Korean, 

Polish, Portuguese, Russian, Somali, 

Spanish, Tagalog, Urdu and Vietnamese). 

New arrivals should not have 

everything handed to them, 

nor should they be expected 

to fend for themselves with no 

assistance at all. 

The guide is free of charge and offers information 

on seeking employment, health care, 

learning English, and finding housing. It explains 

things others may take for granted, 

like the concept of a landlord and what to expect 

when trying to rent an apartment. The 

guide also outlines the rights one has as a 

permanent or conditional resident and lists 

further information on finding free legal assistance 

on immigration issues. For those 

who are permanent legal residents, the document 

outlines how to keep one’s permanent 

status and how to apply for citizenship. 

Some new arrivals need more immediate personal 

assistance, especially if they have been 

through traumatic experiences. For example, 

non-profit organizations such as the International 

Rescue Committee (IRC) assist 

refugees resettling into their new lives in the 

U.S. In 2010, the IRC helped resettle more 

than 9,600 new refugees in the U.S. and assisted 

24,500 refugees, asylees and victims of 

human trafficking. The IRC provides emergency 

food, shelter, and clothing, as many arrive 

with few or no personal items. The 

organization then assists with job placement, 

employment skills, and immigration services. 

Once a person moves in to a new community, 

there are often many local institutions 

offering additional programs to help the 

person settle in. Chambers of commerce 

often print welcome packets and information 

in multiple languages. Other community-based 

organizations provide new 

residents with details about such topics as 

health care and nutrition, and teach them 

how to navigate the social service and 

health care systems. 

Faith-based organizations are often involved 

in assisting immigrants, recognizing 

that people new to a country will not be immediately 

familiar with the ins and outs of 

their new community. Many places of worship 

hold services in multiple languages, 

helping non-English speakers feel more at 

home. Some also offer a variety of programs 

to assist those in need, from counseling 

services, to soup kitchens, to domestic 

violence prevention programs. Others offer 

job skills training, English as a Second Language 

classes, parenting skills seminars, 

and networking opportunities. Some make 

home visits, offering welcome baskets and 

serving as local advocates to families new 

to the area. 

Although there are many programs and 

services available, those new to the country 

should not expect to have a government 

agency or other organization do everything 

for them when they arrive. People should 

also take steps to help themselves. Taking 

advantage of the programs available locally 

will help the immigrant transition from 

needing assistance to being more self sufficient. 

For those who are not English speakers, 

learning the language will make it 

much easier to be self sufficient. Local libraries, 

community colleges, or other community 

organizations offer English as a 

Second Language courses, and are often 

free or charge only a minimal fee. Learning 

the language can make it easier to become 

involved in the community and create a 

sense of belonging. 

By helping people help themselves, immigrants 

are able to receive the assistance they 

need while also becoming part of the community. 

By becoming involved, they are 

doing more things for themselves, gaining a 

sense of accomplishment and independence 

and helping to make changes that affect the 

entire community. As fiercely independent as 

American citizens are when compared to 

more collectivist cultures, we must also recognize 

that we are also interdependent. 

Lending a helping hand while fostering personal 

independence is essential for a smooth 

transition and active civic life. 

ASPA member Chris Spoons is a Ph.D. candidate 

in public policy and administration 

at Walden University. Email: 

christina.spoons@waldenu.edu 

mark Gordon is associate dean of the 

School of Public Policy and Administration 

at Walden University. 

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CONGRESS VS. THE BUREAUCRACY 

Muzzling Agency Public Relations 

By Mordecai Lee 

$39.95 HARDCOVER · 336 PAGES 

Government bureaucracy is something Americans have long 

loved to hate. Yet despite this general antipathy, some federal 

agencies have been wildly successful in cultivating the people’s 

favor. Take, for instance, the U.S. Forest Service. The agency 

early on gained a foothold in the public’s esteem when President 

Theodore Roosevelt championed its conservation policies and 

Forest Service press releases led to favorable coverage and further 

goodwill. In Congress vs. the Bureaucracy, political scientist Mordecai Lee explores a century 

of congressional efforts to prevent government agencies from gaining support for their 

initiatives by communicating directly with the public. 

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Service to the Public is Indeed a Proud and Noble Profession 

From SEPTEMBER 11, pg. 1 

them repeatedly, we didn’t really comprehend 

what was happening. Later in the day, 

the tragedy began to become more personal–names 

and faces began to replace the 

surreal images that seemed almost impossible 

in their horror. As that happened, grief 

and sorrow for the people whose lives were 

ended in a fury of violence and hatred 

began to well up inside. We cried. 

As these scenes became more personal to us, 

we also began to think about the many who 

reached out to their fellow citizens, 

especially the thousands of public servants 

who walked and ran toward the unimaginable 

to help. A most enduring image for us is the 

story told by several of those struggling down 

the stairs of the World Trade Center to escape 

death. “As we were trying to get down, we 

met police officers and fire fighters going up– 

and we clapped and cheered. Now we know 

that those same brave souls almost surely perished 

in the collapse of the building.” 

As hard as it is to understand planes flying 

into buildings, it’s also hard to understand 

the motives of these courageous men and 

women, who literally walked through fire to 

try to save and protect the lives of others. 

Some of them died. Some were badly hurt. 

Even those who were not physically damaged 

were injured in a way that is fundamentally 

different from the injuries suffered by 

those of us who watched from the safe distance 

of a television newscast. Although 

many of us would like to think that their uniforms 

and training somehow protected them 

from the all the terror, pain and horror that 

we would feel, it did not. It prepared them, 

but it didn’t shield them. 

In the end, they are human just like us. While 

their uniforms and equipment may partially 

obscure their individuality, each of them has 

a name and a story. Each has families, 

friends, dreams, fears. They love and laugh, 

Connecting citizens and government 

New 

Government Is Us 2.0 

Cheryl Simrell King, Ed. 

“A welcome extension of the first edition and includes 

thoughtful examination of government-citizen relations 

from both original and new contributors. This volume 

brings us closer to understanding the nuances of enhancing 

government-citizen relations in public administration and 

informs scholars, administrators and citizens of both the 

challenges and possibilities of citizen-based transformations 

in public administration.” 

– Jack W. Meek, University of La Verne 

2011 •256 pp. • Tables, figures, boxes, bibliographical references, index. 

Print: 978-0-7656-2501-4 Cloth $89.95 / 2502-1 Paper $37.95 

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Military personnel from throughout the Pentagon unite to assist and remove the injured after the 

terrorist strike on the United States Tuesday morning, September 11, 2001. U.S. Army photo by 

Sgt. Carmen L. Burgess 

work and play, talk and walk just like us. 

They are every bit as vulnerable as we are. 

Yet, on September 11, these people showed 

America, once again, that they stand apart. 

What makes them different is their quiet, 

often anonymous heroism. They are public 

servants. They serve their fellow citizens in a 

way that many people would find very difficult 

if not impossible to understand. How 

could they be so courageous? So selfless? 

How can we understand their heroism? The 

answer to these questions goes to the very 

soul of the public service. Yes, it was their 

job. Yes, they were trained. Yes, they were 

well equipped physically and mentally for 

the tasks they had to perform. But that does 

not diminish the nobility, the honor, or the 

sacrifice of their actions. Nor should it detract 

from our gratitude and our respect. 

In a peculiar way, this ghastly act of terrorism 

reminds us of why we are in the public 

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AD1112P 

service. We care about our country, our community 

and our neighbors. Each of us, 

whether we wear a uniform, a suit, a jacket, 

coveralls, or a hard hat, plays a role in improving 

the lives of others. Service to the 

public–helping people in trouble, making the 

world safer and cleaner, helping children 

learn and prosper, literally going where others 

would not go–is our job and our calling. 

The image of police officers and firefighters 

going up those stairs is compelling. But even 

more compelling is the larger and more pervasive 

power of public service. Those in law 

enforcement, in transportation, in health care 

and in dozens of other fields at the federal, 

state and local levels have made untold sacrifices 

over the months and years following 

September 11 in order to respond to these 

events and to make this world a better place 

for our citizens. This ability to be selfless, to 

be open to the needs, values and wants of 

others, is a part of each public servant. And 

it’s a part of who we are that shouldn’t require 

effort, or even tragedy for us to recognize 

or acknowledge. We need not wait for 

such events to awaken our sense of humanity 

and respect. As these events have once again 

shown, service to the public is indeed a 

proud and noble profession. 

ASPA members Janet and Bob Denhardt are 

professors in the School of Public Affairs at 

Arizona State University and the authors of 

The New Public Service. Email: jdenhardt@asu.edu, 

rbd@asu.edu respectively. 

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The Need for a New Immigration Season 

Catherine E. Wilson 

As we approach the beginning of Fall, it is 

clear that the United States needs to enter a 

new season of immigration. On March 27, 

2011, the United States commemorated the 

one-year anniversary of the killing of Arizona 

rancher Robert Krentz. This tragic and 

senseless act was the fuse that ignited a national 

fire in immigration control and enforcement 

initiatives at the state level. 

Indeed, the country witnessed a flurry of 

state legislative activity during 2011. In addition 

to the passage of 151 state bills in 

2011, the National Conference on State 

Legislatures also reported that four states 

passed copy-cat versions of Arizona’s controversial 

immigration enforcement legislation 

(SB 1070)–Georgia, South Carolina, 

Indiana and Alabama. 

During this same time, Utah became the 

first state to enact comprehensive immigration 

reform (CIR) legislation. With an emphasis 

placed on law enforcement and 

identification, Utah’s law also established a 

temporary guest worker program and an advisory 

Commission on Immigration and 

Migration. Like Arizona’s SB 1070, all five 

state legislative measures are being challenged 

in the courts. 

Even though the battle over immigration 

politics continues to be waged–at all levels 

of government and by people of all political 

persuasions–it is incorrect to paint state legislative 

measures and federal administrative 

activity with a broad brush. 

The introduction of Arizona’s AB 1070 bill is 

case in point. This bill, which would have rejected 

birthright citizenship in the state, was 

defeated not on party lines, but by a split 

from within the Republican Party. And, ironically, 

the bill was voted down on St. Patrick’s 

Day. Meanwhile, 13 states have passed versions 

of the Development, Relief, and Education 

for Alien Minors (DREAM) Act, 

granting in-state tuition for undocumented 

students. At the federal level, Immigration 

and Customs Enforcement (ICE) recently decided 

that no state may opt-out of its Secure 

Communities program, a data-sharing initiative 

between ICE and local law enforcement. 

And yet, at the same time, the Department of 

Homeland Security (DHS) later announced 

on August 18, 2011 that it would no longer 

deport undocumented immigrants without 

criminal records. These immigrants will be 

permitted to stay in the country and apply for 

a work permit. Such legislative and federal 

activity hardly means that immigrant activists 

throughout the country have cause for 

celebration. As the prospect of CIR grows 

dimmer, activists now are focusing their efforts 

on passing piecemeal forms of federal 

legislation–such as the DREAM Act–and retooling 

their messaging strategies. 

In addition to the passage of 

151 state bills in 2011…four 

states passed copy-cat 

versions of Arizona’s 

controversial immigration 

enforcement legislation 

(SB 1070)–Georgia, 

South Carolina, Indiana 

and Alabama. 

What is needed to bring about this new season 

of immigration? First, public dialogue is 

a must. A larger share of the population–outside 

of politicians, nonprofit leaders, and immigrant 

activists–must have opportunities to 

engage the issue of immigration directly, by 

participating in events that expose them to 

both sides of the issue –immigration reform 

and control–and allow for deliberation. A 

look at a range of nonprofit initiatives taking 

place in the City of Brotherly Love is instructive 

in this regard. On March 3, 2011, 

the National Constitution Center in Philadelphia 

hosted an event entitled, “Putting the 

14th Amendment to the Test.” Sponsored by 

the Peter Jennings Project for Journalists and 

the Constitution at the Center, the event featured 

a range of activists, scholars, and 

politicians who were asked to role-play a variety 

of real-life situations regarding the effect 

of immigrants and immigration policies 

in the United States. To a standing-room 

crowd, moderator Jeff Greenfield from CBS 

opened the interactive discussion, stating 

“we begin where the Constitution does–at 

the human level.” 

Furthermore, the Welcoming Center for 

New Pennsylvanians–an employment and 

referral center for immigrants in the Greater 

Philadelphia area–regularly hosts roundtables 

on immigrant economic and demographic 

trends at local community centers 

and the WHYY studio. These community 

forums create opportunities for the general 

public realistically to consider the chal- 

See IMMIGRATION SEASON, pg. 12 

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Immigration Will Continue to be an Escalating Issue 

From STATES’ RESPONSE, pg. 6 

However, proponents argue that these illegal 

migrant workers are regarded as an impressionable 

component of the U.S. workforce, 

whose impact on the economy is minute and 

not burdensome. 

It is apparent that the nation has a very apprehensive 

attitude towards the issue of immigration. 

Currently the ICE (U.S. Immigration 

and Custom Enforcement) of the Obama Administration 

is cracking down on businesses 

that hire illegal immigrants. They recently 

launched an I-9 Auditing Program notifying 

businesses that they will be conducting audits 

to verify the companies’ I-9 Forms (Employment 

Eligibility Verification), which employers 

are required to have completed to verify 

the legal status of new employees. Consequently, 

charges have been already brought 

against some high profile companies which 

were forced to discharge hundreds of workers 

and pay thousands of dollars in fines. 

Moreover, the Obama Administration is 

being heavily criticized for the controversial 

Secure Communities Program (federal fingerprinting 

program) which requires local 

police to forward fingerprints of everyone 

they arrest to U.S. Department of Homeland 

Security (DHS). The purpose of the program 

is to target criminals who are illegal immigrants 

and who pose a threat to the safety of 

the community. According to federal statistics, 

2,670 immigrants were deported from 

Georgia between October, 2008, and April, 

2011. Moreover, a third were deported for 

committing no crimes other than being in the 

country illegally. The other 1,271 only committed 

property crimes or misdemeanors. 

Needless to say, civil and immigrant rights 

activists are calling on the Obama Administration 

to eliminate the program that is aimed 

at deporting illegal immigrants. 

On a more positive note, the Obama Administration 

is currently revising visa polices 

to make it easier for job-creators and 

entrepreneurs to receive temporary work 

visas and green cards as a way to help the 

U.S. economy to grow. The plan of the Administration 

is to make H-1B visas more accessible 

to foreign workers with specialized 

skills who want to start a business that provides 

products and services of interest to 

the Unites States. The goal, according to the 

director of the USCIS (United States Citizenship 

and Immigration Services), Alejandro 

Mayorkas, is to process the H-1B visas 

within a few weeks, a process that usually 

takes years for certain categories. 

While it is impossible to predict the status of 

immigration in the near future, assumedly, 

with the increase in immigration each year, 

there is a somewhat positive reaction in terms 

of fueling economic growth and cultural integration. 

However, current immigrants in the 

United States harbor a feeling of unwelcome 

based on state legislatures’ introducing 

stricter, tougher bills in order to ‘protect our 

borders.’ Despite these adversities, migrants 

still have a strong belief that they can live the 

American dream and contribute to the overall 

development of the nation. For this reason, 

increased immigration will continue to be an 

escalating issue of the nation until Congress 

decides to approve effective immigration reform 

that deals fairly with immigrants and 

refugees, and offers a uniform national solution 

for the many migrants who already call 

the Unites States home. 

Wiha Powell is a graduate student at 

Florida International University. 

Email: Wpowe001@fiu.edu


INSIGHTS ONPERFORMANCE MEASUREMENT by JOHN KAMENSKY 

The Ever-Expanding Obama Performance Agenda 

John M. Kamensky 

The Obama Administration started in 2009 

with a fairly direct “lead, learn, and leverage” 

initiative on improving government 

performance by focusing on a set of priority 

goals in each agency. But times have 

changed and so has its government performance 

agenda! The new emphasis is on cutting 

costs without cutting performance. 

The latest iteration of the Administration’s 

performance agenda is reflected in a recently-launched 

website sponsored by the 

Office of Management and Budget (OMB), 

Performance.gov. It showcases eight different 

sets of initiatives underway. The common 

theme among the various initiatives is 

they reflect different strategies to cut costs 

while improving performance. 

Administration Management Initiatives 

Here’s a quick snapshot of the variety of 

initiatives launched in the past year or so 

that are underway: 

Acquisition. The administration has committed 

to improving the way the government 

buys both goods and services by cutting the 

growth in its use of contracting for services 

and relying more on government employees 

to do work seen as governmental in nature. 

It is also attempting to decrease the risk of 

out-of-control contracting costs by encouraging 

the use of fixed-price contracts and increased 

competition. It is also expanding the 

use of common purchases in an effort to 

leverage the buying power of the government, 

instead of each agency making its own 

purchases of common items such as computer 

paper. The overall goal is savings of 

about $40 billion a year. 

Customer service. In April, the president directed 

“each agency to develop a customer 

service plan that identifies implementation 

steps for their customer service activities, 

including a ‘signature initiative’ that leverages 

technology to improve the customer 

experience.” Recent OMB guidance has directed 

agencies to put more services on line, 

cut in half the number of federal websites 

(estimated at 24,000) in order to both reduce 

costs but also increase customer experience, 

and adopt customer service best 

practices from private industry in areas such 

as call center management. 

Financial management. The traditional push 

for increasing the reliability of financial information 

has been overtaken by new pressures 

to reduce improper payments, with a goal of 

savings of $50 billion by the end of 2012. 

This is being paired with a parallel initiative 

to more aggressively collect monies already 

owed the government, largely in unpaid 

taxes. In addition, there is a major initiative to 

rid the government of under-used properties 

after a recent inventory identified 14,000 excess 

buildings that could 

be sold, resulting in $15 

billion in savings over 

the next three years. 

Human resources. The 

effort to cut the size and 

cost of the federal workforce 

is clashing with 

the retirement wave of 

the Baby Boomers. But 

the expectation remains 

to recruit the best employees to government 

service by streamlining the hiring process 

and offering them challenging work. A regular 

survey of employees is resulting in a 

series of ongoing efforts to engage the new 

generation in different ways, such as by 

providing telework options. 

Open government. A signature Obama initiative, 

Open Government efforts by individual 

agencies have been embedded into 

their operations. The most visible seems to 

be efforts to promote transparency of government 

spending via websites such as usaspending.gov 

and recovery.gov. The main 

transparency website, data.gov, now has 

nearly 400,000 data sets that users can 

download and use, such as hospital-level 

“outcomes of care” data. 

Performance improvement. The Administration’s 

early efforts to improve performance 

by using goals to improve performance 

and accountability were overtaken by the 

passage of the GPRA Modernization Act. 

This new law requires agencies to develop 

priority goals by February 2012. OMB is 

working with agencies to do this with no 

new spending. The new law also requires 

agencies to use frequent, data-driven reviews 

to improve their performance and 

many already have begun to do this. Recent 

OMB guidance provides the details and 

timetables for agencies to act upon. 

Sustainability. Another Administration initiative 

is to reduce the impact of the federal 

government on the environment, and in the 

process reduce its costs substantially. A presidential 

executive order directs federal agencies 

to “reduce greenhouse gas pollution, 

eliminate waste, improve energy and water 

performance, and leverage Federal purchasing 

power to support innovation and entrepreneurship 

in clean energy technologies and 

environmentally-responsible products.” In 

aggregate, agencies must cut their greenhouse 

gas (and associated energy costs) by 

28 percent by 2020. Each agency has a plan 

in place with specific targets to reduce greenhouse 

gases, their use of energy, their use of 

petroleum in their car fleets, and their use of 

water, as well as targets to expand their use 

of green buildings. 

Technology. OMB released a 25-point plan in 

December to improve the federal government’s 

use of technology. The plan 

emphasizes the effective management 

of large-scale IT projects via a 

series of data-driven review meetings, 

a public dashboard on progress, 

and stronger powers for agency chief 

information officers to redirect or 

kill projects. The plan also encourages 

agencies to cut the number of 

data centers almost in half and to increase 

the use of “cloud” technology. 

When these initiatives are taken together, 

some estimate there could be savings 

of up to $20 billion. 

