Fall 2016 | Vol 2 | Issue 4

INFRASTRUCTURE Visions of the Future

EDUCATION SUPPLEMENT

PAGE 2 PAGE 10 PAGE 34 SmartColumbus Feds Tackle Permitting Perspectives “Through Duke’s public school I’m discovering new pathways I didn’t even know existed where I can have real impact.”

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IN THIS ISSUE

Ethics Moment President’s Column President’s Maintaining Public Service Infrastructure through Collaboration Collaboration through Infrastructure Maintaining Public Service Feds Tackle Complex Permitting and Review Processes Permitting and Review Processes Complex Feds Tackle EDUCATION INFRASTRUCTURE 15 13 11 epic administrative Forty years in the making, Illinois faces an of all state social service and budgetary crisis. Forty-five percent have closed. providers agencies and their contracted nonprofit have stopped. And what about the projects Transportation schools? is in the final stages of a construction effort feet of new construction than 1 million square that has added more years. As a land-locked campus in northwest Washington, in recent D.C., the university faces scrutiny as it expands. What makes higher education institutions successful? What are Arizona State University their long-term public value goals? ASPA, these and Review joined together to address DC. at an event held in Washington, questions and more Columbus, Ohio, won the Smart Cities Challenge in June 2016. Cities Challenge in June Ohio, won the Smart Columbus, plans to city now has to put its million in funding, the With $140 sustainable equitable, and provide its challenges the test, address the city. throughout transportation Capital Planning, Execution & Asset Michael Massiah, Chief, and New Jersey of New York Management, Port Authority 10 for small Unmanned Aircraft has issued The FAA of aviation. It now area a fast-growing Systems (UAS or drones), system that needs to meet UAS needs and develop a regulatory national airspace safely incorporates their operations into the system. fiscal challenges. Over the last decade, U.S. airports have faced slow and its recession While the country faced the 2008 economic robust. Airports must now has been growth air traffic recovery, for aging improvements undertake capacity and infrastructure facilities. and Financial Association of Budgeting Chair, Bourdeaux, Carolyn Management Public Administration Perspectives on the the Top of Higher Education: Views from Future Recruiter Funding and Financing U.S. Airport Infrastructure Airport U.S. Financing and Funding Section Spotlight Pay Programs Illinois Is a Hot Mess and MPA the Price A New AU: Lessons of Expansion and Community Engagement SmartColumbus: A Four-Year Program with Program A Four-Year SmartColumbus: Vision Forty-Year Columns Systems Aircraft How Small Unmanned Drones: Industry on the Aviation Have a Big Impact

34 39 25 29 19 22 6 One-On-One 10 17 2 25 2

PATIMES.ORG Letters to the Editor Feedback on any article published in the print edition Article Submission/Author Guidelines Deadlines for editions and author guidelines are TIMES. under PA available at www.aspanet.org 350 words than is welcome. Letters must be no more They can name and address. and must include author’s or by be submitted by email to [email protected] NW, 1730 Rhode Island Ave., TIMES Editor, mail to PA DC 20036. Suite 500, Washington, Reprint Requests TIMES, PA an article from If you would like to reprint please contact the editor at [email protected]. Single Copies for $3.50 available TIMES are Individual issues of PA of 10 or more. and $2.50 per issue for orders Domestic subscriptions are $50 per year, first class $50 per year, Domestic subscriptions are $75 per year, subscriptions are Foreign delivery. Subscriptions must be international air delivery. U.S. dollars. Contact the Membership in prepaid to start a Department at [email protected] subscription. PA TIMES is a publication of the American Society PA a not-for-profit for Public Administration (ASPA), a corporation. The magazine is published four times The online version is distributed twice a week and year. available. Subscriptions are posted to patimes.org. SUBSCRIBE TODAY Editorial Board Jared Galia Cohen, Suzanne Discenza, Dan Lasseter, Josh Osowski, Elizabeth Michael Orok, Llorens, Overman, Stephen Rolandi. Managing Editor and Chief of Communications Garrett, T. E. Karen Marketing Editor in Chief Executive Director William Shields, ASPA 202-393-7878 main | 202-638-4952 fax 202-393-7878 main | 202-638-4952 On the Internet: www.patimes.org 1730 Rhode Island Ave., NW, Suite 500 NW, 1730 Rhode Island Ave., DC 20036 Washington, The American Society for Public Administration was The American Society for the advancement, established in 1939 to promote public and nonprofit teaching and practice of and premiere administration. It is the largest in these fields. association for professionals Copyright ©2016 American Society for Public Administration Copyright ©2016 American Society FALL 2016 | VOLUME 2 | ISSUE 4 2016 | VOLUME 2 FALL SMARTCOLUMBUS: A Four-Year Program with Forty-Year Vision

