Serving The Public

Preface and Acknowledgments p. vii Introduction: The Making of Effective Public Servants p. ix 1 Elmer Boyd Staats and the Pursuit of Good Government Kathe Callahan p. 3 2 Leadership and the Transformation of a Major Institution: Charles Rossotti and the Internal Revenue Service Hal G. Rainey and James R. Thompson p. 14 3 Leadership with an Enduring Impact: The Legacy of Chief Burtell Jefferson of the Metropolitan Police Department of Washington, D.C. Brian N. Williams and J. Edward Kellough p. 26 4 Qualified to Learn the Job: Donna Shalala Beryl A. Radin p. 40 5 William Robertson: Exemplar of Politics and Public Management Rightly Understood Terry L. Cooper and Thomas A. Bryer p. 48 6 Lillian Borrone: Weaving a Web to Revitalize Port Commerce in New York and New Jersey Hindy Lauer Schachter p. 59 7 Leadership and Change at NASA: Sean O'Keefe as Administrator W. Henry Lambright p. 68 8 George Tenet and the Last Great Days of the CIA Richard D. White, Jr. p. 82 9 Colleen Jollie, State Tribal Liaison: A Story of Transformational Change Cheryl Simrell King and Megan Beeby p. 92 10 Being There Matters-Redefining the Model Public Servant: Viola O. Baskerville in Profile Janet R. Hutchinson and Deirdre M. Condit p. 104 11 Managing the "New Normalcy" with Values-Based Leadership: Lessons from Admiral James Loy Heather Getha-Taylor p. 116 12 Nancy Alfaro as an Exemplary Collaborative Public Manager: How Customer Service Was Aligned with Customer Needs Katherine C. Naff p. 125 13 Chrik Poortman: A World Bank Professional Xu Yi-chong and Patrick Weller p. 134 14 The Pracademic and the Fed: The Leadership of Chairman Benjamin Bernanke Anne M. Khademian p. 147 15 Bill Gibson and the Art of Leading Across Boundaries Ricardo S. Morse p. 160 16 Prosecuting Nazi Collaborators and Terrorists: Eli Rosenbaum and Managing the Office of Special Investigations Jerome S. Legge, Jr. p. 173 Conclusion: What Are the Ingredients of Effective Performance Among Public Servants? p. 187 About the Editor and Contributors.

This reader presents a balanced collection of 16 administrative profiles of high-level government and nonprofit officials for course use. The profiles were originally published as part of a series for Public Administration Review. The profiles themselves cover a wide range of public service professionals at the local, state, and federal levels, and are written by a distinguished cast of authors. A concluding chapter by Riccucci pulls together and synthesizes the various themes of the profiles.

This widely praised work provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. The expanded edition includes an all-new chapter that addresses the practical issues of applying these ideals in actual, real-life situations. "The New Public Service, Expanded Edition" is organized around a set of seven core principles: serve citizens, not customers; seek the public interest; value citizenship and public service above entrepreneurship; think strategically, act democratically; recognize that accountability isn't simple; serve, rather than steer; and value people, not just productivity. The book asks us to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. It celebrates what is distinctive, important and meaningful about public service and considers how we might better live up to those ideals and values. All students and serious practitioners in public administration and public policy should read this book. While debates about public policy issues will surely continue, this compact, clearly written volume provides an important framework for public service based on and fully integrated with citizen discourse and the public interest.

This report encourages governments to “think big” about the relevance of regulatory policy and assesses the recent efforts of OECD countries to develop and deepen regulatory policy and governance.

A study of how public service has changed in this new era of interconnectedness

Leadership matters in everything. Shared humanity is at risk of paralysis if the society lacks trustable, transparent, and accountable leadership for the well-being of the society. A nation is nothing but a perishable commodity if it lacks leadership foresight or vision and continually stands on a blind spot of political, social, and economic development. Government is an asset if it has utility or values that impact citizens positively and improve their well-being or livelihood. In contrast, the government is a total liability or lacks utility or values if its actions impede unity, progress, and development or undermine citizens' well-being. Greed is the common denominator of public corruption. Moreover, corruption is a consequence of self-serving leadership and governance in African countries, demolishing hopes, aspirations, and ingenuity. Thus, public corruption in African countries is the great conspiracy against innocent and poor citizens by the politicians, elites, and religious aristocrats, causing obstacles to development. Consequently, there is a high possibility of political, economic, and social failures or marginalization of the poor when a nation's political governance is besieged by sit-tight leadership syndrome, self-serving leaders, greedy mindsets, and corrupt leaders. Here are the two critical questions: Can African countries escape paralysis, meltdowns, or extreme poverty if the government is controlled by self-serving public leaders who focus on themselves while ignoring the challenges of the larger society? Can African countries survive the mediocrity of governance and frequent devastations due to the menace of religion, tribalism, and corruption in government, public leadership, and governance?

Amidst growing dissatisfaction with the state of government performance and an erosion of trust in our political class, Competing for Influence asks: what sort of public service do we want in Australia? Drawing on his experience in both the public and private sectors – and citing academic research across the fields of public sector management, industrial organisation, and corporate strategy – Barry Ferguson argues the case for the careful selection and application of private sector management concepts to the public service, both for their ability to strengthen the public service and inform public policy. These include competitive advantage, competitive positioning, horizontal strategy and organisational design, and innovation as an all-encompassing organisational adjustment mechanism to a changeable environment. But these are not presented as a silver bullet, and Ferguson addresses other approaches to reform, including the need to rebuild the Public Sector Act, the need to reconsider the interface between political and administrative arms of government (and determine what is in the ‘public interest’), and the need for greater independence for the public service within a clarified role. This approach, and its implications for public sector reform, is contrasted with the straitjacket of path dependency that presently constricts the field.