More Initiatives Underway and to Come 

Interestingly, though, even the one-stop Performance.gov 

website doesn’t capture the 

full range of initiatives underway. Not mentioned 

on the site are several other important 

performance-related initiatives, such as 

the January presidential directive to review 

and streamline agency regulations and the 

February presidential memo directing agencies 

to work with states and localities “to 

identify the best opportunities to realize efficiency, 

promote program integrity, and improve 

program outcomes.” In these cases, 

ASPA Members 

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agency plans are due shortly to OMB. 

Other performance-related initiatives are also 

in the works. For example, the initiative to 

reorganize the government, starting with the 

export and trade functions promised in the 

president’s State of the Union address, has 

not yet been announced. OMB budget guidance 

to agencies in August directs them to 

address the Government Accountability Office’s 

recent report identifying duplicative 

and overlapping programs. The guidance 

also directs them to submit two budget 

scenerios–one with a 5 percent cut and another 

with a 10 percent cut. 

Finally, an Administration-led task force is 

sketching out details to expand the seemingly 

successful spending and reporting requirements 

in the Recovery Act to all 

federal spending. But in this season, nothing 

really seems to be final… I’m sure there’s 

more to come! 

ASPA member John m. Kamensky is a senior 

fellow with the IBm Center for The 

Business of Government. He is also a fellow 

of the National Academy of Public Administration. 

Email: john.kamensky@us.ibm.com 

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INSIGHTS ONSTRATEGIC MANAGEMENT by CHRISTINE GIBBS SPRINGER 

Management of the New Demographics in the Workplace 

Christine Gibbs Springer 

The workplace of the future is being shaped 

today by a collection of social media technologies 

and by five generations at work. 

Employees are increasingly demanding that 

employers overhaul their approach to recruitment 

and engagement of workers so as 

to get and keep the most talented. To do so, 

public administrators need to better understand 

the forces shaping the future workplace 

and how to engage talented workers 

and the community so as to create a new organizational 

culture. Public administrators 

also need to become new and true leaders. 

The five generations currently at work according 

to a U.S. Department of Census 

2007 report include 46 million Traditionalists 

born before 1946, 78 million Baby 

Boomers born between 1946 and 1964, 50 

million Generation Xers born between 1965 

and 1976, 88 million Millennials born between 

1977 and 1997, and 41 million Generation 

2020s born after 1997. 

While a record number of Millennials are entering 

the workplace, many older workers are 

also returning to it. Older workers may either 

stay in their current jobs longer or enter second 

careers. Increasingly, the federal government 

is one sector that appears to be hiring 

older, more experienced workers. Each generation 

brings a different lens to the workplace 

and different expectations regarding 

work, learning and communication. 

My research indicates that five key forces are 

shaping the future workplace. First, Traditionalists 

and Baby Boomers are as likely as 

Millennials to be Web contributors usually 

by being active contributors to existing content 

while Millennials focus on creating new 

content. Second, Boomers and Generation 

Xers look for a work life/home life balance 

while Millennials see work as “part of life.” 

Third, Millennials and Generation Xers place 

high importance on working for an organization 

that develops them professionally. 

Fourth, Millennials are likely to choose to 

work for an organization based upon their 

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ability to access the latest 

technologies at work such as 

Facebook, LinkedIn and 

YouTube. Fifth, Traditionalists 

and Boomers place high importance 

on management’s understanding 

and valuing 

having all four generations in 

the workplace. 

Five key principles are increasingly 

critical to engaging 

future employees around 

the world, across industries and generations. 

• Collaboration–as organizations become 

more complex, more global and more virtual, 

there is a need to insure that both internal 

and external collaboration 

continually occurs. In the future, external 

collaboration will grow exponentially as a 

requirement, including working with suppliers, 

stakeholders, customers, consumers, 

other government entities, and 

nongovernmental organizations. 

• Authenticity–all generations have been affected 

by recent incidences of organizational 

excess and the use of political 

power for personal gain. In the future, organizations 

will need to harmonize messaging 

across all aspects of their operation 

so as to reflect core values in a transparent 

way through things like open financial 

books, blogging from public managers to 

line employees and collective wikis and 

full disclosure with regard to pay. 

• Personalization–no longer is it possible to 

process all employees in the same way 

with nearly identical employment offers, 

career paths and benefit options. Customizing 

the employee relationship so that 

it meets the needs of every generation at 

each life stage while providing them with 

the ability to attain their personal career 

goals is increasingly required. 

• Innovation–organizations will need to increasingly 

take traditional practices and turn 

them into innovative practices aligned with 

organizational strategy so as to provide a renewable 

and energizing source 

of ideas for the future and also 

to provide talented employees 

with personal learning and advancing 

skill sets. 

• Social Connection–organizations 

will need to offer fun, 

engaging environments, 

whether virtual or physical, 

that satisfy the basic human 

need to be a member of a true 

and functional community. Increasingly, 

this will probably include the use of social 

media tools and techniques allowing employees 

to connect with communities that 

best enable their workplace performance 

and support their life interests but will be 

done in a way that respects confidentiality 

and statutory requirements. 

Creating this environment will require public 

administrators to be new and true leaders 

so that all of these key principles are supported 

and reinforced. Increasingly, information 

about us and those that we report to 

will be freely shared through Twitter, text 

messages, IMs and hundreds of sites where 

employees are able to publicly rate their 

bosses and the organization based upon 

consistency and authenticity as to what is 

said and done. As new/true leaders, we will 

be accountable to the governed, understand 

that everyone has a right to dissent and that 

leadership is distributed with hierarchies 

being eliminated. The democratization of 

information frees people from a hierarchial 

control of information and at the same time, 

challenges public administrators to respect 

confidentiality and honor organizational 

processes and procedures. 

To build an organizational culture that enables 

performance at the highest levels in the 

future, public administrators will need to: 

• Adopt a global mindset that promotes career 

global assignments and ensures an understanding 

and respect for diversity within 

the community and the organization. 

• Build a reputation for the organization as 

being socially responsible and mission-focused 

so that employees are encouraged to 

seek out ideas from others and to be innovative 

across functions. 

• Become more connected through more advanced 

communications using a range of 

social media, blogs, wikis, communities of 

practice and online organizational social 

networks that connect employees, enable 

mass collaboration and improve the organization’s 

capabilities to innovate in the 

global marketplace. 

• Emphasize learning agility so that we and 

our employees acquire new knowledge 

and skills across functions so as to adapt 

to the changing environment. 

• Find ways to personalize the employee experience 

by offering a wide range of 

choices so that employees can self-select 

benefits and services to match their unique 

needs such as allowing employees to select 

their own desktop equipment and 

tools within a range of parameters. 

The workplace of the future 

is being shaped today by a 

collection of social media 

technologies and by five 

generations at work. 

• Promote greater openness and transparency 

so that there is a clear bias toward 

full disclosure of the thought process leading 

to decisions that matter to the organization 

and to the community. 

• Build citizen leadership by developing a 

more pervasive approach to reinforcing 

the principles of openness and democracy 

through greater access to information and 

social collaboration in order to deliver outcomes 

more successfully. 

• Create a more inclusive organizational 

culture by building an environment that is 

sensitive to culture, ethnicity, race, age 

and other differences and that provide equitable 

access to opportunities, products 

and services for employees, suppliers and 

the community served. 

This kind of culture can be encouraged 

through initiatives like reverse-mentoring 

wherein two employees from very different 

cultures and backgrounds create a working 

relationship with one another and also by 

the organization sponsoring events that promote 

diversity and inclusion. 

In the final analysis, the world of work is 

changing faster than ever and public administrators 

need to be prepared to take advantage 

of the shifting workforce demographics, 

the rapid expansion of the digital workplace, 

the increased use of mobile technology and a 

growing culture of connectivity wherein significant 

value is increasingly realized by organizations 

from social media deployments. 

ASPA member Christine Gibbs Springer is 

principal with Red Tape Limited in Las 

Vegas, NV, and a former ASPA president. 

Email: cggs@aol.com

PAGE 12 PA TIMES • AUGUST/SEPTEMER 2011 ASPA 

Nation Tired of Same Old Rhetoric 

and Talking Points on Immigration 

From IMMIGRATION SEASON, pg. 9 

lenges municipalities face regarding their 

immigrant populations as well as provide 

examples of immigrant contributions at the 

local level. And finally, Pennsylvania Immigration 

and Citizenship Coalition (PICC) 

features Lobby Days in Harrisburg, where 

local residents can attend sessions of the 

Pennsylvania State Legislature and talk to 

their state representatives on issues affecting 

the immigrant community. 

Second, the new season must showcase immigrant 

integration efforts on the part of 

local public officials. Public managers are 

well aware that integrating diverse populations 

is the greatest challenge for public administration 

in years to come. According to 

the U.S. Census Bureau, 12 percent of the 

total U.S. population was foreign-born and 

an additional 11 percent were second-generation 

immigrants. 

For public administrators, integration is an 

all-encompassing term, typically including 

language access policies, English language 

instruction, economic mobility, social and 

cultural interaction, and civic participation. 

At the municipal level, Mayor Michael 

Nutter of Philadelphia has responded directly 

to the challenge of immigrant integration. 

In 2008 and 2009, he issued two 

executive orders which established a citywide 

Language Access Policy and permitted 

all residents access to city services 

regardless of citizenship status, respectively. 

The underlying rationale of these orders 

was both to highlight Philadelphia’s 

cosmopolitan identity and to make 

Philadelphia a welcoming city for all. 

Finally, this new season also demands an 

appeal to the historical record. After following 

both sides of the immigration debate 

in the city of Philadelphia from 

2009-2010 as a researcher, I have come to 

appreciate starting the discussion on immigration 

“where the Constitution does”–at 

the Constitutional Convention. Deliberations 

regarding citizenship requirements for 

high political office at the Convention were 

lively but by no means monolithic. 

Delegates like Gouverneur Morris, Elbridge 

Gerry, and Pierce Butler were united 

in their concern about the kinds of attachments 

held by the foreign-born. Alexander 

Hamilton, New York delegate and immigrant 

from the British West Indies, saw the 

situation otherwise. He believed that entrepreneurial 

Europeans would be drawn to 

the United States by the very promise of 

occupying the same “level with the first 

Citizens.” Indeed, the Convention debates 

offer a snapshot into an even larger debate 

that was brewing over granting political 

rights to the foreign-born. 

How can we carefully wade back into that 

larger debate? For one, self-proclaimed 

progressives must learn to appreciate more 

the principles of the American Founding 

and self-proclaimed conservatives must be 

willing to delve more deeply into them. We 

must unite our attention to present-day situations 

with a better grasp of how immigrants 

have featured in the American 

political experiment–starting with Alexander 

Hamilton and James Wilson, Pennsylvania 

delegate and Scottish immigrant. 

And yet, while history can be instructive in 

this regard, we are reminded this autumn 

that in forging a new season of immigration, 

we must not “fall back.” The nation 

has tired of predictable talking points and 

familiar immigration rhetoric–on both sides 

of the issue. Now is the time for greater dialogue 

and fact-finding–from the historical 

perspective to present-day immigration realities. 

This new season requires an educated 

citizenry as much as it demands 

innovative practices on the part of the public, 

private, and nonprofit sectors. 

Catherine E. Wilson is assistant professor, 

Political Science and nonprofit coordinator, 

mPA Program at Villanova University. 

Email: catherine.e.wilson@villanova.edu 

Have you visited ASPA’s website lately? 

www.aspanet.org 

The ASPA Classics Series 

Editor-in-Chief Marc Holzer, Rutgers University, Campus at Newark 

Conceived and sponsored by the American 

Society for Public Administration, the ASPA 

Classics series publishes volumes on topics 

that have been, and continue to be, central to 

the contemporary development of the field. 

The ASPA Classics are intended for 

classroom use, library collections, and 

general reference. Drawing from 

Public Administration Review and other 

ASPA-related journals, each volume in the 

series is edited by a scholar charged with 

presenting a thorough and balanced 

perspective on an enduring issue. 

Administrative Leadership 

in the Public Sector 

Montgomery Van Wart and Lisa Dicke, Eds. 

520 pages 978-0-7656-1348-6 Cloth $99.95 / 1349-3 Paper $40.95 

The Age of Direct Citizen Participation 

Nancy C. Roberts, Ed. 


Local Government Management 

Current Issues and Best Practices 

Douglas J. Watson and Wendy L. Hassett, Eds. 


Performance Measurement 

Building Theory, Improving Practice 

Patria de Lancer Julnes and Marc Holzer, Eds. 


Public Administration and Law 

Julia Beckett and Heidi O. Koenig, Eds. 


Public Budgeting 

Policy, Process, and Politics 

Irene Rubin, Ed. 


Public Personnel Administration 

and Labor Relations 

Norma M. Riccucci, Ed. 


To view complete contents for these titles, visit www.mesharpe.com 

and search by title or author. 

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AD1012K


Everglades Restoration Pushes Boundaries of Traditional Roles 

From CONVERSATION, pg. 1 

point of restoration and policy initiatives. 

The efforts culminated with the Comprehensive 

Everglades Restoration Plan 

(CERP) approved by Congress in 2000. At 

that point, the deterioration of water quality 

and the consequences of the development of 

the area simply could not be ignored. The 

CERP became one of the most expensive 

and ambitious environmental restoration 

frameworks in the world. 

The plan provides the blueprint for restoration, 

protection, and preservation of water 

resources of central and southern Florida. 

Overall 16 counties, an 18,000-square-mile 

area with 1,000 miles of canals and 720 

miles of levees fall under the jurisdiction of 

the policy. It is expected that the project 

will take more than 30 years to complete at 

an estimated cost of $10.5 billion (adjusted 

to 2010 price levels). A strenuous political 

environment has made progress difficult. 

For the framework to be successful within 

such a context, strong leadership will not 

suffice–a true sense of mission and dedication 

to the Everglades are also needed. 

On November 30th, 2011 the Obama administration 

appointed Shannon Estenoz, a long 

time Everglades advocate, as the director of 

Everglades Restoration Initiatives for the Department 

of the Interior. In the nomination 

announcement Interior Secretary Ken Salazar 

stated: “Shannon brings to this position more 

than a decade of experience, leadership and 

passion for Everglades restoration. She is the 

right person to keep the federal and state partnership 

moving ahead.'' 

On the Status of the Restoration Efforts 

It is not where we were hoping it would be 

eleven years ago. A period of about six and a 

half of those eleven years was under very 

difficult political circumstances. We had a 

litigation environment that had gotten very 

tense and progress was difficult. In 2007 the 

political situation became “less tense.” It was 

before the economic catastrophe so for a 

short window of time we had some good 

politics and the litigation environment started 

to calm down and we still had money to 

spend. So between 2007 and 2009 we made 

a lot of progress. It was a spurt forward. We 

had more project ground breakings in those 

two years than we had in the previous six 

and a half. Then the economy collapsed, litigation 

heated back up and during the 2010 

election season the Everglades became a 

very political issue again. 

On the Magnitude of the Issue 

The [Everglades] ecosystem is literally surrounded 

by gigantic metropolises on the 

East and on the West coasts. The Everglades 

is cut off from Lake Okeechobee by 

a vast agricultural area. Intense human activity 

completely surrounds the Everglades 

ecosystem. For years the Everglades was 

used as the dumping ground for these activities; 

whether it was urban storm water or 

agricultural runoff filled with fertilizers. 

One of the things about the Everglades that 

is unique, is that it is very nutrient poor. It 

doesn’t have a lot naturally occurring nutrients 

in the soil. If you want to grow something, 

like a tomato or sugar cane, you have 

to add fertilizer because nutrients are not 

present in the soil naturally. Then whatever 

it is not taken up by the crop is flushed right 

back into the Everglades. 

So, when you flush those nutrients into the 

Everglades it is not just a pollution problem, 

but it literally changes the food chain 

of the Everglades from the bottom up. Different 

plants grow up, different plants die, 

and now different plants decompose and 

create a different soil. Thus it is not the 

same Everglades that it was 30 years ago. It 

is a really hard problem to solve, because 

you have to change the impacts of 50 years 

of human development. 

On Policy Agenda Setting: from Florida’s 

Everglades to America’s Everglades 

When I look back now I think–what a miracle 

that all the stars lined up in 2000! It was 

a highlight of my professional life. I realize 

now what an amazing thing it was. Part of 

our strategy when we went to Congress in 

2000, was to change how people referred to 

the Everglades; before 1999 people referred 

to the Everglades as “Florida’s Everglades”. 

If you look at the old literature they call it 

the Florida Everglades. Today folks don’t 

call it the Florida Everglades. Everyone 

calls it America’s Everglades. That was the 

direct result of a very deliberate public relations, 

outreach and lobbying campaign that 

were launched back in the 1990s under the 

idea of developing national and inter-generational 

ownership. We wanted America to 

own the Everglades. 

The Great Lakes and Chesapeake [restoration 

efforts] do not yet have the same national 

identity that the Everglades or the 

Grand Canyon have. Oddly, a telling moment 

occurred for us on, of all places, an 

episode of the television drama “The West 

Wing”. There’s a scene where a staffer asks 

Rob Lowe’s character “…What is the single 

biggest thing a President can do for the environment?” 

Without hesitating, Lowe’s 

character responds, “Save the Everglades,” 

as if it was the most obvious answer in the 

world. When we saw that episode [2003], 

we realized that–we did it! Everglades 

restoration had made it into pop culture. 

The Everglades belonged to America. 

On The Biggest Challenge 

Our biggest challenge is the tremendous 

amount of inter-governmental administration 

that it is required. If you took a map of 

the Everglades governmental jurisdictions 

you would see a complicated mosaic: federal, 

state, regional and local jurisdictions. 

For example, the feds and state each control 

50 percent of the Everglades. The feds manage 

endangered species, the state manages 

game species. Deer are managed by the 

state but snail-kites and crocodiles are protected 

by the feds. This leads to a tremendous 

amount of inter-governmental 

jurisdiction challenges. 

We are working through those issues on a 

daily basis. Federal water managers prioritize 

flood protection, while the state has to also be 

concerned with water supply. So as South 

Florida moves from drought to flood, even in 

the course of a single year, we can see subtle 

shifts in whose management priorities take 

precedence. It becomes really complicated. 

Everglades’s restoration is unfolding in this 

complex intergovernmental environment and 

understandably runs into large and small obstacles. 

In 1996, the Congress created an intergovernmental 

Task Force to help overcome 

some of the larger obstacles. Really though, 

intergovernmental administration is a process 

that unfolds on a daily basis. 

Director of Everglades Restoration Initiatives 

for the U.S. Department of the Interior Shannon 

Estenoz 

On the America’s Everglades: An Intergenerational 

Effort/Gift 

It is going to take two generations to restore 

the Everglades. In some ways it is the passing 

of a baton in a relay race. Generations 

before us messed up the Everglades. It’s took 

our generation a while, but we figured out 

that something had to be done to fix things. 

We are going to take the baton and move it 

forward as far as we can and then we will 

have to pass it off to the next generation of 

people to finish. The restoration will not be 

completely finished in my career. 

It takes a lot of patience and a generally optimistic 

person to be able to be involved 

with the restoration process. I’m a big football 

fan, so I think of myself and my teammates 

as running backs who have been 

handed the ball. For me it is not about the 

Hail Mary pass–where one big play wins 

the game. It is a steady march down the 

field, where you fight hard for the next first 

down. We have to just keep the ball and 

keep moving it forward in a game that takes 

place over 30 years. 

One thing the Everglades could use more of 

is a core group of people who are fluent in 

the languages of both science and policy. 

There is a need to educate a new generation 

of scientists who can translate between the 

worlds of policy and science. Policy makers 

do not know how to ask scientific questions. 

They use a totally different set of criteria 

and performance measures. Scientists 

who understand this can help policy makers 

ask better questions. Everglades restoration 

is definitely pushing the boundaries of traditional 

organizational, institutional, jurisdictional 

and intergovernmental roles. 