In June 2016, the U.S. Department of Transportation This approach is one reason why Columbus won the announced that Columbus, Ohio, had won the challenge. Smart Cities Challenge. The city topped six other finalists—including Kansas City, Pittsburgh and San Where does the partnership receive its funding? Francisco—with its plans to develop itself into the Funding for SmartColumbus comes from three nation’s proving ground for intelligent transportation. different streams: $40 million from the U.S. With $50 million in federal grant money over four Department of Transportation; a $10 million grant years plus $90 million more from other sources, from Vulcan, Inc., Paul Allen’s philanthropic group Columbus now has to put its plans to the test, address whose mission is to find ways to lower greenhouse its challenges through five interrelated strategies gas emissions; and $90 million generated through and provide equitable, sustainable transportation local partnerships with local organizations and the throughout the city. business community.

How does Columbus—and SmartColumbus—use INFRASTRUCTURE PA TIMES spoke with Jeff Ortega, assistant director of the city’s Department of Public Service and technology to solve a significant problem? communications lead for SmartColumbus. He talked Our approach was to identify districts throughout about the Smart Cities Challenge and Columbus’ the city, those that probably would exist in most plans for the future. cities across the nation. We chose four: the residential, downtown core, commercial and What are the Smart Cities Challenge and logistics districts. We then would expand beyond SmartColumbus? the district into the rest of the city. For us, it was The U.S. Department of Transportation introduced important to plan an infrastructure that other cities the Smart Cities Challenge as a way to foster positive could replicate and scale to their need. competition among mid-sized cities to put forward proposals for using intelligent transportation design One piece of our plan will be to create a smart corridor to enhance transportation. from the residential district to the downtown core. As may be the case elsewhere, Columbus’ residential SmartColumbus is a public-private partnership and— district has socio-economic challenges. It is a hard hopefully—a model for other cities around the nation working area with significant unemployment, and beyond. At its most basic level, it proposes to use infrastructure shortcomings and problems providing technology to enhance transportation for citizens access to jobs and economic development. Its and visitors. The concept behind the approach is that intersections have been identified as dangerous, its Columbus intends to use it not just for technology’s residents do not typically own cars and many do not sake alone, but also to solve significant problems that have bank accounts. community partners identify through strong work.

2 FALL 2016 The Master of Public Administration Degree at

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NASPAA Accredited Online and On Campus http://mpa.csusb.edu Columbus will partner with the Central Ohio Transit “The Columbus Way,” looks at Columbus in terms of Authority to build a business rapid transit line how the fabric of our community works together. The through the residential district and into downtown. city’s approach has been to harness wide and deep Buses and streetlights will use technology to provide participation and solve its problems. Some of the priority service through the intersections, making concepts incorporated into Columbus’ plan have them speedy, reliable and faster than alternative been proposed or even used in other cities, but transportation options. Residents without bank we are the first to plan a concentration of all these accounts likely do not have access to credit cards and, technologies in one area. as a result, usually have less access to transportation. So, Columbus is working with banks and other Does Columbus feel it has a poverty problem? organizations to develop a smart card payment Far from it. In fact, we have been very blessed in system through which travelers can convert cash into recent years as a growth area. Forbes named us an electronic payment mechanism, which then can as the Number 1 opportunity city. You are more be used with car- and bike-sharing systems. These likely to advance in the middle class and achieve a options will get residents to the bus line and the bus good living. We are home to young people, many line will get residents where they need or want to go. Fortune 500 companies and corporations and we are continually growing. Columbus is currently the 15th What prompted your city to begin exploring “smart” largest city in America. infrastructure? Former Mayor Michael Coleman and current You may not be aware, but Columbus also has one of Mayor Andrew Ginther started the process. Mayor the lowest city unemployment rates in Ohio. We view Coleman’s leadership got the ball rolling when the opportunities like this one to provide another way Smart Cities Challenge was announced and Mayor we can help all residents move up and be successful. Ginther has moved it forward. Some in our community have not shared in our prosperity, but efforts like the Smart Cities Challenge In addition, Columbus has a strong tradition of and SmartColumbus will help them share in our community participation and solutions, as well as city’s great story. public-private partnerships. A Harvard case study, continued on page 8

