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| Introduction and Overview | |
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| What's New About the New Public Management?: Administrative Change in the Human Services | |
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| Public Administration Review, November/December 2005 The article examines the emergence of the New Public Management as reflected in the recent innovations in human services | |
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| The article also reviews the debate between the champions and the skeptics of this movement | |
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| The State of Social Equity in American Public Administration | |
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| National Civic Review, Winter 2005 Social Equity is one of the key core values in American public administration | |
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| This article reviews the evolution of social equity in the United States and provides examples of the widening social equity gap in U.S. public administration | |
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| A New Approach to Regulatory Reform | |
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| Society, January/February 2005 This article reviews the history of regulatory reform in the United States | |
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| It discusses the escalation of government regulations, past and recent government reform efforts, and specific recommendations necessary for future regulatory reform | |
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| The Community of Inquiry: Classical Pragmatism and Public Administration | |
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| Administration & Society, November 2003 According to the author, classical pragmatism-the concept of community of inquiry and the recognition of participatory democracy-has much to offer in the understanding of American public administration | |
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| This article defines and discusses how all of these concepts relate to modern public administration theory and practice | |
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| Government and Organizational Behavior | |
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| Productivity and Performance | |
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| Performance Measurement: Test the Water Before You Dive In | |
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| International Review of Administrative Sciences, 2005 According to conventional wisdom, performance measurement is a management concept that can help administrators and elected officials address the issues of productivity and accountability | |
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| According to the author, performance measures should be used with caution | |
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| This article explores many of the things that can go wrong when managers use performance measures and balanced scorecards without a full understanding of their limitations | |
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| Evidence-Based Management | |
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| Harvard Business Review, January 2006 Evidence-Based Management is a concept that works for both public and private sector managers | |
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| It proceeds from the premise that using better, deeper logic and employing facts, to the best extent possible, permits leaders to do their jobs more effectively | |
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| This article explores how managers can use these techniques to improve organizational productivity and performance | |
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| Managing High-Risk Outsourcing | |
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| Public Management, January/February 2006 Outsourcing is a strategy used by local governments in an effort to provide high-quality public services at low costs | |
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| This article explores some of the ways in which government organizations must manage their vendors to have a successful outcome | |
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| The success or failure of outsourcing is essentially a risk management operation, which identifies the key area that can be analyzed to help achieve success in this area | |
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| "There Was No Plan"-A Louisiana Perspective | |
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| PA Times, October 2005 Hurricanes Katrina and Rita brought a new meaning to the concept of emergency planning | |
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| According to the authors, planning without implementation meant that "There Was No Plan." This article explores administrative failures of the planning effort and what the government needs to do in order to successfully respond to an emergency | |
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| Ethics and Values | |
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| Abu Ghraib: A Case of Moral and Administrative Failure | |
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| Public Integrity, | |