ASPA member Alexandru V. Roman is a 

doctoral student in the School of Public 

Administration at Florida Atlantic 

University. Email: aroman11@fau.edu


Blindsided: What Should You Do? Part II 

An 

Ethics 

Moment 

Donald C. Menzel 

In the July 25 

PA TImES Online 

Ethics Moment (patimes.ezunz.com), 

a 

county administrator believed 

he was blindsided 

by his top managers 

who failed to curb unethical 

and possibly 

illegal acts by their 

subordinates, 

mainly in the procurement 

department where kickbacks 

from contractors took place. However, 

when the ethical culture of the organization 

was scrutinized further, it was determined 

that unethical behaviors and practices were 

more widespread. Faced with an ever 

widening probe by the local media, one 

commissioner urged the administrator… 

to fix it. “Ultimately he’s accountable for 

his employees’ action and we as a board 

are accountable for his actions and the 

public’s trust. I would now suggest that all 

are in jeopardy.” 

The administrator took the commissioner’s 

advice seriously and acted quickly by 

drafting a memo to his top managers that 

said, among other things: 

“These last two weeks have been the most 

uncomfortable ones of my 36 year career 

in public service. I am appalled by what I 

learned as a result of the now named John 

Doe incident, and that in fact I keep learning 

as new stuff seems to be revealed to 

me every day. 

And in case you have missed the point, this 

isn’t about one operation or one or two 

people. Don’t dare wipe your brow and try 

to gain comfort by hiding behind a “thank 

God it wasn’t me or mine attitude.” If you 

haven’t noticed this breach of trust has 

stained us all. We are each other’s keepers, 

each others supporters and each other’s potential 

demise. I have tried to foster the 

creation of a light hearted and yet outcome 

focused and empowered environment of 

trust through which I have allocated significant 

responsibility to you all for the corporate 

welfare, and in so doing freeing you 

up from the sometimes cumbersome and 

suffocating bureaucracy that does exist in 

other organizations solely to manage risk. 

This incident and everything I continue to 

discover has made me question my entire 

24 year investment of energy toward development 

of a progressive public sector 

management philosophy. 

I am fundamentally beside myself as to 

what to do and I find myself now having to 

fight off feelings of mistrust in everything 

that we do. That means, when viewed 

through the worst of filters, I do not trust 

that you and yours are looking out for the 

betterment of the entire organization. 

If you cannot live up to the expectations 

that I have entrusted to each of you, that I 

have invested in you, I want your resignation 

and that of your entire management 

team on my desk by 5 o’clock today.” 

Questions: 

• Would you have written a memo like 

this? Why or why not? 

• Should you take managerial responsibility 

for the ethical breeches and resign? 

Answers: 

• Probably not but understandable given 

the lengthy tenure and emotional commitment 

of the administrator to the welfare 

of the county. 

• The answer to question #2 is “yes.” 

Source: Scenario based on an actual set of 

events. See stories published in the Sarasota 

Herald-Tribune. The administrator resigned 

one month after the scandal broke. 

In his letter of resignation, he said: “I take 

responsibility as the leader of the organization 

when such things happen.” A termination 

agreement was reached, which one 

newspaper reporter declared, enabled the 

administrator to walk “with hugs and 

smiles” and with a severance pay out of 

the lump sum equivalent to his annual 

salary and benefits for one year (estimated 

at $265,833). 

ASPA member Donald C. menzel is president 

of Ethics management International 

and a former ASPA president. Email: donmenzel@verizon.net 

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Addressing sustainability requires 

broad responses at all levels. Regulating 

emissions, greening consumer products and 

developing a local plan for adapting to 

drought conditions requires businesses and 

governments to work hand-in-hand to create 

an economy that is sustainable for future 

generations. 

www.accenture.com 

GAO Reports: 

• Environmental Litigation: Cases against 

EPA and Associated Costs over Time. 

• Private Health Insurance: Early Experiences 

Implementing New Medical Loss 

Ratio Requirements. 

• Pre-Existing Condition Insurance Plans: 

Program Features, Early Enrollment and 

Spending Trends, and Federal Oversight 

Activities. 

• Hazardous Waste: Early Goals Have 

Been Met in EPA's Corrective Action Program, 

but Resource and Technical Challenges 

Will Constrain Future Progress. 

• Information Security: Federal Deposit Insurance 

Corporation Has Made Progress, 

but Further Actions Are Needed to Protect 

Financial Data. 

• Private Health Insurance: State Oversight 

of Premium Rates. 

• Social Media: Federal Agencies Need 

Policies and Procedures for Managing and 

Protecting Information They Access and 

Disseminate. 

Other Reports/Online Resources: 

• Nelson A. Rockefeller Institute of Government, 

www.rockinst.org 

• Bob Behn's Public Management Report 

www.ksg.harvard.edu/TheBehnReport 

• Public Entity Risk Institute 

www.riskinstitute.org 

• State and Local IT Report 

www.1105govinfo.com 

• Center for State and Local Government 

Excellence 

www.slge.org 

• International Public Management 

Association for Human Resources 

www.ipma-hr.org 

• International City/County Management 

Association 

www.icma.org 

• Institute for Local Government 

www.ilsg.org/ 

• The Kaiser Family Foundation 

www.kff.org 

• The PEW Charitable Trusts 

www.pewtrusts.org 

• Markle Foundation 

www.markle.org/ 

• Governing Magazine 

www.governing.com 

• Government Executive 

www.govexec.com 

Send a report for this column to Christine 

mcCrehin at cjewett@aspanet.org. 

WTSWhereThingsStand 

Indiana Received Award for 

Innovative Budget and 

Education Reform 

State Government and Governor 

Recognized for innovation 

Alexandria, VA–State Budget Solutions, the 

nation’s top state budget education and 

watchdog group, presented the “Reality 

Check” award to the state of Indiana for its 

innovative use of a “reality-based budgeting” 

process. SBS has given Indiana's Governor 

Mitch Daniels the “Real Leader 

Award.” Bob Williams, president of State 

Budget Solutions, and Ann Kaiser, General 

Counsel and Policy Director from the Indiana 

Office of Management and Budget, 

spoke to media in Indiana today. 

According to Ann Kaiser, Governor Daniels 

had four budget parameters: No tax increase, 

structural balance by the fiscal year 

2013, a sufficiant level of reserves to protect 

taxpayers, and most importantly, no 

gimmicks. The budget will not rely on any 

stimulus money and the pensions are fully 

funded. After the budget, the school reform 

was top on Governor Daniels' priorities. 

During the call, Ann Kaiser informed the 

callers about the many changes to the education 

system, including promotions for 

teachers based on the quality of their teaching 

instead of the number of years teaching 

and school choice. 

Indiana used reality-based budgeting to 

make the state more fiscally responsible and 

financially sound. Governor Daniels passed 

a balanced budget with a government 

spending cap and without a general tax increase. 

In addition, Indiana reformed collective 

bargaining and created health 

savings accounts for state employees. The 

awards were presented today on a conference 

call with media and policy leaders. 

Ohio, Pennsylvania and Florida 

Lead List of “Toxic 20” States 

with Most Toxic Air Pollution 

from Power Plants 

Washington, DC–Residents of Ohio, Pennsylvania 

and Florida live in states with the 

most toxic air pollution from coal- and oilfired 

power plants, according to an analysis 

by the Natural Resources Defense Council. 

The study used publicly-available data in 

the Environmental Protection Agency’s 

Toxics Release Inventory (TRI). The analysis, 

entitled “Toxic Power: How Power 

Plants Contaminate Our Air and States” was 

jointly released today by NRDC and Physicians 

for Social Responsibility (PSR). 

Among the key findings: 

• Nearly half of all the toxic air pollution reported 

from industrial sources in the 

United States comes from coal- and oilfired 

power plants. 

• Power plants are the single largest industrial 

source of toxic air pollution in 28 

states and the District of Columbia. 

Despite the health benefits of reducing toxic 

pollution from power plants, some polluters 

and members of Congress are seeking to 

block EPA’s efforts to update public health 

THE PA LABOR MARKET 

TODAY AND 

TOMORROW 

Education Supplement 

October 2010 PA TIMES 

Article Deadline: September 21 

Advertising Deadline: September 23 

More information 

cjewett@aspanet.org 

protections. Last week, two House Committees 

voted for amendments by Ed Whitfield 

(R-KY)/Mike Ross (D-AR) and Cynthia 

Lummis (R-WY) to block for at least a year 

the EPA’s Mercury and Air Toxics standard. 

These amendments could move to the 

House floor as early as this week. 

The EPA estimates that the reductions of 

toxic pollution required by the pending “Mercury 

and Air Toxics” standard would save as 

many as 17,000 lives every year by 2015 and 

prevent up to 120,000 cases of childhood 

asthma symptoms. The safeguards also 

would avoid more than 12,000 emergency 

room and hospital visits and prevent 850,000 

lost work days every year. These standards 

are expected to be finalized in November. 

The 28 states in which power plants are the 

leading source of toxic air pollution reported 

to the TRI are: Alaska, Arizona, Colorado, 

Delaware, District of Columbia, 

Florida, Georgia, Hawaii, Illinois, Indiana, 

Kentucky, Maryland, Massachusetts, Michigan, 

Missouri, Nebraska, Nevada, New 

Hampshire, New Jersey, New Mexico, New 

York, North Carolina, Ohio, Pennsylvania, 

South Carolina, Tennessee, Virginia, West 

Virginia and Wyoming. 

For full methodology, see the analysis “Toxic 

Power: How Power Plants Contaminate Our 

Air and States,” which can be found at: 

http://docs.nrdc.org/air/air_11072001.asp. 

Local and State Governments 

Recognized for Web 2.0 

Technologies and 

Social Media Tools 

The winners represent diverse communities 

and applications, including excellent uses, 

cross-coordination and functionality for Facebook, 

Twitter, eTown Halls, Mashups and 

Mapping, Citizen Service Request Portals, 

Mobile Applications, Live Web Chats, Multimedia 

Sharing, News and Media Portals and 

Subscriptions and Alerts, targeted to residents, 

visitors, businesses and employees. 

2011 Web 2.0 State and 

Local Government Award winners 

States: Utah, California, Indiana, Texas and 

NewYork 

Counties: Miami-Dade, FL; Fairfax, VA; 

Pinellas, FL; Montgomery, MD 

Cities: New York, NY; Corpus Christi, TX; 

Menifee, CA; Richland, WA; Arvada, CO; 

Santa Monica, CA; Chesapeake, VA 

City/County: Denver, CO 

For more information visit 

www.pti.org/index.php/ptiee1/more/723/.


Seeks articles on current events, exemplary programs or personnel, 

and all topics of enduring interest to public managers. 

Sign-up under Mailing Lists for weekly email updates on postings! 

Contact cjewett@aspanet.org for submssion guidelines.


INSIDE: 

ASPA TIMES 

President’s Column 18 

New Members 20, 24 

Career Center 26-27 

Recruiter 31 Advancing excellence in public service. . . 

Why ASPA Supports Establishment of a National 

Public Service Museum & Student Center 

Richard Baum 

In 2011, the ASPA Board endorsed the goal 

of establishing a National Public Service Museum 

& Student Center to serve as a place for 

American youth to learn about the current 

challenges and past accomplishments of public 

servants. The Museum, to be based in the 

Washington, DC, metropolitan area, would 

present information about government policies 

and programs in a dynamic, interactive 

manner, taking a page from newer museums, 

such as the journalism focused Washingtonbased 

Newseum. It would serve as a place for 

youth, through class or family visits, to gain a 

better understanding of what government actually 

does and how and it does it. The Museum 

would also serve as a clearinghouse for 

information on public administration-related 

academic programs, Washington-based internships 

and federal, state and local public 

service employment opportunities. 

The ASPA Museum Project Team decided 

to focus the Museum on serving youth because 

of the concern that today’s students– 

and tomorrows voters, tax payers and 

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The link between performance measurement and citizen participation 

Strategic planning and performance based budgeting 

Managerial behavior and decision making 

Performance reporting 

E-governance and accountability 

Professional certification offered through the National Center for 

Public Performance at the School of Public Affairs and Administration, 

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Gain the knowledge and skills to improve 

your organization’s performance! Enroll Today! 

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potential public servants–are not learning 

enough about their government. 

According to the National Assessment of 

Educational Progress 2010 Civics report 

card, only 7 percent of 8th graders can accurately 

identify the three branches of our 

federal government. Social Studies teachers 

in our schools are doing their best to address 

such knowledge gaps, but they cannot 

do it alone. With all the academic demands 

on students today, plus time commitments 

for after school work and extra-curricular 

activities, there is little time left to teach 

about civics or government. Media coverage 

of government, which focuses on political 

conflict, debt and scandal, often does 

not impart much substantive information 

and, regardless, is not tailored to youth. 

The new Museum will help to fill in these 

knowledge gaps. Youth need to learn about 

Washington, DC–ASPA continues to offer 

top professional development opportunities 

in the form of webinars and is pleased to 

announce its 2011 schedule. These webinars 

focus on topics in public administration 

and public service based on member 

feedback. Each live, interactive, 60-minute 

session provides you with a convenient and 

economical way to get up to speed on professional 

development topics important to 

your career. These webinars are excellent 

educational tools for you and your staff. 

You can participate from the comfort of 

your office, conference room or home all 

for a single, low registration fee. 

government’s contribution to many of our 

Nation’s greatest accomplishments–including 

eradication of deadly diseases, rebuilding 

Europe after World War II, constructing the 

national highway system, and developing the 

Internet. These achievements, and many others, 

could not have occurred without the dedicated 

work of thousands of public servants. 

The Museum will not only provide a userfriendly 

exposition of these and other past 

accomplishments, but it will also delve into 

the substantive public policy areas which 

government experts are grappling with today. 

The Museum will also provide opportunities 

and forums for youth to participate in 

the national debate about government. The 

Museum will invite youth to provide their 

own ideas about what government agencies 

See PUBLIC SERVICE MUSEUM, pg. 21 

ASPA to Host Professional 

Development Webinars 

Registration is Now Open for ASPA’s New Webinars 

ASPA would like to thank the official sponsor 

of our 2011 Webinar Series–Walden 

University. Their support allows ASPA to 

keep the cost of our webinars low. 

Collaborative Public Management: 

10 Greatest Hits 

Date: September 14, 2011 

Time: 1:00 P.M.–2:00 P.M. ET 

Description: Collaborations–the process of 

facilitating and operating in multi-organizational 

arrangements to solve problems that 

cannot be solved or easily solved by single 

organizations. Public service practitioners are 

increasingly called upon to engage in collaborative 

relationships but to many, this may be 

unfamiliar territory. Attendees will be exposed 

to several reasons why collaboration is 

See ASPA WEBINARS, pg. 21


PRESIDENT’S COLUMN Erik Bergrud 

Erik Bergrud 

Too Much to Cover in One Column 

I asked one of my mentors to critique an 

earlier version of this column, and she responded 

that I was trying (not too successfully) 

to weave together multiple themes. I 

concluded that I cannot adequately address 

so many timely topics in the traditional 

ASPA President’s column format. Please indulge 

my departure… 

ASPA’s Voice and the 

Current Political Environment 

In a July 7 Washington Post blog post, NYU 

professor Paul Light criticized good-government 

groups for being relatively disengaged 

in the national debt discussions. 

Under the leadership of past president Paul 

Posner, ASPA has begun constructing a policy 

engagement process, which is still in its 

relative infancy. But the question for our 

membership remains–what is the appropriate 

role for ASPA in such national debates? 

I want to know what you think and believe. 

Email me at ebergrud@aspanet.org. 

More on the Political Climate 

Over the past year or so, I have heard multiple 

politicians and pundits debate the meaning 

of the term “American exceptionalism.” 

As a parent of an eight-year old, I would 

rather engage in a discussion on “exceptional 

Americanism.” How can we ensure 

that our children and grandchildren have access 

to world-class schools, world-class 

health outcomes and world-class transportation 

systems? Perhaps if the performance 

management experts, public policy researchers, 

government administrators and 

critical thinkers within ASPA put their collective 

heads together, we could develop 

significant solutions… 

Elmer Staats and the 

Next Generation of ASPA Members 

In July, many of us in the public administration 

community were saddened to hear of 

the passing, at age 97, of ASPA past president 

and founding member Elmer Staats, a 

veritable icon who served U.S. Presidents 

and helped to shape 20th century American 

history. Some quick arithmetic will demonstrate 

that Staats joined ASPA in his mid- 

20s. Like many Millennials, he searched 

for his place in the world during an era of 

economic hardship. 

In an early 1990s interview with ASPA past 

president George Frederickson, Staats reflected 

on becoming a public administrator. 

He said, “I think I was influenced in terms 

of the direction I wanted to go by some 

sense of obligation or feeling that maybe 

something was out there that I could help 

do something about. It was the middle of 

the Depression and I had a hard time sustaining 

myself in school. I had to get scholarships, 

I had to work, but I wasn’t the only 

one. I had a general feeling that there 

should be something I can do careerwise, 

that I could be involved with that could 

make our lives better.” 

“For all those whose cares 

have been our concern, the 

work goes on, the cause endures, 

the hope still lives, and 

the dream shall never die.” 

[the late Sen. Ted Kennedy] 

Staats did not “dream of being U.S Comptroller 

General when he grew up.” His early 

involvement as an ASPA member fostered 

his personal and professional development. 

To borrow a hackneyed phrase, perhaps 

ASPA should learn from Staats’ experience 

and “get back to basics.” 

To paraphrase late ASPA presidents Harlan 

Cleveland and Phil Rutledge, our Society 

enjoys the unique distinction of being the 

“get-it-all-together” public administration 

association. When we bring together individuals 

from different generations, experiences 

and perspectives, we provide 

opportunities for engagement which cannot 

be replicated elsewhere. 

In a student recruitment letter I am sending 

to MPA faculty this month, I write “In lieu of 

listing all the extrinsic benefits your students 

will receive as ASPA members, I will simply 

point to one intrinsic benefit–knowing that 

they belong to a community of professionals 

who believe in the power of public service 

and the ability to solve the thorniest problems 

when we all work together.” 

With common purpose, commitment and 

enthusiasm, we can help nurture and inspire 

the next Staats…or Ortega or Wang. 

Signs of Progress 

As I reported at the conclusion of the 2011 

ASPA Annual Conference, the current ASPA 

National Council is the most diverse Council 

in the seven decade history of our Society. 

Earlier this month, organizers of a proposed 

ASPA LGBT Advocacy Alliance Section 

gathered the requisite number of signatures 

necessary to request formal establishment. 

These are positive developments. 

Yet, as I was reminded earlier today, ASPA 

still does not sanction a national award in 

honor of any of our great female leaders, including 

Nesta Gallas, ASPA’s first woman 

president. And we spend entirely too many 

meetings and too much energy discussing our 

differences (read “Academics are from Mars, 

Practitioners are from Venus”) as opposed to 

celebrating what unites us as one Society. 

The late Sen. Ted Kennedy concluded his 

most famous speech with the following exhortation, 

“For all those whose cares have 

been our concern, the work goes on, the 

cause endures, the hope still lives, and the 

dream shall never die.” In honor of Elmer 

Staats, Harlan Cleveland, Phil Rutledge, 

Nesta Gallas and others who helped pave our 

way, let us all keep their dream alive by shaping 

an ASPA which builds bridges while connecting 

the public administration community 

with a shared vision and a common purpose. 

ASPA member Erik Bergrud is the Society’s 

president and senior director of Community 

and Government Relations at Park University. 

Email: ebergrud@aspanet.org 

Soaring to Higher 

Heights For ASPA’s 

Students!!! 

ASPA’s President Erik Bergrud has accepted a "lofty" 

challenge from a long-time ASPA leader. If members 

contribute at least $5,000 to a new ASPA public affairs 

graduate student scholarship fund, Bergrud will 

soar 800 feet from the top of the Las Vegas' Stratosphere 

Tower during the 2012 ASPA Annual Conference 

next March 2-6. 

It’s up to you to show your support for our students 

and see this onetime event take place during the 

ASPA conference. Once we have reached our goal, 

you will receive an invoice for the amount you 

pledged. 