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INFRASTRUCTURE University ofNewYork atAlbanyandabachelor’s degreefromLeMoyneCollege. of PublicAdministrationfellow, hereceivedhismaster’s degreeinpublicadministrationfromtheState Resources DepartmentanddirectoroftheOfficeBusinessJobOpportunity. ANationalAcademy of OrganizationalEffectivenessandChangeManagement,directordeputytheHuman Michael Massiah ONE-ON-ONE All of those ingredientsAll ofthose put meonmy path. relationships respect. matter deserves andeveryone involved; andlearning at anearly stage that were—and which we with still are—industries about curiosity the passion forpublic service; Thethings thatundertook. were me helped my comprehensive at look theactivitiesagency management training program andreceived a generation. job with Ibecameinvolved a with at thePort Authority I arrived because ofitsefforts or indirectly. say to participate, andtheopportunity eitherdirectly that inwhich citizens have implement we policy a It andensuring isalways serve about we thepeople course Iwas taking that spoke to public engagement: Albany Authority complemented a oflifeothers.in thequality Aninternship at the couldimplementing make adifference policy—one through managing government resources and governance, Iwas incredibly interested inhow— IfoundWhen out about public administration and for asuperintendent position. thatopportunities wouldgive memanagement skills public administration, specifically graduate school myearned teaching degree about andlearned then superintendent ofschools, ifpossible. I I could doitthrough education asateacher and I always wanted to make adifference andthought early. started Myjourney. onpublic focus service anincredibleThe trajectory been has service public got towhere youare today. Whatdoyouthinkisnext? Talk alittlebitaboutyourcareer trajectoryandhowyou 6 including directorofmanagementandbudget,theOffice inkeyexecutivepositions, a managementtrainee,Massiahserved Over adecades-longcareeratthePortAuthority, wherehebeganas and Hollandtunnels;PATH rapid-transitsystem. LaGuardia andTeterboro airports;theGeorgeWashington Bridge;Lincoln including JohnF. KennedyInternational,NewarkLiberty the busiestandmostimportanttransportationlinksinregion, environmental policyandenergyprograms.ThePortAuthorityoperates Trade Centerredevelopment,planningandregionaldevelopment; and executing a$26billion10-yearcapitalplan;projectmanagement;World oversees anumberoffunctionsincludingcapitalprojects—planningand Management atthePortAuthorityofNewYork andNewJersey, wherehe Michael MassiahisChief,CapitalPlanning,Execution&Asset cannot see myselfcannot see ever retiring from public service. morefocus timeonthedevelopment ofothers. I Where next? doIgo Iamat thepoint where Ican out. My career has completely been unplanned. have but could figure expertise aparticular things go into as Ihadto areas flexibility where Ididnot fundamental. Iplayed arole offunctions inavariety reporting, budgeting, organizing—these skills are I amapublic administration traditionalist. Planning, stewardship ofpublic resources forpublic purpose. movement.point The isthat itiscentered around the transportation that facilitates commerce and people onimprovingfocused oflife—through thequality politic—involved intherange ofpublic investments processes.and delivery We are ofthebody part built thisguidance into our capital planning Title VI andlocal planning protocols, have we byand supported regulatory requirements like principles these with Armed itserves. the people For itto endure, government must for, be ofandby serve. andbusinesses they people to ensuring our transit facilities are ofthe worthy stating that thePort Authority must recommit itself was recently emphasized panel report inaspecial capital initiatives. In fact, thisoverarching principle the public benefit at thecenter offor our mindset stewardsgood ofpublic resources, which places my with agency’sI start commitment to being especially thoseinvolvingcontractors? when itcomestolargeinfrastructure projects, How doyouensure the“public”inpublicservice FALL 2016

I also start by sharing ASPA’s Code of with my Mary Hamilton offered me opportunities to get staff, who are responsible for executing and planning involved in ASPA in meaningful ways, too. She initiatives that involve capital or that affect always has been a cheerleader and someone I capital. We always try to focus on people and the watched manage various constituents, special public first in our processes. groups, egos, VIPs. At the end of the day, she maintained her focus on the mission and objectives What soft skills does today’s workforce need? What of the organization. about the workforce of the future? First and foremost, the public sector workforce What has been ASPA’s role over the course of your must be empathetic of the public it serves. I am career? What member benefits have you valued the concerned about reducing people to tweets and the most? limitations of engagements through smart phones. ASPA has been instrumental. In 1979, SUNY Albany’s To construct and implement policy, we must be MPA program provided us a free membership and vigilant in insisting that our workers fully understand encouragement to be active. As a HUD Fellow at the public’s needs and the impact of their actions on SUNY, we were afforded the opportunity to attend the public. This requires a holistic appreciation for the Northeast regional ASPA conference in New our customers and the diversity among them. This York City. There, I met a Port Authority management makes cultural awareness a critical competency. trainee who informed me about the program. I was excited about the possibility of becoming a trainee Another is the ability to see the big picture and and subsequently studied the Port Authority in a align and shape agency activities to address and few of my MPA courses. I was successful in landing meet needs resulting from that view. Then, there is the appointment. The contact I made through ASPA self-awareness, rooted in feedback from wise, honest was indeed the impetus for my career here and colleagues, mentors and friends. Also, passion and assisted me in sustaining a rewarding, career-long knowledge about your industry—trends, players, the involvement in public service. future. ASPA and other professional organizations provide opportunities to meet wise people who can provide you with observations to inform SMARTCOLUMBUS self-awareness and industry knowledge. continued from page 4

Essential elements in managing large projects What does “sustainable mobility” mean for include fearlessness, ethics, sticking to the optimum Columbus? line—that is, setting a point where there is no compromise—in addition to self confidence and As we planned SmartColumbus, we wanted to be maintaining a balanced life. sure that it was not just a four-year grant program that ended after that period. We wanted solutions Who have been your role models/mentors and why? that can work well beyond the terms of the program Sy Murray, because of his practitioner experience and in a range of other locations. It is sustainable in INFRASTRUCTURE and honesty. He appointed me to an ASPA program terms of the shift in thinking about transportation and then I could not meet the standard. He had and the use of environmentally friendly approaches. no issue saying, “Thanks, but you can’t stay on Contributing to that change in culture are automatic the group if you can’t make the meetings.” That is vehicles and more efficient technology that real life; he gave me hard, direct feedback. Do not encourages the use of more environmentally friendly commit to something you cannot complete. I transportation. Ultimately, our goal is that our value that. accomplishments live beyond SmartColumbus itself, become a philosophy and eventually apply to other Audrey Matthews is my ASPA “mom.” She has been services. encouraging and gave me the support I needed when I headed toward new ventures. She shared stories about how she dealt with the impossible. To this day, she is someone I could call and get some words of wisdom.

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777 West Harrisburg Pike, Middletown, PA 17057 COLUMNIST JOHN KAMENSKY systemic improvements. to develop astreamlining plan that wouldresult in the president directed aninteragency committee change across theagencies involved. Asaresult, about one-third, butdidnotproduce they systemic intensive efforts resulted in reducing delays by major infrastructure projects. These “one off,” time- reviews andexpedite to fordesignated prioritize ofpresidentialseries directives agencies instructed ActRecovery andSuperstorm Sandy rebuilding, a Based ondelays inimplementation ofthe 2009 range ofstakeholders found acceptable. a management improvement challenge that awide Budget (OMB)framed thenewstreamlining as effort policies. Instead, theU.S. Officeof Management and endangered species, historical preservation orother streamliningviewed asanattack onenvironmental, results.hopeful stakeholders Some traditionally andreviewpermit processes, increasingly with has taken aniterative approach to streamline the different stakeholders? Obama The Administration Is itpossible to align the competing interests of produce benefits. were doing orwhethercoordinated could efforts largely awareness without ofwhat otheragencies onitsown mandates,levels. focused Each agency the federal at level, let alonethose thestate orlocal review responsibilities that 18agencies administer at and ofpermitting sets the35statutory to bridge Historically, nocoordinating mechanism has existed ceremonies forcompleted work? Administration preside will over any ribbon-cutting for major projects, what isthere hope that thenext and review processes take anestimated six years and otherinfrastructure needs. But, ifpermitting spending for thenation’s crumbling roads, bridges presidentialBoth candidates to boost pledged of Transportation co-led—ensured that thetop on Environmental Quality andU.S. Department Goal team—which the Council OMB, CAP The is oneof15. infrastructure modernization permitting Goals; CAP requires OMBto identify andmanage ahandful of Performance andResults Modernization Act the administrationGovernment in2014.The for Goal as aCross-Agency (CAP) Priority The streamlining wasformally designated effort Designation asaCAPGoal 10 and Review Processes Feds Tackle Complex Permitting post statutorily-required Coordinated Project Plans. dashboard’s 34projects have 60days to develop and online to reflect new statutory requirements. The of projects tracked onthedashboard was posted thereafter, shortly director; anupdated inventory summer, Richard Kidd was named thefirst executive and anupdated dashboard. permitting In mid- available thenewcouncil inearly 2016to support Funding of$4.5millionandstaffbecame first andreviewpermit processes. major projects to fundthestreamlined cross-agency practices” andgrants from fees to authority collect interagency consultation andcoordination it “establishes newprocedures that standardize generation andmanufacturing among them. Further, projects that couldconventional included, be energy The new expands the range ofinfrastructure participating agency. a working group ofoperational staff from each convened team also attention, Goal focused theCAP to designate asingle point ofcontact. To ensure act requires each ofthe13participating agencies executive director appointed by thepresident.” The members andchaireddeputy secretary-level by an andreviewpermitting process, ofagency composed Council—to oversee thecross-agency federal entity—the Federal Permitting Improvement Surface Transportation Act, which created “a new In late 2015,Congress theFixing passed America’s congressional andfunding. support office to manage efforts,itselfcross-agency requiring said, much oftheplan’s success onacentral hinged doneto tomove be needed That forward. thegoal plan inhand created ahigh degree forwhat ofclarity theyearcommittee developed before. Having the the implementation plan that theinteragency attention foracentral ontheneed office.leveraged It leadership’s progress quarterly reviews focused data ortimelinesforprojects that various faced was thelack surprising of early observation One review process inameaningful way? agencies actually streamline and thepermitting infrastructure projects, staff and funding.So, can implementationauthority, plan, inventory ofmajor Now there isagovernance structure, legal Next Steps continued onpage12 FALL 2016 COLUMNIST CHRISTINE SPRINGER