Email President Bergrud for information on how 

to submit your pledge at ebergrud@aspanet.org.


The Inaugural International Workshop for Young Scholars in Public Policy and Administration Research: 

The Role of Institutions in an Era of Change 

ASPA Immediate Past President Meredith Newman speaks during the inaugural International Workshop 

for Young Scholars in Public Policy and Administration Research, as (left to right) ASPA Executive 

Director Antoinette Samuel, ASPA Past President Mary Ellen Guy and ASPA President-Elect Steve 

Condrey listen. 

Allen Joins ASPA Leadership Team 

ASPA is pleased to announce that Thad W. Allen, admiral, 

U.S. Coast Guard (retired), has agreed to 

serve as ASPA’s 2011-2012 Executive Advisor. Allen 

will serve as a visible symbol of ASPA’s important 

role in public administration and will encourage active 

participation in ASPA by his peers. 

Thad Allen joined RAND as a senior fellow in October 

2010, after more than 39 years of service with the 

United States Coast Guard. Allen completed his distinguished 

Coast Guard career as its 23rd Commandant, 

retiring from that position in June 2010. 

On May 1, 2010, President Barack Obama selected 

Admiral Allen to serve as the National Incident Commander 

for the unified response to the Deepwater 

Horizon oil spill in the Gulf of Mexico—a position he 

held concurrently while finishing his tenure as Commandant 

of the Coast Guard. In that position, Allen 

was charged with oversight of all response efforts 

to cease the flow of oil and mitigate the effects of 

the worst oil disaster in U.S. history. Working 

closely with the federal on-scene coordinator, the 

U.S. Environmental Protection Agency, and the U.S. 

Departments of Homeland Security, Defense, Interior, Commerce, and Health and Human Services, 

he sought to bring a global unity of effort to response endeavors. Allen was also in charge 

of coordinating with various state and local entities, as well as directing the efforts of BP, the 

responsible party in the spill. 

The Executive Advisor position is funded by the Vaden-Rey Foundation through the ASPA Endowment. 

Their generous support ensures a volunteer leadership position at the national level. It also 

provides our members with the opportunity to interact with distinguished public servants. 

For more information about the American Society for Public Administration and its programs 

visit www.aspanet.org. 

Jose Luis Irizarry, Alex He Jingwei 

The Inaugural International Workshop for 

Young Scholars in Public Policy and Administration 

Research: The Role of Institutions 

in an Era of Change, was a great success. 

Over 12 countries were represented by more 

than 40 participants from 22 universities. 

The conference was held May 31-June 3, 

2011, in the beautiful city of Xiamen, the 

People’s Republic of China. It was sponsored 

by the ASIAN Society for Institutional 

Analysis (ASIASIA), the American 

Society for Public Administration (ASPA), 

and the School of Public Affairs, Xiamen 

University. Accommodations were provided 

by Xiamen’s National Accounting Institute. 

The conference is the result of an initiative 

among ASIASIA, ASPA and Xiamen University. 

Its purpose was to provide young 

scholars from around the world with a highprofile,academically 

rigorous, platform for 

scholarly exchange and mutual learning. 

The conference was intensive. Modeled 

after conferences at the Ronald Coase Institute, 

participants presented their work three 

times, each time highlighting areas of improvement. 

During presentations, senior 

scholars acted as mentors and coaches, providing 

feedback and suggestions to each of 

the young scholars on the panels. Then panelists 

improved their papers and presentations 

by incorporating suggestions and then 

presented their papers again. Once again, 

they received feedback and engaged in indepth 

discussions with mentors. Then it was 

back to the drawing board to review, edit, 

improve and finalize their papers for the 

final round of presentations in front of all 

participants. The final presentations demonstrated 

just how valuable this intensive format 

was. Here is what some of the 

participants had to say: 

“It was a great honor to present at the Inaugural 

International Workshop for Young 

Scholars in Public Policy and Administration 

Research in Xiamen University. This 

was the most fruitful workshop I’ve attended 

since the beginning of my PhD. The 

organizing committee had done an excellent 

job in facilitating intellectual exchange. The 

faculty participants gave me invaluable 

comments about my work. Xiamen is very 

beautiful and Xiamen University provided 

very good hospitality. It was a wonderful 

experience to be there…In my case, my 

work is about crisis management in a country 

specific political context and much of 

my work follows the area study tradition 

rather than based on administrative science. 

After the workshop, I am now much more 

confident in presenting this work to a wider 

audience…I will definitely attend this 

workshop again next year and would like to 

recommend this wonderful academic event 

to young scholars working in the field of 

public policy and administrative research.” 

–Yuefan Xiao, PhD Candidate in 

Politics and International Studies, University 

of Warwick. 

“[The] workshop at Xiamen, [is] the best 

workshop among the workshops that I attended 

before. This module must be continued 

in the future for young scholars.”–Nur 

Syakiran Akmal Ismail, PhD Candidate, 

National University of Malaysia. 

“First, I want to send my big thanks to [the] 

faculty and organizing committee for this 

excellent workshop in Xiamen. I especially 

appreciate your knowledge, time and experience 

that have been shared with us…I also 

want to thank all the participants in this 

workshop. I’m grateful that I had an opportunity 

to learn of the different research projects 

you are doing–they really opened my 

perspective and inspired my interest in public 

policy and institution analysis…I 

strongly suggest that you continue this 

workshop for young scholars in the future.”–Hongmei 

Tong, PhD Candidate, Faculty 

of Social Work, University of Calgary. 

This conference would not have been the 

success that it was without the dedication, 

participation, and good sportsmanship from 

our participants. We extend our sincerest 

gratitude and appreciation to them. 

Additionally we would like to send a special 

thank you to each of the senior scholars 

who participated in our conference by presenting 

their own research and mentoring 

and guiding our young scholars in this 

week-long conference. Thank you: 

• Chen Zhenming, Professor and Dean of 

the School of Public Affairs, Xiamen 

University; 

• Eduardo Araral Jr., Assistant Dean and 

Assistant Professor, Lee Kuan Yew 

School of Public Policy, National 

University of Singapore; 

• Eran Vigoda-Gadot, Head, School of 

Political Sciences, University of Haifa; 

• Geranda Notten, Assistant Professor, 

Graduate School of Public and International 

Affairs, University of Ottawa; 

• Mary Ellen Guy, Professor, School of 

See WORKSHOP, pg. 25


New ASPA Members 

ASPA welcomes the following new members from SUMMER 2011. Please note: Members rejoining ASPA are not included on this list. 

Angela Major 

David Church 

Joseph De Graw 

Jonathon A. Gonzales 

Patrick Irvine 

Stacy Jones 

Veronica Lopez 

Kelly McDowell 

Kassaw Merie 

Kristin N. Sayre 

Stephanie Small 

Mayela Sosa 

Jason Wadsworth 

Jerene Watson 

Rita Devine 

James S. Jones 

Manuel L. Jones 

Antonio Agnone 

Ozgu Akcakir 

Stephanie Avinger 

David Becher 

Jody Bergstrom 

Cathy Bruno 

David Cartwright 

Jolynn Chanez 

Tuyana Chimitova 

Lauren Chiodo-Benmuvhar 

Brian Corley 

Owen David 

Giulio De Tommaso 

Daniel L. Feldman 

Blair Gearhart 

Regina Hall 

Dana Michae Harsell 

LaFayetta Hodges 

Andy Hultquist 

Karina Hurley 

Andrea Huston 

D’Nisa Joseph 

Kristin Koon 

Steven A. Light 

Shanelle Malnar 

Elizabeth Maxwell 

Robert McLEllan 

Ramon Montijo 

Irena Posey 

April Prock 

Mary Frances Scholl 

Henry Sims 

Erik Suffridge 

Deborah Thorp 

Cindy Vigue 

Richard M. Walker 

Jarrod Washington 

Joel Weaver 

Robert Williamson 

Robert Wood 

Kimberly Woods 

Daniel L. Feldman 

Richard M. Walker 

Andrew Juneau 

Michelle S. Brown 

Edward Frankovic 

Brenda Harter 

Jennifer Lynn Wellman 

James Wheeler 

Walter Iwanenko, Jr. 

Bobbie Jackson 

Martin Sawma 

Adrienne Arnold 

Suzanne Boneau 

Flannery Bope 

Christy Carter 

Angela Deleon 

Lori Donley 

Mark Featherston 

Lauren Higgins 

Jason Irle 

Alfredo Mycue 

Rudy Perales 

Mitchell Sellers 

Joe Silva 

Bill Teeter 

Arthur Vargas 

David Wood 

Elkin Alfred 

Marguerite Bryan 

Michelle Cechowski 

Matthew Collins 

Douglas Gooch 

Anthony Harvey 

Diane Haynes 

Marie Jean 

Sana Khosa 

Beth Knight 

Ronnie Korosec 

Nick Lebredo 

Ryan Lutz 

Brandi Murray 

Felipe Perez, Jr. 

Molly Thompson 

Julie Tindall 

Donna Walsh 

Sarah L. Watson 

Paula Baucum-Williams 

Percy Bean 

Thomas Bukowski 

Annie Hogan 

Marie-Pierre Lassiva-Moulin 

Nathan Leitner 

Brian Replogle 

Yumnah Tayyeb 

Katherine Bush 

Karen Finnemore 

Melissa Horton 

Cecelia Jones 

Diana Joyce 

Richard Kelly 

Ahmed Khalil 

Christine Praino 

Alaska 

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Brent Grace 

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Anna Hurley 

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Central Ohio 

Joseph Bunty 

Central PA 

Malcolm Haynes 

Central PA 

Marita Kelley 

Central PA 

Tim Moore 

Central PA 

E. Maria Pahuana Central PA 

Rosetta Scipio-Lee 

Central PA 

Artriel Askew Lawson 

Cen. Piedmont 

Maurice Butler 

Cen. Piedmont 

Latrice Caldwell 

Cen. Piedmont 

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Tremaine Rae 

Cen. Piedmont 

Tyara Adway-Smith 

Chicago IL 

Ozgu Akcakir 

Chicago IL 

Caitlin Allen 

Chicago IL 

Kaitlyn Braswell 

Chicago IL 

Adrian Brown 

Chicago IL 

Thomas Bukowski 

Chicago IL 

Kelli Cassell 

Chicago IL 

Susan Gaffney 

Chicago IL 

Maurae Gilbert Stewart 

Chicago IL 

Sarah Goss 

Chicago IL 

Angela Houston 

Chicago IL 

Pamela Jernigan 

Chicago IL 

Karen Michele Johnson Barnett 

Chicago IL 

Eddy Kaka 

Chicago IL 

Anne Neri Kostiner 

Chicago IL 

Catrece Lucious 

Chicago IL 

Vanessa McKinney 

Chicago IL 

Benjamin Mensah 

Chicago IL 

David Nelson 

Chicago IL 

Michael Pijan 

Chicago IL 

Rena Redic 

Chicago IL 

Jessica Revill 

Chicago IL 

Joann Rhodes 

Chicago IL 

Eddie Rogers 

Chicago IL 

Daniel Ryan 

Chicago IL 

Kelsey Rydland 

Chicago IL 

Betty Torres 

Chicago IL 

Meridel Trimble 

Chicago IL 

Ed Wojcicki 

Chicago IL 

Kathy Xiong 

Chicago IL 

William Bridgham 

Colorado 

David Burke 

Colorado 

Noah Drake 

Colorado 

John H. Gardner 

Colorado 

Heidi Heinrich 

Colorado 

Emily Katsimpalis 

Colorado 

Jennifer Kleinschmidt 

Colorado 

Bryan Morton 

Colorado 

Shatoria Danae Nelson 

Colorado 

Margot Plotz 

Colorado 

Haydn Primrose 

Colorado 

Paula Robinson 

Colorado 

Joseph Sullivan 

Colorado 

Manal Yamout 

Colorado 

Steve Bartha 

Connecticut 

Michelle Clark 

Connecticut 

Amy Jackson-Grove 

Connecticut 

David Jannetty 

Connecticut 

Roy Merolli 

Connecticut 

Stephanie Sobotka 

Connecticut 

LeaAnn Zamorano 

Connecticut 

Monique Chadband 

Delaware 

Tonya Harris 

Delaware 

Moussa Kourouma 

Delaware 

Lotierzo Mark 

Delaware 

Qinghua Nian 

Delaware 

Basharat Siddigi 

Delaware 

Christopher Ahwal 

Detroit Metro 

Amy Aubry 

Detroit Metro 

Brian Banks 

Detroit Metro 

Jacqueas Campbell 

Detroit Metro 

Wendy Chandler 

Detroit Metro 

Elizabeth Clinton 

Detroit Metro 

Sharon Denniston Tylenda 

Detroit Metro 

Brenda Dilworth 

Detroit Metro 

Valorie Evans 

Detroit Metro 

Tryphenia Gbowee 

Detroit Metro 

Ranae Griffin 

Detroit Metro 

Jessica Guyer 

Detroit Metro 

DeBorah Harris 

Detroit Metro 

Jackie Harris 

Detroit Metro 

Calvin Higgins, Jr. 

Detroit Metro 

Anne-Marie Kamanda 

Detroit Metro 

Nicholas Kane 

Detroit Metro 

Monique Liedel 

Detroit Metro 

Dana Maleszyk 

Detroit Metro 

Catherine Marsden 

Detroit Metro 

Nancy McKittrick 

Detroit Metro 

Christine Narayanan 

Detroit Metro 

Stephen Oetting 

Detroit Metro 

Justin Padgett 

Detroit Metro 

David Smith 

Detroit Metro 

Karen Streeter 

Detroit Metro 

Katelyn Stroven 

Detroit Metro 

Crystal Williams 

Detroit Metro 

John Bennett, Jr. 

East Georgia 

Monika Johnson Hostler Eastern North Carolina 

Jennifer Hernandez El Paso/SE New Mexico 

James Duncan 

Empire State Capital 

Blair Gearhart 


Chana Meira Golden 


Loren Armstrong 

Evergreen 

Petra Boston 

Evergreen 

Joseph BrewerIII 

Evergreen 

Julie Cantrell 

Evergreen 

Darcy Cinq-Mars 

Evergreen 

Nicole Gomez 

Evergreen 

Michael Greenberger 

Evergreen 

Denise Hendrickson 

Evergreen 

David Howe 

Evergreen 

Lori Larsen 

Evergreen 

Kody McConnell 

Evergreen 

Kelly Norman 

Evergreen 

Patrick J Pierce 

Evergreen 

Britt Pomush 

Evergreen 

Teresa Robertson 

Evergreen 

Kelly Schwarting 

Evergreen 

Erin Stevens 

Evergreen 

Jacquelyn Styrna 

Evergreen 

Doreen Swetkis 

Evergreen 

Cana Vinluan 

Evergreen 

Danielle Atherton-Bonner 

Georgia 

Susie Boswell 

Georgia 

Deonne Branch 

Georgia 

Ryan Brody 

Georgia 

Alan Brown 

Georgia 

Angela Bryant 

Georgia 

Michael Bull 

Georgia 

LaWanda Carswell 

Georgia 

Miona Carter 

Georgia 

Erica Clayton 

Georgia 

William Crawford 

Georgia 

Christopher Daniel 

Georgia 

Ashley Dawson 

Georgia 

Darrious Dawson 

Georgia 

Kimberlin Donald 

Georgia 

Kymberly Dula 

Georgia 

Michael Ell 

Georgia 

Catherine Embry 

Georgia 

Darlene Foote 

Georgia 

Tom Fox 

Georgia 

Roberta Geraldo 

Georgia 

Linda Guice 

Georgia 

Roberta Hardy 

Georgia 

Debra Hawkins 

Georgia 

Shaun Heckstall 

Georgia 

Kamilah Hendrix 

Georgia 

Arnetha Hicks 

Georgia 

Kevin Hill 

Georgia 

Debra Hinds 

Georgia 

Rachel Hurwitz 

Georgia 

James IsomJr 

Georgia 

Norman J. Johnson 

Georgia 

Charletta Jones 

Georgia 

Nada King 

Georgia 

Evie Lester-Brisco 

Georgia 

Candice Mattox 

Georgia 

Monique McDaniels 

Georgia 

Cashandra Middleton 

Georgia 

John Nanoff 

Georgia 

Michelle Palmer 

Georgia 

Consuello Peek 

Georgia 

Patti Polk 

Georgia 

Gerald Regier 

Georgia 

Joseph Revit 

Georgia 

Ondria Rolland 

Georgia 

Deidra Stewart 

Georgia 

Alvieno Stinson 

Georgia 

Antwanna Stinson 

Georgia 

Justin Michael Stritch 

Georgia 

Brenda Sullivan 

Georgia 

Chanteasea Swain 

Georgia 

Anais Alexandria Terry 

Georgia 

Terrell Thomas 

Georgia 

Victoria Thomas 

Georgia 

Teneta Thompson 

Georgia 

Michael Towns 

Georgia 

Marvin Trammell 

Georgia 

Tawanna Tucker Conley 

Georgia 

Linda Wicks 

Georgia 

Howard Campbell 

Gold Coast 

Nathaniel Curry 

Gold Coast 

Nancy Dickman 

Gold Coast 

Colby Miller 

Gold Coast 

Lori A. Adams 

Greater Birmingham 

Stacey Allen 


Evelyn Douglas 


Ruben FranklinJr 


Mitchel Gray 


Michael Hale 


Michel Hamann 


Shajuana Hatcher 


Rose Lewis 


Tamekia Montgomery 


Makeda Pinkney 


Jerry Terrell 


David Moore Jr. 