Maintaining Public Service Infrastructure through Collaboration

Public service infrastructure involves governmental As for a tightly coupled infrastructure, agencies and non-governmental organizations working formally integrate such resources as roads, bridges, together to achieve results they could not achieve services and processes. It requires legal contracts alone. It is the basic foundation of a society or due to the greater interdependence and depth enterprise, as well as an economic foundation. It of the relationship. Often, it results in a new allows organizations to leverage their respective organization like the Cambridge Family Health strengths, minimize their weaknesses and pool Center. Clark County, the Nevada Health District, resources to attain goals—both large and small—that Clark County Health Access Consortium and Nevada otherwise would be impossible given competitive Health Center established it to support medically environments, shifts in technology, demographics underserved and uninsured members. It serves and changing stakeholder interests. more than 35,000 clients annually, translating to more than 70,000 patient visits. Four pre-conditions combine to create the public service infrastructure: Creating a functional infrastructure starts with mutual trust, which organizations may need to build, 1. There is reduced or restricted funding to achieve sometimes understanding that the relationship will a clearly defined objective that benefits all; the run its course and conclude with an exit strategy objective is established up front. agreed upon at the outset. The following factors usually “manage” the relationship throughout its 2. Multiple organizations collaborate, recognize existence: and address differences in cultures; goals; management structures; and constitutional, • Building trust. statutory and budgetary restraints. • Defining mission goals and objectives. 3. A mission cannot be achieved without the aid of another; there is interdependence of missions • Defining community benefits and the public that holds an infrastructure together. interest served.

4. There is agreement on supporting elements of • Completing a self evaluation. objectives, like target activities and completion dates, or a joint oversight committee responsible • Knowing the partner agencies and stakeholders for outcomes and progress. involved.

Typically, these ventures can take on a loosely, • Establishing relationship boundaries. moderately or tightly constrained form. In a • Determining initial projects (“when in doubt, loosely coupled infrastructure, agencies agree to start small”). pool resources and pursue opportunities, such as a county and city pooling advertising dollars to • Maintaining independence until the relationship attract economic development or conventions. One gels. example: In 1996, the cities of Tempe and Chandler, Ariz., agreed to jointly build an outlet mall. • Maintaining the relationship so that it becomes strong. A moderately coupled infrastructure means agencies create a more formal relationship, such as jointly • Living up to commitments. defining a development corridor. For instance, the towns of Queen Creek and Gilbert, Ariz., forged • Developing and delivering exit strategies. an intergovernmental agreement to set a mutual To make the infrastructure work, partners must boundary in an unincorporated area, resulting in define boundaries, determine the initial project, a major residential development, golf course and maintain independent oversight and nurture the resort encompassing more than 1,000 acres of relationship. Too often, they rush into the endeavor orange groves straddling the boundary. without first identifying and establishing boundaries

FALL 2016 11 and then clearly understanding legal and budgetary Once a strategic infrastructure has run its course and constraints. nears completion, the parties should be better off for having been part of it. When this happens, the vision How to set boundaries? Consider these areas: involved in the infrastructure is realized and the public interest truly served. • Current relationship. How well does the relationship work in terms of interaction Christine Gibbs Springer is director of the among elected and appointed officials, middle Executive Master’s Degree in Crisis and Emergency managers, specialists or professionals and Management at the University of Nevada at information technicians? Las Vegas. She can be reached at [email protected] • Emerging or future relationships. How is the relationship envisioned? What are the best and worst case scenarios of how it could end, grow and/or prosper? REVIEW PROCESSES continued from page 10 • Processes. How well does each agency understand the processes used to operate and review and permitting processes. As a result, in 2015 manage its responsibility to meet agreed upon OMB directed participating agencies to develop two outcomes? How might these processes change categories of metrics to provide more transparency when working with different agencies? into the permitting process: ones that track project review timeframes and others that describe • Procedures. Who will execute or complete rules environmental, cultural and community outcomes, providing guidelines and direction? How? such as actions to avoid, minimize or mitigate COLUMNIST • Interface with citizens. How will the infrastructure potentially detrimental actions. Creating this data be communicated to individual citizens and the baseline will be an initial step under the new law. community as a whole? Most stakeholders understand the need for more • Decisionmaking. How will decisions be made? dependable and predictable processes, or Congress What steering committee, legislative body or could channel public frustration and impose intergovernmental agreement will rule? arbitrary deadlines. Deciding what path to take is the challenge for the next president. He or she will • Conflict resolution. How will conflict be inherit a new capability that did not exist before managed? but could make a real difference moving forward— that is, if there is sustained attention devoted to • Culture. How will the values and belief systems the iterative approach of working across multiple establishing and guiding each institution be agencies and statutes. If so, this will be a key enabler acknowledged and addressed? Ignoring them to meeting the promise to revitalize America’s could result in failure. infrastructure.