Greater Cincinnati 

Robert Bates 

Greater KC 

Anna Beckett 

Greater KC 

Lyn Boswell 

Greater KC 

Debbie Chiu 

Greater KC 

J. Christy Greater KC 

Keli Dawkins 

Greater KC 

Adria Edwards 

Greater KC 

Cody Fann 

Greater KC 

Augustine Juma Fannah 

Greater KC 

Linda Harvey 

Greater KC 

Ward Herst 

Greater KC 

Jesse Holt 

Greater KC 

Bradley Jenkins 

Greater KC 

David Johnson 

Greater KC 

Alfred Kargbo 

Greater KC 

Rachel Landers 

Greater KC 

Stephen LeCerf 

Greater KC 

Adan Makina 

Greater KC 

Tim C. McMichael 

Greater KC 

Thomas Miller 

Greater KC 

Kevin Morris 

Greater KC 

Joyce M. Muthama 

Greater KC 

John Owot 

Greater KC 

Leslie Porth 

Greater KC 

S’Renda Pounds 

Greater KC 

Aguek Riak 

Greater KC 

Gena Ross 

Greater KC 

Melanie Schicker 

Greater KC 

Ryan Sharp 

Greater KC 

Julie Steenson 

Greater KC 

Mario Stewart 

Greater KC 

Solo Tardey 

James Torres 

Tom Vansaghi 

Anthony Warren 

Amanda Warring 

Marie (Rusty) Williams 

Ronda Wade 

Sharon Arrington 

Joann Bautti-Roche 

Barbara Booker-Williams 

Patricia Crawford 

James Day 

Guytano Farnan 

Kaitrin Mahar 

Bridget Medina 

Rose Nwokoji 

James Popielec 

Christie Ross 

Michelle San Anton 

Osmay Torres 

John Wilson 

Ralph Czerwinski 

James Bacon 

Michelle Blount 

LaSheka Hollingsworth 

Oluponmile Olonilua 

Idalia Ramos 

Cassandra D. Spencer-Apodaca 

Ahamefula Ukandu 

Angela Bowens 

James Brown 

Sean Clements 

Kyle Cline 

China Craighead 

Alexandre Da Silva 

Dagney Faulk 

John Frees 

Eliza Gordner 

Kari Harmon 

John Holwege 

William Kaminski 

Susan Newton 

Sharmela Snell 

RoShonda Stevenson 

Deanna Callahan 

Sharon G. Cooley 

Stephen Harding 

Marcella Marlowe 

Gustavo Ortiz 

Cynthia Pledger 

James Sletten 

Michael Ajayi 

Henry Akende 

Harriet Akullu 

Jumah AlAnazi 

Essam Alrubaian 

Abbykalio Amabipi 

LI Xiang Andrew 

Jonathan Antwi 

Marina Appiah 

Masahiro Arima 

Ayodele Ayeni 

Mohammed Bello 

Jojo Benin 

Herta Boakye-Yiadom Dahl 

Jennifer Bremer 

Henry Chao Chen 

Chang Soo Choe 

Benard Chuba 

Giulio De Tommaso 

Oparah Declan 

Septiana Dwiputrianti 

Oladeji Egwaoje 

Seok-Jin Eom 

Victor Eribake 

Chinenye Esuene 

James Etukeit 

Olayinka Falayi 

Chana Meira Golden 

Daniel Gyapani 

Abderrahman Hajraoui 

James Hong 

Marlies Honingh 

Werner Houson 

Xintian Hu 

Emmanuel Ihenacho 

Olufeyisayo Ilesanmi 

Funock Ivo 

Don Jaegal 

Emmanuel Kayitare 

Aynsley Kellow 

Titos Khalo 

Minah Kang Kim 

Olayinka Komolafe 

Ricky Kwan 

Leah Larson-Rabin 

Ayoola Lawson-Oki 

Cheouljoo Lee 

Mercy Lwambi 

Mohammed Maina 

Grace Maiso 

Bailanie Mamalo 

Kgoloko Mampuru 

Bernice Matthew 

Laure McShine-Paul 

Fanrong Meng 

Nyeleti Mondlane 

Sani Muhammad 

Patricia Muhiuhia 

Chaacha Mwita 

Sheila Nyamaizi 

Igbonekwu Ogazimorah 

Andrew Ogbuigwe 

Seung-youn Oh 

Reuben Okogun 

Juliana OpokuNyarko 

Martha Oruku 

Kilara Oruni 

Charles Otegbade 

Herine Otieno 

Greater KC 

Greater KC 

Greater KC 

Greater KC 

Greater KC 

Greater KC 

Greater Rochester 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Hampton Roads 

Heart of IL 

Houston 

Houston 

Houston 

Houston 

Houston 

Houston 

Houston 

Indiana 

Indiana 

Indiana 

Indiana 

Indiana 

Indiana 

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Indiana 

Indiana 

Indiana 

Indiana 

Indiana 

Indiana 

Indiana 

Indiana 

Inland Empire 






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Adeleye Oyeniyi 

Intl. Chapter 

Afolabi Patrick Kayode 

Intl. Chapter 

John Paul 

Intl. Chapter 

Janeth Phoebe 

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Andrew Podger 

Intl. Chapter 

Yvonne Quarshie 

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Emilie Reil 

Intl. Chapter 

Charlene Roach 

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Kofi Sackey 

Intl. Chapter 

Yusupha Sanyang 

Intl. Chapter 

Winaicharn Sapparojpattana 

Intl. Chapter 

Jo Eun Seok 

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Scott Shannon 

Intl. Chapter 

Ibrahim Umaru 

Intl. Chapter 

Halima Usman 

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Theo P. Van Der Krogt 

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Wouter Van Dooren 

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Adalbero Vazquez 

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Alice Wamuyu 

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Guang-Xu Wang 

Intl. Chapter 

Huina Wang 

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Agus Wicaksono 

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Yuefan Xiao 

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Deborah Zoaka 

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Nicole Boettger 

Iowa Capital 

Beverly Burton 

Iowa Capital 

Michael V. Gershowitz 

Iowa Capital 

Adam Hachman 

Iowa Capital 

Mun Koak 

Iowa Capital 

Krista Kopriva 

Iowa Capital 


Iowa Capital 

Barbara J. Lewison 

Iowa Capital 

James Manyang 

Iowa Capital 

Phyllis Russell 

Iowa Capital 

Katy Sartwell 

Iowa Capital 

Christopher Silver 

Iowa Capital 


Iowa Central 

Erica Anderson 

Kansas 

Lindsey Dunstedter 

Kansas 

Matt Guilfoyle 

Kansas 

Michael Johnson 

Kansas 

Joy Swanke 

Kansas 

David VanLaar 

Kansas 

Don Wise 

Kansas 

Katie Dachs 

Kentucky 

Anna Kautzman 

Kentucky 

Nichole Lindsey-Nanni 

Kentucky 

Irena Posey 

Kentucky 

Ahmed Sidiya 

Kentucky 

Chanel M. Anderson 

Louisiana 

Chantal A. Banks 

Louisiana 

Ebony Baylor 

Louisiana 

DeLeisa Bew 

Louisiana 

Renata Brooks 

Louisiana 

Marlon A. Defillo, II 

Louisiana 

Michael J. Devezin 

Louisiana 

Kristen Dufauchard 

Louisiana 

Kevin G. Gibson, Sr. 

Louisiana 

Ta’Chelle Herbert 

Louisiana 

Travis Hull 

Louisiana 

Kimberly M. Johnson 

Louisiana 

Rufus Johnson 

Louisiana 

Veronica Johnson 

Louisiana 

Shantell D. Jones 

Louisiana 

Lauren A. Lewis 

Louisiana 

Shawna D. Maxwell 

Louisiana 

Shanita Pettaway 

Louisiana 

Kristi Pierre 

Louisiana 

Youlonder K. Prevost 

Louisiana 

LaVonte Price 

Louisiana 

Sherlena E. Roach 

Louisiana 

Natrang B. Stanley 

Louisiana 

Lilian S. Suarez-Tareh 

Louisiana 

Ashley Taylor 

Louisiana 

Lawrence J. Terrel 

Louisiana 

Angela W. Thomas 

Louisiana 

Ranesha Thomas 

Louisiana 

Jamii Turner 

Louisiana 

Maurice J. Vance, Jr. 

Louisiana 

Brandi Vilo 

Louisiana 

Erica Williams 

Louisiana 

Justin A. Williams 

Louisiana 

Stephanie Williams 

Louisiana 

Eric DeMoura 

Lowcountry 

Faatima Campbell 

Lower Hudson Valley 

Oton Ukaj 

Lower Hudson Valley 

Michel Lahti 

Maine 

Tanya Addison 

Maryland 

AlMuftau Adeite 


George Ash 


Tahlia Bacote 


Nicole Blackwell 


Mariam Breant 


Derek Burdon 


Tiffany Cooper 


Phillip J. Davis 


Ken Decker 


Quinton Dondrain Eaton 


Chibuzo Ekekwe 


Alisha L. Gordon 


Clarence Grear 


Dawnay Green 


Lisa B. Grimaudo 


Crystal Harris 


Marion H. Harris 


Gene Higa 


Danielle Jennings 


Kesha King 


Tamara S. Lane 




Carla Lightsey 


Parvathy Muralidharan 


Shanita L. Nevers 


Chanel Newsome 


Theophile Ngongang 


Meghan K. Norris 


Barbara Parker 


See NEW MEMBERS, pg. 24


ASPA Staff 

Contact List 

Antoinette Samuel 

Executive Director 

tsamuel@aspanet.org 

(202) 585-4307 

Matt Rankin 

Deputy Director 

mrankin@aspanet.org 

202-585-4312 

Patricia Yearwood 

Senior Director of 

Member Services 

pyearwood@aspanet.org 

(202) 585-4309 

Judy Miller 

Senior Director for Conferences and 

Professional Development 

jmiller@aspanet.org 

(202) 585-4306 

Duanne Crawley 

Director of Administrative Services 

dcrawley@aspanet.org 

202-585-4308 

Jeannie Jeffries 

Membership Associate 

jjeffries@aspanet.org 

(202) 585-4310 

Melissa Williams 

Communications Manager 

mwilliams@aspanet.org 

(202) 585-4313 

Carlos Bennett 

Administration/Finance 

cbennett@aspanet.org 

202-585-4319 

Amy Huber 

Conference Coordinator 

ahuber@aspanet.org 

703-517-4215 

Christine Jewett McCrehin 

Editor, PA TIMES 

cjewett@aspanet.org 

(703) 209-0560 

ASPA Team Works Toward Creation of Museum 

From PUBLIC SERVICE MUSEUM, pg. 17 

should be doing through computer kiosks 

integrated into exhibits at the Museum and 

via the Museum’s social media, blog and 

websites which will be accessible on site 

and off site via computers and smart phones. 

It will sponsor essay contests and produce 

e-newsletters and magazines with student 

written articles. The Museum will host lectures, 

panel discussions, and speeches and 

present documentary and educational films, 

and host special public events. 

It is vital for the current generation of youth 

to gain accurate knowledge and informed 

interest in the work of government. These 

may be some tough times for public servants, 

but the need for quality public administration 

is not decreasing. In fact, with 

budgets under pressure, the need to attract 

the best and brightest to public service is 

stronger and ever. Organizations like ASPA, 

just like the United States Government, are 

here for the long term. 

After all, whether or not our political leaders 

decide that government should get 

smaller, bigger, or stay the same size, government 

agencies will still have to continue 

to recruit high quality civil servants to effectively 

administer government programs. 

With baby boomer retirements–delayed 

perhaps, but still looming–many thousands 

of jobs, even in a shrinking overall government, 

will, sooner or later, have to be filled. 

A new Public Service Museum will not 

only inform future voters about what government 

does, it may also provide the initial 

spark of interest in a career in public administration 

from a future public servant. 

Over the past year the ASPA Museum Project 

Team has begun consultations with Congress. 

Draft legislation to establish the 

museum as a public/private partnership has 

been developed. The Project Team is now 

developing detailed concepts for museum 

exhibits within the following ten policy sectors: 

Economy & Trade, Education, Energy, 

Environment, Health, International Affairs, 

Homeland Security, Housing & Urban Development, 

Justice and Transportation. There 

is much work to be done and many opportunities 

for ASPA Members to contribute to 

this important and ambitious endeavor. 

The Museum Project Team is looking forward 

to consulting with ASPA experts in 

the various sector areas and hearing ideas 

for what will make the National Public 

Service Museum and Student Center an exciting, 

fun and educational place for youth 

to visit. The Project Team plans to participate 

in the 2012 ASPA annual conference in 

Las Vegas to receive feedback from ASPA 

Members about plans for The Museum. 

Please do not hesitate to contribute your 

ideas–this is a project that could change the 

national conversation about public service 

for the better. We all have a stake in ensuring 

that today’s youth have a place of their own 

to learn about the important contributions of 

public servants to American society. 

ASPA member Richard Baum is Chair of 

the ASPA museum Project Team. Email: 

RichardBaum@PublicServicemuseum.com 

ASPA Offers Professional Development Webinars 

From WEBINARS, pg. 17 

necessary, current literature discussing collaboration 

and factors to weigh when considering 

whether or not to collaborate. 

Speaker: Rosemary O’Leary, distinguished 

professor and Phanstiel Chair in Strategic 

Management and Leadership at The Maxwell 

School of Syracuse University will present 

this program. O’Leary’s expertise is in the 

fields of public management, collaboration, 

conflict resolution, environmental and natural 

resources management and law. She has authored 

or edited ten books and mare than 100 

articles and book chapters on public management. 

She has won numerous awards including 

ten national research awards and is the 

only person to win three National Association 

of Schools of Public Affairs and Administration 

(NASPAA) awards. She is an 

elected member of the National Academy of 

Public Administration (NAPA) and a longstanding 

member of ASPA. 

Cost: ASPA Member - $25 

New Member with Webinar - $100 

Non Member - $50 

Integrating Diversity 

Strategies for Success 

Date: October 19, 2011 

Time: 1:00 P.M.–2:00 P.M. ET 

Description: Integrating diversity is a difficult 

process that requires a holistic system 

change. It is about being savvy about your organization 

and having knowledge of the internal 

and external environment. This workshop 

will provide a seven-step processes that 

is critical to an organization to achieve its 

long term success. Understanding these steps 

can help your organization focus its energy in 

the critical areas of implementation. It can 

also help build on its successes to integrate 

diversity more feasibly and with less resistance 

into all aspects of the organization. Ultimately, 

it will create a more diverse, 

inclusive, high performing organization. 

Speaker: Phin Xaypangna is a diversity and 

organizational development consultant. She 

currently is an organizational development 

consultant for Mecklenburg County Government. 

She has over 15 years of experience 

in managing and leading the diversity 

efforts for local governments and nonprofit 

organizations. She is a community activist 

for social change. Currently, she serves on 

the board of the Levine Museum of the 

New South, Mecklenburg Ministries, Section 

for Women in Public Administration, 

Diversity and Inclusion Committee of the Y 

Metro Charlotte and as the National Council 

District III Representative for the American 

Society for Public Administration. 



Non Member - $50 

Building Community Resilience Through 

Emergency Management Initiatives 

Date: November 16, 20911 

Time: 1:00 P.M.–2:00 P.M. ET 

Description: How do disaster preparedness 

programs add value to state and local government 

operations? Learn how emergency 

management programs offer the opportunity 

to building community resilience, engage 

citizens and address the needs of 

underserved populations. The impact of disasters, 

the emergency management process, 

the elements of a successful emergency 

management program, all-hazards planning, 

and methods for involving key stakeholders 

will also be covered. 

Speaker: Mary J. Goepfert has worked for 

the New Jersey State Police Office of 

Emergency Management (NJOEM) for 

over 23 years. She is the agency’s liaison to 

people with special needs and organizations 

which serve people with special needs. In 

this position she is an instructor, instructional 

designer and coordinates the NJOEM 

special needs advisory panel and oversees 

numerous projects related disaster preparedness 

for persons with disabilities and 

other non-typical functional needs. She also 

serves as a community relations officer for 

the NJOEM. Goepfert is a certified public 

manager and an active adjunct instructor. 



Non Member - $50


Alternative Approaches to Revising the ASPA Code of Ethics 

Jim Svara, Jim Nordin 

The subject of a code of ethics for ASPA has 

been a controversial one for several decades. 

The current code, which dates back to 1994, 

is seen by many as outdated and in need of 

fundamental revision. Others feel that revisiting 

the code, even if it leads to little or no 

change in the existing document, has value 

as a way of reconnecting ASPA members to 

the ethical issues addressed in the code. Almost 

everyone agrees that 17 years is a long 

time for a code to exist without a thorough 

review. To this end, ASPA leadership has created 

a working group co-chaired by James 

Nordin and James Svara to explore the current 

code and report back on how to proceed 

with changes to the code. The committee is 

broadly representative of ASPA membership 

and includes a number of individuals with 

expertise in the area of ethics. 

The committee has had lively exchanges 

among its members and in open meetings 

with ASPA rank and file at the Baltimore 

conference. At that meeting it was agreed 

that it would be useful to have a “point– 

counterpoint” exchange on how extensive 

the changes to the code could and should 

be. These essays are polemics in the sense 

of presenting a one-sided argument, with 

the recognition that the other side will have 

an equal opportunity to present its view that 

a more comprehensive change is best. 

Arguments in Favor of 

Rewriting the Current Code 

Ginny Wilson, University of Kentucky 

The major argument for a significant 

rewrite is not based on disagreement with 

contents of the existing code, which lists a 

set of admirable behaviors for all public servants 

(and, indeed, all citizens), but on an 

assessment that the existing document is not 

the most effective tool ASPA could use to 

increase the likelihood that members will 

incorporate ethical considerations as a primary 

factor in their professional choices. 

The “rewrite” being suggested here would 

not entail developing a different list of ethical 

rules than the existing code, but would 

distill the existing rules into the basic underlying 

principle to be used as the core test 

of actions taken by all public servants: 

All professional actions should be accountable 

for promoting the public interest above 

serving oneself. 

All individual elements in the existing code 

arise from this central ethical principle. 

“Promoting the public interest” implies 

transparency, efficiency, fairness, civility, 

competence, and other features of effective 

public administration. The rewrite proposal 

is that the simple statement above become 

the official ASPA code of ethics. There are 

three major arguments that this approach 

could be more effective in increasing ethical 

awareness among members. 

• It is simple. The basic test for evaluating 

the ethics of a decision by any public official 

could be quickly, widely, and repeatedly 

disseminated to remind public servants 

that they should evaluate each action they 

take as to whether it serves their personal 

interests above the public interest. The current 

code fails the KISS test (keep it simple, 

stupid) and it is likely that an 

incremental revision would result in a 

longer and more complex list of individual 

rules that would be more difficult to remember 

and, therefore, less likely to be 

considered on the fly. The most important 

challenge is not to get everyone to follow 

the same rules; the most important challenge 

is to get public servants to remember 

to incorporate relevant ethical considerations 

into their daily decision making. 

• It is dynamic and allows consideration of 

the ethical implications of consequences. 

While a list of ethical rules can be promulgated 

by organizations, individuals must 

develop the capacity to evaluate the particular 

situations they face according to their 

own assessment of how conflicts between 

competing ethical guidelines should be prioritized 

and how expected consequences 

can be incorporated into decisions ethically. 

A static listing of ethical rules does not adequately 

support development of an ability 

to analyze and balance competing ethical 

values in an environment with constantly 

changing consequences. The relevant ethical 

test is whether, after consideration of 

consequences, the public interest was prioritized 

above personal interests. 

• It is broadly applicable. It has been discussed 

that the existing code may not adequately 

address the ethical guidelines 

appropriate for various subsets of ASPA 

members, such as faculty, students, international 

practitioners, and members of other 

professional organizations. To specifically 

address the ethical situations encountered 

by such individuals a revision would be expected 

to increase in length and complexity. 

The simpler ethical statement could be used 

effectively by all these groups to assess 

their own behavior within their individual 

contexts. If students were to assess whether 

plagiarizing a report subordinates the public 

interest to their own, the answer is pretty 

clear. Additional stated rules about honesty 

and integrity would not likely change the 

targeted behavior. A specific rule saying 

“don’t steal from the public” is not likely to 

change the behavior of a thief presented 

with the opportunity to steal. 

The rules contained in the existing (or even 

an expanded) code could be effectively used 

along with other types of training materials 

and activities to help individuals gain practice 

in incorporating specific ethical considerations 

into their own particular situations. But 

what is most needed from ASPA is not a 

longer or more complex list of rules, but a 

simple and direct marketing strategy that encourages 

members to remember to always 

consider whether their individual professional 

actions meet the basic ethical test for all public 

servants–that the professional decisions 

they make do not benefit themselves at the 

expense of the public who pays them. 

Revisiting the ASPA Code of Ethics: 

The Case for Incremental Change 

Jeremy F. Plant, Penn State Harrisburg 

The chief arguments for limited and incremental 

change are based largely on the 

strengths of the existing code: 

• The code is fundamentally sound. Its chief 

virtue is its organization around five pillars 

of ethical conduct in public service: serving 

the public interest; respect for the constitution 

and the law; demonstrating personal integrity; 

promoting ethical organizations; and 

striving for professional excellence. 

• The code has become institutionalized. 

Research has shown that it is commonly 

used in MPA courses, is increasingly relied 

upon by practitioners as a guide in professional 

activities, and serves as the most 

generic and sweeping statement of ethics in 

governance of any professional code. 

• No significant groundswell of opposition 

to the code has emerged since its adoption. 

Criticism exists but has not led to a 

major effort among ASPA members to 

change or abolish it. Tampering with it 

may create unnecessary conflict and divisions 

within the association. 

• The code can be improved by providing 

for a mechanism for continuous upkeep. 

This will avoid the criticism that it is static 

and out of touch with the operating realities 

of the field. 

• The code fits well with the type of professional 

association ASPA represents: a 

broad-based umbrella without specialization 

or credentialing. 

What is needed is not a fundamental reorganization 

or rewriting of the code, but a significant 

update with incremental changes to 

represent important drivers of change in the 

environment of public administration. The 

process, now underway led by a broadly representative 

group of ASPA members is itself 

beneficial by stimulating interest in and 

See ETHICS CODE, pg. 23 

Call for Papers 

The Innovation Journal 

Special Issue on the Middle East 

“Revolution, Democratic Movement, and Human Rights 

in the Middle East: A Complexity Perspective” 

Many factors have contributed to the recent developments in the Middle 

East. These include economic, political, social, religious, human 

right, women, and military intervention factors. The linear model has 

failed thus far in both providing accurate analysis and in providing possible 

solutions. Complexity is much suited to provide better analysis 

and present better solutions that emphasize innovations in the public 

sector. 