A strategic infrastructure is often discussed but John Kamensky is a senior fellow with the IBM Center not executed; success requires identifying and for The Business of Government in Washington, pursuing the right project that provides real value D.C. A fellow of the National Academy of Public to stakeholders and has the commitment from all Administration, and a long-time ASPA member, he agencies. This usually means conducting a detailed can be reached at [email protected] resource requirement review and developing a detailed timeline. Absent a definition of success for each agency, success is unlikely. Cross-functional teams must address diverse functions, challenges and opportunities.

12 FALL 2016 COLUMNIST SUSAN T. GOODEN

PRESIDENT’S COLUMN: ASPA: What’s In It for You?

This issue of PA TIMES highlights a cornerstone top-notch speakers and colleagues. Among our activity of our professional association: education. recent topics and presenters: Equipping our public servants with educational resources to deliver excellent, effective, equitable • Webinars and efficient services is more critical than ever • Implementing Performance Measurement as our challenges grow increasingly complex. Initiatives: Local and Global Perspectives As universities formally award degrees of higher education in public administration, ASPA is a vital • American Politics in the Age of Ignorance: Why contributor to the education mission of our field by Policymakers Choose Belief over Research proudly serving as its oldest and largest professional development resource. I am delighted to use this • Collaborators as “Frenemies”: How Program column to showcase some of our core activities. Evaluation and Performance Management Fit Together Our Annual Conference draws more than 1,200 attendees to engage on complex and critical topics in • BookTalks traditional areas like human resources management, budgeting and ethics; and contemporary ones • Escaping Jurassic Government, by Donald like performance management, social equity and Kettl procurement. Our call for proposals for the 2017 • Rethinking Public Administration, by Richard conference resulted in a 12 percent increase over Clay Wilson, Jr. last year, reflecting a continued upward trend. Our conference provides a prime opportunity for • Public Participation in 21st Century members to tackle a wide range of topics through Democracy, by Matt Leighninger and Tina plenary sessions, presidential forums, panels and Nabatchi workshops, all while networking with an incredibly accomplished group of colleagues. We engage • Bring Back the Bureaucrats, by John DiIulio young professionals through the Founders’ Fellows program and Student and New Professional Summit, • Living Legends and Full Agency: Implications and international members through the Riggs of Repealing the Combat Exclusion Policy, by Symposium and International Assembly. There is G.L.A. Harris no better place for engagement, collaboration and • Student and Young Professional Webinars exchange around our theme, Saluting the Public Service: A Bold and Noble Profession. Join us for the • Navigating the Federal Job Search 2017 Annual Conference next March 17-21 in Atlanta. • Everything You Want to Know about Writing The conference offers a longstanding and important a CV resource for ASPA members, but there are year- round educational opportunities that ASPA members • Publishing in Public Administration can access, from any location with an internet • connection. We are especially proud that we have The Nuts and Bolts of Grantwriting seen a 90 percent increase in member participation in Don’t miss out on future professional development at least one non-conference national activity! opportunities. Bookmark www.aspanet.org and take advantage of these ASPA member benefits. You can ASPA Online Learning: Webinars, even access prior sessions in our webinar archive as BookTalks and Professional Development part of member-only access. Launched two years ago, ASPA’s e-learning series— including webinars, BookTalks and our student Public Administration Review and new professional programs—provides near For more than 75 years, Public Administration unlimited opportunities for practitioners, scholars Review has served as the premier journal for public and students to participate, engage and learn. Easy- administration research and theory. Articles identify to-use technology enables simple registration and and analyze current trends, provide a factual basis participation, plus opportunities to interact with for decisionmaking, stimulate discussion and