The Innovation Journal is devoting a special issue on these topics to 

create a scholarly symposium that can collectively contribute to the 

study of the emerging dynamics. 

If interested, please notify Dr. Alexander Dawoody at 

adawoody@marywood.edu of your interest. Deadline for submitting 

manuscript is February 28, 2012.


Honoring a Groundbreaking Icon of Public Administration 

Metropolitan College of New York Scholarship Pays Tribute to Former ASPA President Phil Rutledge 

Philip M. Dodd-Nufrio 

The late Phil Rutledge was an icon in public 

administration. A former (and first African 

American) ASPA president, Phil was a presidential 

appointee and senior executive in 

the U.S. government under Presidents Johnson 

and Nixon. He brought that real-world 

experience to 32 years as a professor and 

administrator. He was professor-emeritus of 

political science and public and environmental 

affairs at Indiana University; professor 

and chair of the department of public 

administration at Howard University’s 

School of Business and Public Administration. 

He exemplified the best in field of 

public administration. 

To honor his memory and inspire others to 

follow in his footsteps, the Metropolitan College 

of New York (MCNY) School of Management 

created the annual Philip J. Rutledge 

Scholarship in June 2008. The award, a two 

credit stipend, goes to an MPA student who 

exhibits both scholarship and leadership in 

Former ASPA President Phil Rutledge passed 

away in January 2007. 

the field of public administration. 

Other schools interested in honoring Phil 

Rutledge’s legacy by creating a scholarship 

modeled after Metropolitan College of New 

York’s award can contact: Philip M. Dodd- 

Nufrio (Pnufrio@metropolitan.edu). Also 

go to this link to see the MCNY criteria for 

Rutledge candidates: 

http://www.mcny.edu/financialaid/typesofaid.php#scholarships 

There have been three MCNY Rutledge 

Scholarship recipients since its inception. In 

2008, Linda Barnes was the initial recipient. 

Michael Massiah, director, management and 

budget department, The Port Authority of 

New York and New Jersey (former member 

ASPA National Council and Committee on 

Minorities in Public Administration/ 

COMPA, past president) presented the Rutledge 

award at MCNY’s 2008 year-end Pi 

Alpha Alpha ceremony. 

The 2009 recipient was Shirley Bryant and 

the 2010 recipient was Heidi Ledgister. 

Barnes is executive director NYC Managerial 

Employees Association. Bryant is an 

adjunct professor of public administration at 

the College of New Rochelle. Ledgister is a 

staff specialist at Memorial Sloan Kettering 

Cancer Center, Individual Giving in the Office 

of Development and is adjunct professor 

of public administration at Metropolitan 

College of New York. 

Michael Massiah said, “I was honored to be 

asked by MCNY to present their Rutledge 

Scholarship to such deserving students and 

to witness their pride for being acknowledged 

with an award named in tribute to Phil 

Rutledge. The most memorable moments of 

the ceremony were the comments of the recipients 

after receiving their awards. Each of 

the honorees indicated how much they were 

inspired by Phil’s numerous accomplishments 

and motivated to be the best public 

servants possible because of Phil’s commitment 

to helping to improve the quality of life 

for all both here and abroad.” 

ASPA member Philip m. Dodd-Nufrio is associate 

professor in public administration 

at the School of management. metropolitan 

College of New York. Email: 

pmnufrio@yahoo.com 

Ethics Code Revision Alternatives 

Conference Registration & Hotel Reservations for the 

Association for Budgeting and 

Financial Management (ABFM) 

23rd Annual Conference 

Washington, DC • October 13-15, 2011 

Conference Registration and Hotel Reservation information may 

be found at the ABFM website (www.abfm.org). Look for the 

“Annual Conference” link at the top left hand side of the site. 

The cut-off date for hotel reservations is Wednesday, September 

21st. The hotel room rate is $219, plus taxes and fees. A “preliminary 

conference schedule” link that identifies panels, papers, 

and presenters may be found on the right hand side of the site. 

INVITATION TO AUTHORS: If you have published a book on 

budgeting during the last three years, you are invited to display a 

copy at the conference. There will be tables provided for this 

purpose. Please note that ABFM does not assume responsibility 

for the security of your property. If you plan to bring a book for 

display, please contact Jim Savage at jds2y@Virginia.edu, so 

that appropriate space may be arranged. 

From ETHICS CODE, pg. 22 

knowledge of the existing code. 

The most logical approach is to accept the 

continued relevance of the five major principles—Serve 

the Public Interest; Respect 

the Constitution and the Law; Demonstrate 

Personal Integrity; Promote Ethical Organizations; 

and Strive for Professional Excellence. 

Then, the focus can be on the more 

specific explanatory or illustrative statements 

which follow from each major principle. 

These are now stated as imperatives: 

exercise, promote, oppose, respond, understand, 

eliminate, encourage, accept, allocate, 

enhance, recognize, subordinate, 

respect, guard, maintain, ensure, work to 

improve, provide, conduct, take responsibility. 

In each of the five major categories 

there are between four and eight such hortatory 

statements. Should this approach remain 

the best way to illustrate the broad 

principles, or should there be examples, either 

based on real or hypothetical situations, 

to educate ASPA members on acting 

ethically in specific situations or context? 

These numbered statements in the code form 

the basis for understanding the meaning of 

the broad principles in the practice of public 

administration. They provide a link between 

the broad ethical principles and the practice 

of the profession. Still, some sound dated. 

For example, in the first canon of Serve the 

Public Interest, statement two might better 

read “Oppose all forms of discrimination 

and harassment, and promote diversity” than 

the present wording of promoting “affirmative 

action,” which is only one means of promoting 

and managing diversity. Some are 

irrelevant or inoperative for some members, 

for example elected officials or appointed 

agents who cannot be expected to “conduct 

official acts without partisanship.” 

In other areas, outside events have changed 

the nature of professional responsibilities. 

For instance, what needs to be said about 

the use of torture in national and homeland 

security? Should the code continue to be 

based largely on deontological and virtue 

ethics, or admit to elements of consequentialism 

in defense of the nation? Should 

there somewhere be an explicit recognition 

of the need to acquire ethical competence, 

as part of the striving for professional excellence? 

By focusing the attention of the 

working group and involved ASPA members 

on these points, the code will indeed 

be the living document that every professional 

association requires. 

Share your views with the task force by contacting 

Jim Nordin (nordinja@sbcglobal.net) 

and Jim Svara (james.svara@asu.edu) or 

joining a breakfast forum on the Code at the 

SECOPA conference in New Orleans, Friday, 

September 23, at 7:00 a.m.


From NEW MEMBERS, pg. 20 

Riddick Parker 


Aaron Poynton 


Juanita Reed 


Nartasha Richards 


Nwane Sheldon 


Daniel Vincent Sherrett 


Trenise Small 


Breylon Smith 


Jessica T. Steward 


Leutisha Stills 


Jason A. Sullivan 


Circey Trevant 


Cynthia Tsu 


Major Warren 


Shaliek West 


James Williams 


Towanda M. Williams 


Laura Wilson-Gentry 


Kimberly Ainsworth 

Massachusetts 

Brenda J. Bond 

Massachusetts 

Mirlande Butler 

Massachusetts 

Kevin LeRoy Clayton 

Massachusetts 

Kevin Donnelly 

Massachusetts 

Jane Fountain 

Massachusetts 

Kathryn Gabriele 

Massachusetts 

James Lance 

Massachusetts 

Jody Lehrer 

Massachusetts 

Cynthia Mahr 

Massachusetts 

Daniel Nicholes 

Massachusetts 

Greg Shanahan 

Massachusetts 

James Bolden 

Memphis/Mid South 

Jessica Harman 

Memphis/Mid South 

Yolanda Pendelton-Touray Memphis/Mid South 

Donna ThomasHouston Memphis/Mid South 

Ameshia Elliott 

Metro Louisville 

Amber A. Ford 


Joseph R. Lyon 


Elizabeth Markle 


Pattie Anne Robinson 


Jamie L. Shipley 


Cierra Waller 


James Brazier 

Michigan Capital 

Frederick Hoffman 


Allegra Knowles 


William P. McMullin 


Angelo Williams, II 


Barbara Harris 

Milwaukee 

Jon Fure 

Minnesota 

Yussuf Hamid 

Minnesota 

James Ledlum 

Minnesota 

Jeffrey Locketz 

Minnesota 

Alice Lynch 

Minnesota 

Yader Madriz 

Minnesota 

Don McDaniel 

Minnesota 

Kathryn Quick 

Minnesota 

Kellie Rourke 

Minnesota 

Scott Winkels 

Minnesota 

JoAnne Wright 

Minnesota 

James Bolden 

Mississippi 

Marvin Davis 

Mississippi 

Felicia V. Estes 

Mississippi 

Karen Fielder 

Mississippi 

Andrea E. Holder 

Mississippi 

Denetra Jackson 

Mississippi 

Lola Nelson 

Mississippi 

Derius Peurifoy 

Mississippi 

William Sumrall 

Mississippi 

David Abrahams 

National Capital 

Elizabeth Accetta 


Olivia Alexander 


Nancy Augustine 


Karen Brunn 


Maya Cameron 




Marguerita Clarkson 


Sarah Goss 


Timothy Goss 


Candace Groudine 


Steven P. Gulka 


Andrea Harrison 


Mohammed A. Idris 


Scott Jackson 


Daphne Jefferson 


Delano King 


Keisha Kirkland 




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Jeffrey Miller 


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James Robertson 


Angela Robinson 


Fernando Rodriguez 


Heather Rothenberg 


Carol Schlechtriem 


Susan Seling 


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Herbert Taylor 


Tyler TerMeer 


Juanita Toriello 


Helena Tyler 


Brandy Urbine 


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Arabella Wright 


Connie Yew 


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Lora Mae Frecks 

Nebraska 

Douglas Peters 

Nebraska 

Leah Ryan 

Nebraska 

Tomi C. Soper 

Nebraska 

Jill Westfall 

Nebraska 

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NJ 

Bouyant Enyiorji 

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David Figueroa 

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Elizabeth Flores 

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Tamika Ford 

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Michael Harris 

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Mirae Kim 

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Leon Layne 

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Jeffery Black 

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Ashley Collins 


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Beatrice Dardompre 

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Deborah D. David 

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Wisconsin Capital 






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Practitioners and Academicians: 

About Gap, Authorship and Bridges 

Jim Hartmann, Jos Raadschelders 

Practitioners account for about 60 percent 

of ASPA’s membership yet they contribute 

less than 7 percent of the articles in our association’s 

oldest journal, Public Administration 

Review. How can this discrepancy 

be explained and what can be done about it? 

The American study of public administration 

owes its existence to considerable degree 

to practitioners (especially those at 

local and state levels) who–in the context of 

the rapid changes in the late 19th century - 

desired to establish academic programs that 

could combine a generalist’s perspective 

and specialist’s skills for those who aspire a 

public sector career. Practitioners were also 

prominently represented among those who 

established ASPA on December 23, 1939, at 

the conference of the American Political 

Science Association. 

This happened, at least in part, as a response 

to the ‘scientification’ of political 

science, and was fortunate because the 

study met with increased demands for professionally 

trained generalists after the Second 

World War. ASPA and PAR were 

created to bridge practitioners and academicians. 

These same practitioners were also 

visible in ASPA’s only journal for which 

they authored and co-authored numerous articles. 

This would be so until the 1970s, a 

decade when 32 percent of articles in 10 

public administration journals were written 

by practitioners. Since then, practitioner authorship 

in PAR has declined, and quite 

sharply, to less than 7 percent. This is not 

only an American phenomenon, because 

comparable declines have been reported in 

the UK and the Netherlands. 

The general, and rather stereotypical, explanation 

is that of a growing gap between 

practitioners and academicians, with the 

former being interested in usable knowledge 

while the latter are concerned with advancing 

science. We need, however, to be a 

ASPA and ASIASIA Hope to Repeat 

Successful Student Conference 

From WORKSHOP, pg. 19 

Public Affairs, University of Colorado; 

• Meredith Newman, Professor and Chair, 

Department of Public Administration, 

Florida International University; 

• Olga Vasilyeva, Associate Professor, 

Department of Economics, Amur State 

University; 

• Qiushi Wang, Assistant Professor, School 

of Public Affairs and Administration, Rutgers 

University–Newark; & 

• Stephen Condrey, Vice President, American 

Society for Public Administration. 

This conference provided everyone with an 

opportunity to share their research and research 

interests in a safe and supportive environment. 

Everyone was able to engage in 

extensive intellectual debate and students 

were able to polish their dissertation research. 

Senior scholars not only presented 

their research, and talked about their experiences 

and their careers, but they also enjoyed 

the being re-invigorated and 

re-energized by engaging, supporting, and 

mentoring the young scholars who participated 

in the conference. 

ASPA and ASIASIA are in conversations to 

make the second annual conference a reality 

and we ask for your support. 

ASPA member Jose Luis Irizarry is student 

representative, National Council, The 

American Society for Public Administration. 

Email: ji6317@aol.com 

Alex He Jingwei is secretary general, Asian 

Society for Institutional Analysis. 

For more photos visit the PA TImES website 

at patimes.eznuz.com and search the 

archives for the July 18, 2011, posting of 

this article. 

little more specific than this, but we need to 

point that, to date, there has been no systematic 

research into the nature and characteristic 

of this ‘growing gap’. Let us provide 

a few tentative elements of an explanation. 

First, as in political science since the 1920s, 

the study of public administration has witnessed 

increased specialization and ‘scientification’ 

since the 1970s. 

Could it be that the bulk of PAR’s articles 

nowadays require much prior knowledge 

(i.e, are too specialized and not catering to a 

more generalist audience), or that they are 

using a ‘language’ (that of quantitative-statistical 

research) that is less accessible to 

practitioners (which, if true, obviously assumes 

that few practitioners have advanced 

degrees; but, we know, that is not true), or 

that they are simply not usable in and relevant 

to practice? Second, could it be that 

practitioners are less motivated by public 

sector values (which would include writing 

for scholarly journals) and more by economic 

incentives? In relation to that, third, 

perhaps the middle and upper ranks in the 

career civil service are more politically and 

commercially motivated. Finally, fourth, it 

is conceivable that in a situation of almost 

continuous budgetary stress (e.g., doing 

more with less) practitioners simply have 

no more time left to write. 

That practitioners contribute less and less to 

PAR is a concern because most of ASPA’s 

membership would agree that practical experience 

is important in the classroom and 

important to inform research programs. 

Also, few would disagree with the observation 

that the study of public administration 

is and ought to remain a generalists’ study 

that provides for specialists’ skills. After all, 

while most people will be hired with an eye 

on specific skills that they learned in 

school, few will get very far in their career 

if they do not show the capacity to outgrow 

that specialists’ skin and embrace a generalists’ 

perspective. So, what can be done to 

encourage practitioner submissions to PAR? 

First, and perhaps foremost, we need to find 

out more what practitioners read in and 

want from their association’s journal. Second, 

academicians are frequently involved 

as consultants in policy-making, organizational 

reform, service-learning initiatives, 

etc., and often because they have been 

asked by practitioners. What prevents them 

from co-authoring articles so as to inform 

practice and scholarship both? Indeed, we 

should encourage practitioners and academicians 

to co-author. The past few years 

have provided public service practitioners 

the most significant challenges in decades. 

The recession, an ever changing political 

landscape, increasing community involvement 

and the management of information 

and mis-information are all elements that 

influence a practitioner’s decision making 

on a very regular basis. How helpful might 

it be to witness, study and catalog the business 

of government through the lenses of 

academicians trained to evaluate and think 

critically about the outcomes of the application 

of practice? How appropriate is it to 

record this as our governmental organizations, 

and their cultures, as they are undergoing 

significant change and 

transformations? This is a field of continually 

changing environments that must be 

understood. We think it is highly appropriate 

and indeed, a responsibility of academicians 

and practitioners to do just that. 

Third, PAR’s editorial policy throughout the 

decades has been one of outreach to practitioners 

and various features in the journal 

are illustrative of this (mention examples). 

Related to this is that PAR’s editorial team 

can invite and has invited practitioners to 

submit. Obviously, PAR does not need to 

publish the same type of articles as, for 

instance, the PA TImES or Public manager 

(ICMA’s journal); instead PAR is the only 

scholarly journal that explicitly seeks to 

bridge both types of ASPA’s membership. 

That bridge, fourth, requires more attention 

for and encouragement of the generalist 

type of article. If this does not happen, the 

gap (however empirically defined and 

measured) between practitioners and 

academicians will only increase. 

ASPA member Jim Hartmann is former city 

manager, Alexandria, VA and county manager, 

Seminole County, FL. 

ASPA member Jos Raadschelders is a professor, 

John Glenn School of Public Affairs 

at The Ohio State University. Email: raadschelders.1@osu.edu 

Have you visited ASPA’s web site lately? 

www.aspanet.org


CAREER CENTER 

How Do You Negotiate Salary? 

Recruiter Reveals Insider’s Secrets To Getting Paid What You Want 

As the job market recovers, a unique phenomenon 

is beginning to happen, and one 

expert warns it could cost you money. 

“As people who have been looking for 

work a long time start to get back into the 

workforce, many of them are so happy just 

to get a job that they sometimes accept a 

lower salary than they have to,” said Bill 

Humbert, author of RecruiterGuy's Guide to 

Finding a Job (www.recruiterguy.com). 

“Some employers feel that they can probably 

get away with a lowball offer, and many 

job hunters will grab it just so they can have 

a job. The truth is there are ways to get the 

job and still get what you want.” 

Humbert isn’t a career coach, but rather his 

expertise comes from working the opposite 

side of the job stream as a recruiting consultant 

for corporations. He knows how 

companies calculate salary, and how to 

judge their thresholds. His advice for job 

hunters includes: 

• Don’t Offer Salary Requirements–When 

you are asked to include salary requirements 

with your resume, that is typically a company’s 

first screen, and it can be used against 

you. I’ve seen people agonize over what to 

reveal, because they are afraid of pricing 

themselves out of a good job. My advice is 

to simply put “Open” in that spot. If your 

qualifications are on target, they’ll call you. 

If in the interview you’re asked what you 

made at your last job, reply by asking about 

the range for the one you are applying. 

You’d be surprised how much managers or 

human resource representatives will tell you. 

• Don’t Give Away Too Much–In many job 

applications, an employer will ask for your 

salary history. It is perfectly acceptable to 

write “Willing to discuss at appropriate 

time during interview process” and leave 

those numbers blank. Writing down those 

numbers pigeonholes you, and reduces your 

negotiation power. 

• Don’t Negotiate Salary–That’s right. 

Don’t negotiate salary in the interviews. Instead, 

negotiate when you’ll give them your 

salary requirements. When they ask you for 

that figure, tell them you don’t know what 

you’d require until you have a clear picture 

of the job requirements and potential for advancement 

over the next five years. After 

you have that information, and you’re asked 

again for that number, respond by asking to 

go through what I call your “impacts”– 

areas of your job that directly impact the 

company’s bottom line. This discussion will 

allow you to demonstrate what you bring to 

the table. At the end of that discussion, simply 

tell them that you are very interested in 

the position, and that you’d seriously consider 

any offer they’d like to make. 

• Keep Networking–Once you have a job 

offer, it’s not a done deal until you accept it. 

Until that happens, keep networking and 

looking for jobs. It may give you valuable 

market-worth data about the position 

you’ve been offered. It may also be a safety 

net in case something goes awry between 

the time you receive an offer and the time 

you accept it. 

• Accepting the Offer–Once an offer is 

given, you have the right to ask for a clarification 

on it. Asking “Is there any flexibility 

in this offer?” may help to open a discussion 

of increasing the offer. If it does, don’t 

expect a large boost in base pay, but rather, 

an extra week of paid vacation, a signing 

bonus or other such perks. 

“Keep in mind that salary negotiation is more 

art than science, so these tips may not always 

apply,” Humbert added. “Many hourly workers 

don’t have as much flexibility on pay, and 

some companies have policies that would require 

you to adjust the script a little to fit 

those situations. The key thing to remember 

is that you don’t have to give them a salary 

range that would jeopardize your earning potential, 

and that you don’t have to accept their 

first offer most of the time. 

Remember that they are interviewing you because 

they need to fill that position. It’s important 

to the company to have someone in 

that job, and while they are considering you, 

they aren’t doing you a favor. They need 

what you have to offer, so you should get the 

best offer out of them that is possible.” 

Point Park’s Online Certificate 

in PA Gives Public Workers, 

Nonprofit Professionals a 

Career Edge 

Pittsburgh–Government and nonprofit professionals 

have a new resource for career 

advancement with Point Park University’s 

online certificate program in Public Administration. 

The 18-credit certificate program– 

entirely online–is designed for busy 

professionals to complete in just 12 months. 

The program is designed for individuals 

with careers or professional interests in: 

• Public Safety (police, fire, emergency 

medical service) 

• Local Government 

• State Government 

• Federal Government 

• Government Subcontracting 

• Nonprofit Organizations 

In addition to government professionals 

and nonprofit employees and managers, 

the program will interest private sector 

employees who manage or work with government 

contracts. 

FYI 

The certificate program provides access to 

Point Park University’s top public administration 

and management professors from the 

School of Business. The certificate program 

includes six courses, three required and 

three electives. Students can choose from 

classes in personnel management, budget 

and finance, disaster management and other 

courses that will help them reach their education 

and career goals. 

For more information about the online 

certificate and all programs for adult students, 

contact mike Powell at the Office of 

Graduate and Adult Enrollment, at 412- 

392-3807 or mpowell@pointpark.edu. 

Centers on the Public Service: 

Connecting Theory, Practice 

As part of its MPA program, George 

Mason Univeristy’s Department of Public 

and International Affairs has established 

three new centers to serve the complex 

needs of the broader public service. 

The Center for Federal management Leadership 

will be directed by Sheldon Edner, 

former director of the MPA Program at 

Portland State and senior staff with the federal 

Department of Transportation. Opportunities 

to be pursued include preparing 

new managers for their broader responsibilities 

and promoting federal collaboration 

with other sectors of the economy. 

The State and Local Government Leadership 

Center will be directed by Frank 

Shafroth, former senior lobbyist for the 

National Governors Association and the 

National League of Cities. This center will 

focus on the implementation of state and 

local policies, especially in the areas of 

ethics, demography and fiscal stewardship. 

The Center for Nonprofit management, 

Philanthropy, and Policy will be directed 

by Alan Abramson, formerly senior manager 

with the Aspen Institute and the 

Urban Institute. This center will seek to 

improve the effectiveness of nonprofit organizations 

through research, training, 

public education, and other activities that 

engage nonprofit leaders and others who 

care about these important institutions. 

Current major interests are: the role of 

foundations and philanthropy in our society; 

nonprofit-government relations; nonprofit 

accountability, governance, and 

effectiveness; global civil society; and social 

enterprise and social entrepreneurship. 

Online Government Job and Internship 

Resources 

www.PublicServiceCareers.org 

ASPA’s Online Career Center allows students 

and other members to post résumés, search a 

job database and apply for jobs online. 

Hot Jobs/Cool Internships 

eNewsletter–www.makingthedifference.org/ 

federaljobs/hotjobs.shtml 

Federal Job Information– www.makingthedifference.org 

www.careersingovernment.com 

This site offers nationwide listings of jobs in 

government, education and the public sector. 

Search for a listing containing specific key 

words, or view a list of employers by state. 

www.studentjobs.gov 

This website is the one-stop portal for a range 

of employment opportunities for students 

within the federal government, whether in 

high school, college, or graduate school. 

www.usajobs.gov 

The official U.S. government job site, this 

site provides a database of over 14,000 federal 

employment opportunities.


Pay It Forward...Career Advice from an ASPA Member 

CAREER CENTER 

Dana-Marie Seepersad 

There is an old proverb which states that 

leadership is doing the right thing while 

management is doing things right. Both 

leadership and management are essential in 

securing corporate success. A thorough understanding 

of how the roles and responsibilities 

of leaders and managers are similar 

and different is essential for any organization 

to function successfully. 

Leadership can be classified as a process of 

setting a new direction for a group or organization. 

Management; directing and controlling 

according to established principles. 

Leadership is an asset of a successful manager. 

Thus, the main aim of a manager is to 

maximize the output of an organization 

through administrative implementation. In 

so doing, managers undertake the tasks of 

organizing, planning, staffing, directing and 

controlling. Leadership is a component of 

directing. In this regard, a manager cannot 

simply be a leader, as he/she requires formal 

authority in order to be effective. 

Managers generally have subordinates except 

when a position is granted to them 

based on seniority. They operate from a position 

of authority accorded to them by their 

organization. Management is transactional 

by nature; that is, the manager tells the subordinate 

what to do, and the subordinate follows 

because of they are paid to do so. It 

should be noted that managers are paid to get 

things done often within tight constraints of 

time and money. They thus delegate work to 

their subordinates accordingly. For instance, 

an interesting research finding about managers 

is that they tend to come from stable 

home backgrounds and lead relatively normal 

and comfortable lives. This allows them 

to be quite risk-averse. In addition, they seek 

to avoid conflict where possible. 

By contrast, leaders do not have subordinates 

except organizational leaders who also happen 

to be managers. However, should they 

desire a position of leadership, they must dispense 

with formal authoritarian control since 

to lead means having followers and following 

is a voluntary activity. Leadership embodies a 

charismatic, transformational style. Distributing 

orders to people does not necessarily inspire 

them to follow someone. Instead, 

leaders appeal to people by demonstrating 

that by following them, they have much to 

gain. Leaders generally possess strong 

charisma and the art of persuasion. 

With these, they are able to attract people to 

their cause, through which they promise 

transformational benefits. For instance, 

their followers will not just receive extrinsic 

rewards but, by one way or another become 

better people. A leader is therefore a people 

person who is very effective at engendering 

loyalty. In some instances a leader is not always 

required, for example, self motivated 

groups may not require a single leader and 

may find leaders dominating. 

A major distinction between management 

and leadership is that managers manage 

things but leaders lead people. Things may 

include physical assets, processes, and systems. 

People refer to customers, external 

partners, and people in a team or organization. 

When dealing with things, we talk 

about a way of doing. However, referring to 

people incorporates a way of being. Management 

is getting people to do what needs 

to be done. Leadership is getting people to 

want to do what needs to be done. In this 

vein, managers push while leaders pull; 

managers command, leaders communicate. 

Leadership can be defined as a process 

through which an individual influences a 

group of individuals to achieve a common 

goal. The function of management is to ensure 

fulfillment of organizational goals in a 

consistent, efficient and orderly way. Both 

leadership and management can be seen as 

effective means of achieving organizational 

goals. Leadership is about influence and so 

is management. Thus, leadership is an important 

function of management due to its 

ability to create long term vision, develop 

values, culture and the behavior necessary 

for inspiring people. Leadership is responsible 

for designing and developing a suitable 

management system for the organization, to 

ensure systematic and orderly accomplishment 

of desired goals. 

Based on this comparison, it is clear that 

leadership creates a context for management 

to exist. Management, through carefully 

laid out processes and systems, ensures 

that effective leadership at every level 

is developed in an organization. Leaders 

chart the future through strong ideas and 

leave strong imprint of ideology for the 

company on which the management system 

is designed. In the absence of leadership, 

management lacks vision, mission and long 

term goals. In addition, leadership without 

effective management lacks the discipline 

and coordinated effort required in accomplishing 

long term goals of an organization. 

Leadership is a process in which there is no 

best or worst way of doing something; no 

universal framework or model. Management 

however, is a science, where definite 

frameworks and systems exist to carry out 

functions. Thus, an organization is run on 

the strength of its management systems and 

the vigor of its leadership to spring forward. 

Ultimately, while leadership and management 

can be considered as two distinct aspects 

of an organization, they must also be 

seen as inseparable and intertwined. Without 

one, the effectiveness of the other is threatened. 

This understanding enables us to manage 

and lead our organization with the 

utmost effectiveness and efficiency possible. 

ASPA member Dana-marie Seepersad is a 

PhD student in public policy and administration 

at Walden University. Email: danamarie.s@hotmail.com 

THE UN-COMFORT ZONE, a column by Robert Wilson 

Bleed It Out 

Robert Wilson 

Half a century ago marketing consultant, 

James Vicary, pulled a hoax on the American 

people as a way to promote his advertising 

agency. He reported that he flashed the 

words “Drink Coca-Cola” and “Eat popcorn” 

on the screen for a millisecond during a 

movie in a theater, and caused large numbers 

of people to visit the concession stand. He 

called the effect Subliminal Advertising. 

Subliminal means that the effect functions 

below the threshold of consciousness. Years 

later, when others failed to duplicate his results, 

he admitted that he made the whole 

thing up. Never-the-less, the myth continues. 

So, is there any advertising that does work 

below the threshold of consciousness? Yes. 

Much of advertising is clearly designed to 

speak to you on a subconscious level. Ads are 

created to get you to relate to the setting; the 

background music; the age, race and gender 

of the actors; their clothing; and the activities 

in which they are involved. The idea is that 

you will recognize yourself in these people 

and, in turn, make the connection, “Ah, this is 

my kind of product.” You don’t think it...you 

feel it. And, feelings move us to act. 

A few years ago I was involved in nonprofit 

fundraising for a Christian Mission in 

Africa. In order to learn what type of appeal 

would bring in the most money, we conducted 

a series of focus groups. We asked, 

“Which would you be more likely to do: A. 

Give money to feed starving babies; or B. 

Give money to teach people how to grow 

drought resistant crops that would end starvation 

in their community.” The answer 

they gave was almost universally: B. The 

comments we heard frequently included the 

proverb: “Give a man a fish and you feed 

him for a day; Teach a man to fish and you 

feed him for life.” 

We then tested both appeals. Oops, the 

focus groups were wrong. The appeal for 

feeding starving babies won by a landslide. 

The lesson we learned was that the emotional 

appeal to save the life of a child is 

much more powerful than a logical appeal 

for teaching a village survival skills that 

would eliminate starvation. From that point 

forward, the heart-tugging stories of babies 

dying headlined every ad we ran. 

Emotion trumps logic every time. Take for 

example, Nick Ut's 1972 photograph of a 9- 

year-old Vietnamese girl who was naked, 

shrieking and running away from her village 

that had just been bombed with napalm. Fear, 

despair and suffering were written all over 

her face. More than anything it was her complete 

vulnerability that captured our attention. 

One snapshot revealed the gut-wrenching 

horror of war, and millions of people, whose 

hearts were touched, turned their attention toward 

ending the Vietnam War. 

Perhaps you recall hearing these potent 

words in a speech by Jesse Jackson back in 

1984: “These hands... these black hands... 

these hands that once picked cotton will 

now pick presidents.” Thrilling words. Exciting 

words. I remember them well. And, 

even though I wasn’t his target audience, 

they created a powerful image in my mind, 

and when he finished, all I could say was, 

“Wow!” Meanwhile, for millions of African 

Americans, it was the motivation needed to 

put apathy aside and go to the ballot box. 

We are charged and moved by many emotions. 

Here are just a few: acceptance, 

amusement, anger, angst, annoyance, anticipation, 

arrogance, awe, anxiety, bitterness, 

calmness, caution, confidence, courage, determination, 

disappointment, discontent, 

disgust, desire, delight, elation, embarrassment, 

envy, excitement, fear, friendship, 

frustration, gratitude, grief, guilt, hate, happiness, 

impatience, inadequacy, irritability, 

inspiration, joy, jealousy, kindness, loneliness, 

love, lust, modesty, negativity, nostalgia, 

paranoia, patience, pity, pride, regret, 

resentment, sadness, self-pity, serenity, 

shame, surprise, timidity, torment, worry, 

yearning, and zeal. 

Which ones move you? 

Robert Evans Wilson, Jr. is a motivational 

speaker and humorist. For more information, 

visit www.jumpstartyourmeeting.com.


STPA Announces 

Best Paper Award Winner 

John Bartle 

Mengchang Yang has been awarded the 

Best Student Paper Award by the Section 

on Transportation Policy and Administration 

(STPA) of the American Society for 

Public Administration (ASPA) for 2011. 

Yang’s paper, titled “Ontology for Agent- 

Based Modelling for City Logistics,” was 

selected as the best student paper by a 

panel of three judges. The panel noted the 

readability and applicability of Yang’s work 

in advancing transportation logistics. The 

abstract of the paper is provided below. 

Yang recently completed his masters of science 

in transport, infrastructure and logistics 

at Delft University of Technology (TU 

Delft), Netherlands. Yang also holds a 

bachelor’s degree in package engineering 

from the University of Shanghai for Science 

and Technology, P.R. China. Yang 

plans to present this paper at the Transportation 

Research Board conference in 

January. He receives a $250 award for this 

accomplishment. 

In accepting the award, Mr. Yang expressed 

his gratitude to his thesis committee members: 

Nilesh Anand, Ron van Duin, Rob 

van Nes and Lorant Tavasszy, all at TU 

Delft. His future plans are to look for a job 

in the area of supply chain management or 

container terminal operation in Shanghai. 

Abstract: City Logistics is a discipline specialised 

to cope with the sustainability 

problems encountered in urban freight 

transport. A key characteristic of it is the 

heterogeneity of the stakeholders involved. 

Besides the traditional logistics actors like 

shippers, carriers and receivers that share 

consistent interests (i.e. price and quality), 

City Logistics highly respect the interests 

of public administrators and citizens that 

care more about the social welfare. 

To reach an optimal balance between private 

and public benefit, it is necessary to 

understand and in turn forecast the behaviour 

pattern of different groups. In recent 

years, agent-based modelling has been 

practiced as an unconventional tool to fulfil 

this task for its strong capability on capturing 

the dynamic behaviour of individual 

stakeholders and their interconnections. 

Referring to other domains (e.g. energy system) 

where the application of agent-based 

modelling is relatively mature, a following 

urgency is to achieve interoperability and in 

turn reusability between models via introducing 

formal ontologies as shared templates 

with which developers can standardise their 

models. This paper introduces an initiative of 

developing an ontology that formalises the 

domain knowledge of City Logistics. 

ASPA member John Bartle is David Scott Diamond 

Professor of Public Affairs and director, 

School of Public Administration at 

University of Nebraska Omaha. He is also 

chair of STPA. Email: jbartle@unomaha.edu 

Supporting 

Contributors 

Carl W. Stenberg 

Chapel Hill, NC 

Thomas Vocino 

montgomery, AL 

Mortimer L. Downey 

Vienna, VA 

Terry L. Busson 

Fort myers, FL 

Nancy R. Kingsbury 

Potomac, mD 

Raymond W. Cox, III 

Akron, OH 

Allen C. Lomax 

Alexandria, VA 

Joseph Adler 

Bowie, mD 

Denise E. Ovrom 

Diamond Bar, CA 

Kathryn E. Newcomer 

Rockville, mD 

Richard E. Hill 

Sacramento, CA 

Stephen E. Bacher 

Vienna, VA 

Stephen E. Condrey 

montevallo, AL 

Barbara J. Avard 

Charlotte, NC 

David C. Broom 

Seattle, WA 

James M. Baxter 

Judith J. Kirchhoff 

Newark, NJ 

Donald A. Cole 

Asheville, NC 

ASPA Contributors 

Harold Abrams 

Odessa, TX 

Kenneth A. Macias 

Sacramento, CA 

Ann M. Ludwick 

Fairfax, VA 

William B. Eimicke 

Old Chatham, NY 

Martha W. Marshall 

Haymarket, VA 

Stephen C. Benowitz 

Vashon, WA 

Bogdan Dziurzynski 

Bend, OR 

John H. Stanley 

Bethesda, mD 

Gayla A. Kraetsch 

Hartsough 

Sherman Oaks, CA 

Frank S. Zolin 

Fair Oaks, CA 

Rodney B. Benson 

Flushing, NY 

Mark Henkels 

monmouth, OR 

Individual 

Contributors 

Ron Painter 

Silver Spring, mD 

Ruby E. Johnson Nelson 

Upper marlboro, mD 

Reuben L. Leslie 

Austin, TX 

Kenneth James Brown 

San Diego, CA 

Verna Velez 

King George, VA 

SECM: Joining Now is 

More Important than Ever 

Sustaining 

Contributors 

David S. Arnold 

Falls Church, VA 

William T. Tyrrell 

Voorheesville, NY 

Glen Hahn Cope 

St. Louis, mO 

Paul Posner 

Clifton, VA 

Endowment 

Contributors 

Tracey Swanson 

Chicago, IL 

Raymond D. Bodnar 

Bridgewater, NJ 

George A. Damiano 

Albany, NY 

Bradley H. Patterson, Jr 

Bethesda, mD 

Howard A. Frank 

Hollywood, FL 


Austin, TX 

New Professional 

Contributors 


Austin, TX 

Timothy D. Etson 

Fayetteville, GA 

Claire Connolly Knox 

Orlando, FL 

Tonya T. Neaves, Jessica R. Shappley 

Over the past year, the world has endured a number of disasters with catastrophic consequences. 

January 2010 opened with a 7.0 magnitude earthquake that devastated Haiti, while 

an 8.8 magnitude earthquake struck Chile the following month. Subsequently, on Earth 

Day, the Deepwater Horizon drilling rig exploded, releasing crude oil into the seawaters for 

almost three months. Pakistan then endured its worst flooding in 80 years after the arrival of 

the annual monsoons. 

Such disasters continued progressively into 2011, including a 9.0 magnitude earthquake 

that struck Japan, triggering a 23-foot tsunami and resulting in a close nuclear crisis. The 

following month, tornadoes and violent severe weather ripped through the southern 

United States, making it the largest tornado outbreak in the U.S. history. 

In wake of this recent trend, the role of emergency management in disaster planning and 

response is more important than ever. The American Society for Public Administration 

section charged with such efforts is the Section on Emergency and Crisis Management 

(SECM). 

SECM’s role is two-fold: it seeks to improve the quality of emergency management in the 

public sector, and it seeks to bring emergency management into the mainstream of public 

administration. SECM holds annual meetings, distributes an EM Dispatch Newsletter, 

and maintains active Facebook and Twitter accounts to disseminate information. 

It is by the charge of its members that SECM offer sound academic and practitioner insights 

toward increasing emergency management effectiveness at all levels of government. 

For more information about how to join SECm, please contact Board member and membership 

Chair Tonya T. Neaves at secmataspa@gmail.com.


Obituaries 

In Memory of Elmer Staats 

Paula A. Steigman 

Paula A. Steigman, widow of ASPA 

member Arnold Steigman, died 

peacefully at home July 22, 2011. 

Paula was a public administrator and 

ASPA member in her own right having 

served in key positions in several New 

York State agencies including the Commission 

on Corrections, the Division of 

Criminal Justice and the Office of 

Homeland Security among others.–Wallace 

C. Davis 

Mary Elizabeth Grisco 

Mary Elizabeth Grisco died of uterine 

cancer on June 19, 2011. She was born 

January 13, 1947 in Varney, WV. 

Mary spent her life working as a champion 

of social justice causes (especially 

for women, children and minorities and 

against the death penalty) and for the 

protection of the environment. Mary 

proudly wore the labels of feminist and 

environmentalist and was not shy about 

pointing out to people that these were 

noble terms to defend.–Paul Laverty 

Mary was truly a free-thinker who 

brought an independent perspective to 

her service on the National Council. 

Even in ill health, she attended the Baltimore 

Conference and sent me texts 

during some of the major sessions with 

suggestions on how to improve ASPA! 

Mary’s passing reminds us of the 

fragility of life and hopefully inspires 

each of us to make a real difference in 

the lives of the next generation of 

ASPA members, something she strove 

to accomplish over the past few 

decades.–Erik Bergrud 

We could always count on Mary to 

forcefully promote accountability and 

transparency for the public administration 

issues she was passionate 

about–and there were many. In that regard 

she was a force for ASPA and will 

be missed greatly.–Cheryle Broom 

Eugene H. Denton 

Eugene H. Denton, 77, died May 14, 

2011, after a brief battle with leukemia. 

Denton was a former National Council 

member of ASPA. He was county administrator 

in Johnson County from 

1985-1998, and previously served as 

the city manager of Wichita for nine 

years, and as assistant city manager in 

both Fort Worth and Dallas, TX. 

A Tribute to Elmer Staats 

mary R. Hamilton 

I had the privilege of working in Elmer 

Staats’ General Accounting Office (GAO) 

for the last two years of his tenure–1979- 

1981. It was Elmer’s vision of GAO as a diverse 

organization–diverse in gender, race, 

culture, and discipline–that made it possible 

for me to find a place in the agency. 

As a female social scientist, I would not 

have fit in the pre-Staats GAO–predominately 

white male, trained in accounting/auditing. 

But in the GAO that Elmer created, 

people like me were welcomed and challenged 

to help develop and enhance GAO’s 

program evaluation, research methods, and 

policy analysis capabilities. 

Elmer was highly respected on Capitol Hill 

by members and staff from both parties and 

both houses. As important, he was loved 

and respected by the people who worked for 

him in GAO. Though he expected a lot from 

his staff, he also respected them and sought 

their opinions. 

Elmer Staats was a founder and president of 

ASPA, a founder of NAPA, and a prime 

mover behind development of the National 

Public Service Awards (NPSA). He supported 

all of these unstintingly for decades, 

as he did many other good governance organizations 

and activities. He contributed 

leadership, energy, great ideas and much 

more to building a stronger public service. 

I saw a lot of Elmer when I was Executive 

Director of ASPA. Whenever I visited him, he 

would ask how ASPA was doing and what he 

could do to help. I also remember the piles of 

books on his sofa–biographies, books of history, 

etc. He was always learning. 

When we celebrated ASPA’s 60th anniversary 

in 1999, we honored Elmer with a gala 

reception at Union Station in Washington, 

DC. My husband, Jack, and I had the honor 

of giving Elmer a ride from his home to 

Union Station. Unfortunately, it was rush 

hour, so we were much later than planned arriving 

at the reception. Elmer, sitting in the 

front seat with Jack, was not at all concerned. 

Prodded by questions from Jack, he graciously 

related wonderful stories about the 

US Presidents he’d worked with and historic 

events he’d been part of. I was the only one 

who was apoplectic about being late. 

Elmer Staats was a role model for many of 

us. He was an outstanding leader, public servant, 

statesman, and an elegant and gentle 

man. Rest in peace, Elmer, and thank you. 

From ASPA’s Executive Director 

Our hearts are saddened by the news of 

Elmer’s passing. However his life’s work, 

Then ASPA Executive Director Mary Hamilton; then NAPA Pesident F. Scott Fosler; Elmer Staats and 

former U. S. Comptroller General Charles A. Bowsher all pose together in 1999 during a reception in 

celebration of ASPA’s 60th Anniversary. During the celebration Staats was honored as a founding 

member of the Society. 

and his contribution to the development of 

ASPA, will sustain his memory. Indeed, 

Elmer’s work to advance accountability, professionalism 

and pride in public service 

makes all of us who had the honor to know 

him very proud.–Antoinette Samuel 

From ASPA’s Past Presidents 

My first full-time position after graduation 

was in performance auditing for the Commonwealth 

of Virginia. Elmer set the tone 

and, the standards for the work done by myself 

and a couple of generations of public servants. 

He had a direct and lasting impact on 

my professional values.–Dan Ahern, 2001-02 

Elmer was truly a great American. I benefited 

greatly from the time he chose to spend 

with me , as did countless others, I am certain.–Walter 

Broadnax, 2003-04 

I am deeply saddened by the news that Elmer 

Staats has passed away. He was a towering 

giant among the leaders in the public service 

community and we took a great pride in him 

being a member, founder, and leader of the 

American Society for Public Administration. 

Needless to say, elmer will be missed so 

much by so many whose lives had been 

touched by Elmer. I wish him a peaceful 

rest.–Yong Hyo Cho, 1996-97 

Elmer was a wonderful person and we all 

owe him a great deal. He made a difference 

to our country, our government, and ASPA in 

so many ways that we each only know a few. 

I am glad I knew him.–Glen Hahn Cope, 

2002-03 

Elmer was an inspiration to us all. He made 

such a difference in so many lives!-Robert 

Denhardt, 1987-88 

Elmer Staats forever influenced the practice 

and study of public administration, especially 

in our attention to matters of accountability, 

oversight and high performance standards for 

our field. I am privileged to have met him 

and experienced his presence in ASPA, 

NAPA and other sister organizations. Those 

of us in the "accountability professions" owe 

him a debt of gratitude. And he was instrumental 

in creating a culture that opened 

doors for my earliest professional experiences 

in productivity improvement and performance 

auditing. 

We mourn his passing and celebrate his rich 

contributions to the profession we 

love.–Wendy Haynes, 2006-07 

Those of us who had the privilege of knowing 

and working with Elmer are mourning 

his death. He represented the best of ASPA 

and his service to our nation and to our organization 

made him an outstanding leader. 

He was a humble man of great accomplishments. 

He inspired many of us and brought 

honor to our profession. We must find a 

way to preserve his legacy and to make sure 

that future generations learn about his contributions 

and are motivated to follow his 

example.–Naomi Lynn, 1985-86


Evergreen Chapter Members Meet with 

International Ambassador to Ban Land Mines 

Former Nobel Peace Prize Winner Tun Channareth Offers Private Conversation with Members of Evergreen Chapter 

Mary Van Verst 

In June Tun Channareth, an internationally 

renowned advocate for a ban on landmines 

and co-recipient of the 1997 Nobel Peace 

Prize, came to Seattle from Cambodia to receive 

an honorary graduate degree from 

Seattle University. During his stay, 

Channareth spoke to a variety of groups, 

and offered a private conversation with 

members of ASPA’s Evergreen Chapter. 

Channareth was a resistance soldier near the 

Thai-Cambodian border in 1982 when an explosion 

took his legs, but ultimately connected 

him to humanitarian work that 

transformed his life and helped others. After 

both his legs were amputated, Channareth 

spent 13 years at a Thai refugee camp, where 

he received vocational training. Then he returned 

to Cambodia to begin making affordable 

wheelchairs for landmine survivors. 

“The suffering never stops,” Channareth 

told Seattle Times reporter, Jack Broom. He 

added that one of every 230 people in his 

country is an amputee, the bulk of their injuries 

caused by land mines left over from 

decades of civil war and incursions by foreign 

military. 

Channareth is devoted to the message that as 

many as five million land mines and other 

undetonated explosives remain in Cambodia 

alone, many capable of killing a child at play, 

or a worker in a farm or field. Even if the 

field is cleared of mines once, the danger can 

return as plastic-encased explosive devices 

move around in annual floods. 

On most days, Channareth visits amputees 

and their families in some of the 500 villages 

of his country. He and staff from his 

organization often provide drinkable water, 

food, and wheelchair repair. For some families 

they help provide jobs. One example, 

he said, is providing a box of tools, which 

can enable a person to work locally on common 

jobs, such as repairing bicycles. In 

some cases, they might provide a cow to a 

family, or a bicycle, or work with local villagers 

to build a well. 

We asked Channareth what we could do to 

help support his mission. He emphasized 

that people can weigh in on the subject by 

signing the on-line petition requesting that 

the United States join other countries in a 

global effort to ban landmines. 

http://www.avaaz.org/en/obama_ban_mines 

/96.php 

Additional information and ways to help 

can be found though the International Campaign 

to Ban Landmines 

.http://www.icbl.org/ 

Read more about Tun Channareth in Jack 

Broom’s article in the Seattle Times at: 

http://seattletimes.nwsource.com/html/localnews/2015249951_landmines07m.html 

ASPA member mary Van Verst is program 

development and evaluation coordinator for 

the Washington Commission for National & 

Community Service. Email: mary.Van- 

Verst@ofm.wa.gov 

Tun Channareth and Mary Van Verst talk on the campus of Seattle University. 

T THE THE 

CENTERC 

FOR ACCOUNTABILITY A 

AND 

PERFORMANCE 

P 

ERFO 

2012 AWARDS NOMINATIONS 

ONS 

Submit your 

nominations 

for 

the 2012 Center 

for Accountability and Performance 

Awards. Refer 

to the ASPA award criteria at www.aspaonline.org and click on 

the “awards” tab for details and to download a nomination ion form. Include a one- 

page summary explaining why the individual or 

organization ation nominated 

deserves this 

award 

and their accurate contact information. on. Please submit 

nomination materials 

to the 

contact 

person listed under 

the award or 

contact 

t 

Maria Aristigueta at 

mariaa@udel.edu if 

you need additional information. 

The submission i deadline dli is 

September 14, 

2011. 

. 

J 

JOSEPH WHOLEY W DISTINGUISHED D D SCHOLARSHIP S HIP AWARD A Awarded for outstanding 

scholarship on performance in public and nonprofit 

organizations. ons. 

Contact: jeremy.hall@utdallas.edu 

HARRY R 

HATRY H DISTINGUISHED PERFORMANCE P E MEASUREMENT 

M 

P 

PRACTICE CE AWARD A Presented to an individual 

whose outstanding teaching, education, training and 

consultation in performance measurement 

has 

made a significant if 

contribution to 

the practice of public administration. Contact: 

kyang@fsu.edu 

C 

CENTER FOR ACCOUNTABILITY A ABILITY AND 

PERFORMANCE P E ORGANIZATIONAL 

O L 

LEADERSHIP AWARD A Awarded to an organization, on, 

it 

recognizes outstanding 

applications 

of a 

systems 

approach proach to performance e measurement 

that has 

resulted in a culture change, 

sustained improvements, 

and demonstrated positive effects fects on government 

performance and accountability. ability. 

Contact: john.kamensky@us.ibm.com


The RecruiterWHERE EMPLOYERS AND JOB SEEKERS MEET 

UNIVERSITY POSITIONS 

Human Resource Management Faculty Position 

School of Government 

University of North Carolina at Chapel Hill 

Position: Tenured or tenure-track (up to associate professor level), depending on qualifications, in Human Resource 

Management. Candidates should have expertise in areas of human resource management, organizational theory, and 

public administration. Demonstrated skills in research methods and public management preferred. 

This position will teach and conduct research primarily in the substantive area of human resource management for 

the School’s highly ranked Master of Public Administration Program. Specific responsibilities include teaching two 

courses annually, serving on capstone committees, advising students, and providing general support of the MPA 

program. 

This position will contribute to the School’s core mission: teaching, advising, and creating scholarship for human 

resource management and public management professionals who work in state and local government. The faculty 

member will design, instruct, and administer orientation and advanced education programs for North Carolina state 

and local government officials. Responsibilities include teaching on HR and management topics in existing courses 

as well as developing new programs and courses. The position will serve as the School’s liaison to state and local 

professional organizations in human resource management. Candidates should demonstrate the ability to collaborate 

with both colleagues and clients, and build partnerships with membership associations. 

Faculty appointments are year-round (rather than for the 9-month academic year). Work is centered in Chapel Hill, 

but requires in-state travel. 

Background: The School of Government (www.sog.unc.edu) at UNC-Chapel Hill has 48 faculty members and its 

mission is to improve the lives of North Carolinians through engaged scholarship that helps public officials improve 

state and local government. The UNC-Chapel Hill MPA Program (www.sog.unc.edu/uncmpa) is recognized as a 

top program nationally. 

Qualifications: Doctorate in public administration or management, political science, public policy or related field 

required. A record of, or potential for, teaching, consulting, research and publication is required. Desirable experience 

includes: (1) designing, delivering and administering training to government officials; (2) consulting with government 

officials; and (3) designing and teaching programs using adult education principles. 

Application deadline: Online submission of applications is required. Click on the Direct Link URL 

(http://jobs.unc.edu/2501438) from any internet browser to apply for the position. Learn more at 

www.sog.unc.edu/about/employment.html. 

We will require a resume, a cover letter describing your interest in the position, and a writing sample. For more information 

contact the recruiting committee chair: Thomas H. Thornburg, Sr. Associate Dean; School of Government; 

CB# 3330, Knapp-Sanders Building; UNC-Chapel Hill; Chapel Hill, NC 27599- 3330 

Position will be open until filled. Application review will begin on October 1, 2011. Expected starting date is July 

1, 2012, but an earlier start date may be possible. 

The School of Government is strongly committed to achieving a diverse faculty. 

The University of North Carolina at Chapel Hill is an Equal Opportunity Employer. 

Assistant Professor 

Department of Public Administration 

University of Illinois at Springfield 

The University of Illinois at Springfield invites applications for a tenure-track Assistant Professor position. 

Qualifications for the position include an earned doctorate (at the time of appointment) in public administration, political 

science, or a related field, with strong teaching and research interests in one or more of the disciplines or subdisciplines 

of public administration or public policy. Ability to teach organizational theory and capstone are desired, 

but not required. Willingness to serve on DPA dissertation committees is important. Applicants should have an 

emerging record of excellence in teaching, scholarship, and professional service and an established research agenda. 

Salary is competitive, depending on qualifications. This position will require teaching a portion of coursework in 

our online program. Experience in online teaching is desirable. 

The Department of Public Administration is housed in the College of Public Affairs and Administration and offers 

an accredited MPA and also a DPA degree. 

Located in the state capital, the University of Illinois at Springfield is the third campus of the University of Illinois. 

The UIS campus serves over 4,000 students in 19 graduate and 20 undergraduate programs. The academic curriculum 

of the campus emphasizes a strong liberal arts core, an array of professional programs, extensive opportunities in 

experiential education, and a broad engagement in public affairs issues of the day. The campus offers many small 

classes, substantial student-faculty interaction, and a technology-enhanced learning environment. Its diverse student 

body includes traditional, non-traditional, and international students. UIS faculty are committed teachers, active 

scholars, and professionals in service to society. 

Screening of applications will begin October 15th and will continue until the position is filled. Further information 

is available on the Department of Public Administration Web site at www.uis.edu/pa/. 

Inquiries may be directed to the Department by e-mail at mpa@uis.edu or by phone at (217) 206- 

6310. Please send a letter of application, curriculum vitae, names, addresses and telephone numbers of three references, 

and any other pertinent information to: Public Administration/Center Search Committee, University of Illinois 

at Springfield, One University Plaza, MS PAC 420, Springfield, IL 62703 

Tenured or Tenure-Track Faculty Rank Open 

Department of Public Administration 

The University of Texas at San Antonio 

The Department of Public Administration at the University of Texas at San Antonio (UTSA) invites applicants for 

a tenured or tenure-track faculty position (Rank Open) in Public Administration beginning Fall 2012 (pending budget 

approval). 

Required qualifications: A Ph.D. in Public Administration, Public Policy, Political Science, Economics, Urban Planning 

or a related discipline. 

To be considered at the tenure-track assistant professor level, successful applicants must be able to articulate a research 

agenda, have an emerging record of publications, excellent teaching skills and commitment to service. 

To be considered at the tenured associate professor level, successful applicants must have an established research 

agenda, a strong record of publications, excellent teaching skills with demonstrated effectiveness and a track record 

of service. 

To be considered at the tenured full professor level, successful applicants must be recognized authorities in their respective 

fields of specialization, have excellent teaching skills with demonstrated effectiveness and a track record 

of service. 

Preferred qualifications: Substantive specializations are open. Applicants who are able to teach courses in nonprofit 

management, public budgeting, economics, and urban management are especially encouraged to apply. Policy areas 

of strategic interest to UTSA and the College of Public Policy include health, security, energy and environment, 

human and social development and sustainability. Applicants whose substantive expertise is relevant to these areas 

are strongly encouraged to apply. 

Responsibilities: Research, teaching (graduate and undergraduate), and service. Courses will be offered primarily at 

the UTSA Downtown Campus. The department currently offers a NASPAA accredited Master of Public Administration 

(MPA) degree, a graduate certificate in Nonprofit Management, collaborates with the College of Architecture 

in a master’s degree in Urban Planning and Regional Planning, and a Bachelor in Public Administration (BPA) 

degree (starting in Fall 2011). 

Applicants must submit: 

• A letter of application which includes the level for which they wish to be considered 

• Curriculum Vitae (including the names, addresses, and telephone numbers of three references) 

• Two journal articles or other samples of research and writing 

• Teaching evaluations, if applicable 

Send application materials to: Faculty Search Committee Chair, Department of Public Administration, The University 

of Texas at San Antonio, 501 W. Cesar E. Chavez Blvd., San Antonio, Texas 78207-4415 

Review of applications will begin on November 1, 2011 and will continue until the position is filled. 

UTSA is an Affirmative Action/Equal Opportunity employer. Women, minorities, veterans, and individuals with 

disabilities are encouraged to apply. Applicants who are selected for interviews must be able to show proof that they 

will be eligible and qualified to work in the United States by time of hire. 

View and Post Job Ads Online 

www.PublicServiceCareers.org

PA TIMES 

ConFerenCesCalendar 

September 2011 

6-10 EGPA Annual Conference 

Location: Bucharest, Romania 

More Info.: www.iias-iisa.org/egpa/ 

14 WEBINAR: Collaborative Public 

Management: 10 Greatest Hits 

Time: 1:00 P.M.–2:00 P.M. ET 

More Info.: www.aspanet.org 

22–24 SECoPA 

Location: New Orleans, LA. 


24-25 ASPA Mid -Year Meeting 

Location: New Orleans, LA. 


October 2011 

12-15 ABFM 

Location: Washington, DC 

More Info.: www.abfm.org/ 

18-20 2011 International Conference on Public 

Administration (7th ICPA) 

The Future of Public Administration: 

Accountable and Transparent Government in 

a Networked World 

More Info.: www.icpa-uestc.cn 

19 WEBINAR: Integrating Diversity 

Strategies for Success 

Time: 1:00 P.M.–2:00 P.M. ET 


20-22 2011 NASPAA Annual Conference 

Cultivating Connections: Strategic 

Innovations in Public Affairs Education 

Location: Kansas City, Missouri 

More Info.: www.naspaa.org 

28-29 Northeast Conference on Public 

Administration (NECoPA) 

Location: John Jay College of Criminal 

Justice, City University of New York 

More Info.: http://spaa.newark. 

rutgers.edu/home/conferences/ 

necopa2011.html 

28-29 2011 KAPA-ASPA International Conference 

Pursuing Government Performance and 

Recovering Public Trust 

Location: The National Library of Korea, 

Seoul, Korea 

More Info.: www.aspanet.org/ 

scriptcontent/PDFs/KAPAASPA2011.pdf 

*Items listed in blue are conducted in affiliation with 

ASPA. 

November 2011 

3-5 2011 APPAM Fall Research Conference 

Location: Washington, DC 

More Info.: www.appam.org/ 

9-12 National League of Cities Congress of 

Cities and Exposition 

Location: Phoenix, AZ 

More Info.: www.nlc.org 

16 WEBINAR: Building Community Resilience 

Through Emergency Management Initiatives 

Time: 1:00 P.M.–2:00 P.M. ET 


February 2012 

17-19 2012 APSA Teaching and 

Learning Conference 

Location: Grand Hyatt Washington, 

Washington, DC 

More Info.: www.apsanet.org 

March 2012 

2-6 ASPA Annual Conference 

Location: Las Vegas, NV 


American Society for 


1301 Pennsylvania Ave., Ste. 700 

Washington DC 20004 

http://www.aspanet.org 

NONPROFIT 

U.S. POSTAGE PAID 

DULLES, VA 

PERMIT 163 

PA TIMES 

AMERICAN SOCIETY FOR PUBLIC ADMINISTRATION VOL. 34, NO. 3 AUGUST/SEPTEMBER 2011 

34 Years • 1977-2011 

A Powerful Voice for Public Service . . . 

ASPA AnnuAL 

COnfEREnCE 

Las Vegas, nV 

March 2-6, 2012 

www.aspanet.org

America Grays, Majority Minority Shifts and Urbanization Accelerates

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