FALL 2016 13 make leading knowledge available in an accessible Many of our local Chapters are abuzz with activity. format. Without question, PAR is an indispensable But, not every state has a local ASPA presence. and well-respected resource for the , Our priority is to have a Chapter in all 50 states by as its #1 ranking in Google Scholar Metrics and 2020 and significant process is underway! I want #4 ISI Journal Impact Citation rating show. PAR to officially welcome the Oklahoma Chapter and publishes exceptionally informative writing from Bay Area Chapter, our newest additions, and ask for academics and practitioners through such journal your help to achieve our 50 by 2020 goal. Do you features as articles, professional commentaries, live in Alaska, Arkansas, Colorado, Hawaii, Idaho, interdisciplinary and evidence based dialogues, Maine, Montana, New Hampshire, New Mexico, administrative profiles and perspective forum North Dakota, Oregon, South Dakota, Vermont, essays. You will be surprised by the many ways that West Virginia, Wisconsin or Wyoming? Consider PAR informs and engages. Take a closer look at starting an ASPA Chapter to serve as an important publicadministrationreview.org professional development and networking resource in your community. Don’t know where to begin? The ASPA Chapters and Local Professional ASPA website has a toolkit specifically designed to Development help you get started. Just click on the Chapters and Section tab. Still have questions? Reach out to ASPA ASPA is a large organization with members from Chapter and Section Coordinator Melissa Jun at around the globe. Local ASPA Chapters provide the [email protected] or 202-585-4309. chance for public administrators—practitioners, students and academics alike—to meet and network ASPA’s Sections where they live and work. Operating through 60 Chapters in the United States (and an International ASPA’s Sections provide yet another great Chapter), they offer educational and professional opportunity to promote member engagement and COLUMNIST development resources on an array of topics, not professional development in a specific subject area. to mention the occasional local networking happy Through their journals, conferences, symposia and hour! Chapter activities from Fall 2016 include: electronic resources, Sections help ASPA birds of a feather flock together! There is a subject-matter • Detroit Metropolitan Area Chapter: Future of Section of interest for nearly everyone; you can find Regional Transportation in Southeast Michigan a full list on the ASPA website. ASPA’s Sections are featuring Michael Ford, CEO, Regional Transit an incredible member resource. You will notice a Authority of Southeast Michigan focus on a Section in every edition of PA TIMES; this issue highlights the Association for Budgeting and • Greater Kansas City Chapter: Working Together to Financial Management (ABFM), our largest ASPA Strengthen Communities: The Merger of Overland section. Park and Merriam’s Fire Departments featuring Overland Park City Manager Bill Ebel and former Public administration is an essential field, with Merriam City Administrator Phil Lammers implications for each of us every single day. Facilitating excellent public service requires • Tennessee Chapter. Education and Closing the constant replenishing of high quality education, Gap: Social Equity in Public Administration with professional development and networking. Through the Tennessee Higher Education Commission the vibrant work of many of you—our members—as well as our dedicated staff, our Society continues to • Southern Nevada Chapter. Realizing the New proudly answer this call. Public Service Annual Conference Susan T. Gooden is president of the American Society • Hampton Roads Chapter. A New Way to Look for Public Administration. A professor of public at Government featuring the Public Works administration and policy at the L. Douglas Wilder Management Services Administrator for the City School of Government and Public Affairs at Virginia of Norfolk, Virginia Commonwealth University, Gooden is a fellow of the • Inland Empire Chapter. The Year Following the National Academy of Public Administration. She can San Bernardino Shooting Session be reached at [email protected]

• Utah Chapter: Advising our Nation’s Leaders featuring the Utah Foundation President Steve Kroes

14 FALL 2016 ETHICS MOMENT DON MENZEL 15 Widely frowned upon in public service, upon in public frowned Widely be an especially knotty can self-dealing Nonprofit charities. for public problem of public and employees managers from prohibited are typically charities business self-dealing conducting with their transactions and financial or trustee board But, organization. can the charity overseeing members Consider zone. find themselves in a gray an who owns member the board offer the might He business. insurance policy is just an insurance that manager the manager Should too good refuse. to she runs the risk the offer? If so, refuse who member the board of alienating donor. be a generous also may

, now in its , now Managers and Nonprofit for Public Management Donald of Ethics author Menzel is President Past ASPA [email protected] be at can reached He edition. third Self-dealing? Don’t! Self-dealing? Self-dealing happens in government, too. Take the information manager who sells communication technology to who sells communication manager the information Take too. in government, happens Self-dealing conflict of his job and fined for violating dismissed from he is unceremoniously Once discovered, his organization. rules. interest Then there is the matter of 501(c)(3) tax exempt foundations supporting political campaigns. The clear:IRS is It is a campaigns. supporting political foundations tax exempt of 501(c)(3) matter is the Then there Attorney Floridasupporting to a group 2013 $25,000 donation Foundation’s the TrumpConsider “no-no.” definite the IRS ruled the transaction complaint, group a watchdog Following campaign. reelection Bondi’s General Pam the $25,000 to returned He of the total. 10 percent a $2,500 tax penalty, Trump pay to Mr. and required improper group. the political not the money from but the foundation Sector discourage To foundations. and family private when it comes to problematic more be even can Self-dealing rules many in place put and the IRS have Congress and foundations, charities in tax exempt abuse or prevent “disqualified persons”: dealing with from prohibited are Foundations conflicts of interest. disclosing aimed at the to of all contributions two percent than is more $5,000 when the amount than more giving contributors for a responsibility self-dealing and officers trustees—with managers—including foundation foundation; Prohibitions betweeninclude a disqualified foundation person and a officials. and government transaction; sales and Another is for charges. or other is the loan interest unless without of credit offering and extensions loans for $100 or foundation to a private not painting sell a $1 million a disqualifiedmay person example, For leases. is $5,000. value if the fair rental for $50 a month space rent in the Nonprofit Nonprofit in the Self-Dealing Self-Dealing FALL 2016 FALL SCHOOL OF PUBLIC AND ENVIRONMENTAL AFFAIRS Indiana University Bloomington Grad school cost-benefit analysis? Consider these numbers:

#1 ranked public affairs school (tied) nationwide, including top programs in:

#1 Nonprofit Management

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School of Public and EnvironmEntal affairS at indiana univErSity SPEA SPEA CONNECT Lead for the Greater Good onlinE mPa and cErtificatE ProGramS

spea.indiana.edu speaconnect.indiana.edu INFRASTRUCTURE

SCHOOL OF PUBLIC AND DRONES: ENVIRONMENTAL AFFAIRS How Small Unmanned Aircraft Indiana University Bloomington Systems Have a Big Impact on the Aviation Industry Grad school cost-benefit analysis? By Becky Lutte

The Federal Aviation Administration (FAA) recently Consider these numbers: issued long awaited regulations for small Unmanned Aircraft Systems, commonly known as UAS or drones. UAS represent one of the fastest growing areas of aviation, with sales expected to double this #1 ranked public affairs school (tied) nationwide, including top programs in: year to 2.4 million units. According to an FAA press release, commercial UAS use could generate $82 billion for the U.S. economy and create more than 100,000 jobs over the next decade. The number of #1 Nonprofit Management UAS-registered aircraft has exceeded 550,000 since the registration process began less than one year ago. This is more than double the number of general #1 Environmental Policy and Management aviation and air carrier aircraft. FAA faces the challenge of meeting the needs of this growing field and developing a regulatory system There are two paths to obtain the remote pilot that safely incorporates UAS operations into the certificate, both requiring a minimum age of 16. #1 Public Finance and Budgeting national airspace system. To address it, federal Applicants who are current Part 61 (manned aircraft) regulations, 14 CFR Part 107, took effect in August pilots must complete an online training course and 2016. Many industry stakeholders participated in the free exam; it takes about two hours to complete regulatory process through the Aviation Rulemaking them. If not, applicants must complete an initial #3 Public Management Administration Committee and Notice of Proposed Rulemaking. The fee-based aeronautical exam at an approved FAA new regulations include restrictions for commercial testing center. They must be ready for a significant operations of UAS under 55 pounds, though amount of ground school preparation in such areas waivers are possible if shown that operations can be as general operating rules, airspace classification, #7 Public Policy Analysis conducted safely. airport operations and weather information. Among key operation restrictions, UAS must: In just one month since the regulations took effect, more than 5,000 people passed the exam for remote 90 full-time faculty members • not exceed altitude of 400 feet—it can be higher pilot certification; the FAA anticipates exceeding if within 400 feet of a structure—or speed of 100 the predicted 15,000 new licenses issued this year. miles per hour Further, The Boston Herald reports that the FAA projects 1.3 million licensed UAS pilots by 2020, • operate only during daytime and under visual more than double the number of civil (manned) 32,000+ alumni ready to help you launch your career flight rule conditions airman certificates held in the United States. Given this significant growth, concerns over mixing UAS • be registered and remain within the line of sight and manned aircraft in the national airspace system 2 ways to learn: on campus or online • not operate over people not directly involved in will be an ever increasing priority when it comes to safety, security and regulatory oversight. its own operations, unless they are adequately covered or protected Becky Lutte is assistant professor at the University School of Public and EnvironmEntal affairS • have an operator who possesses a remote pilot of Nebraska at Omaha Aviation Institute. She at indiana univErSity airman certificate with small UAS rating or is is a single- and multi-engine commercial pilot, under direct supervision of a certified remote instrument- and multi-engine flight instructor and pilot certified remote pilot. She can be reached at SPEA SPEA CONNECT [email protected] Lead for the Greater Good onlinE mPa and cErtificatE ProGramS

spea.indiana.edu speaconnect.indiana.edu FALL 2016 17

Master Your Life Master Your World Master Your Future

Study in California’s capital city at the first law school in the nation to offer:

• Master of Public Administration •

go.McGeorge.edu/PublicPolicy INFRASTRUCTURE

Funding and Financing U.S. Airport Infrastructure By Garfield Eaton

Over the last decade, U.S. airports have operated Airport Improvement Program (AIP) grants, locally in a challenging financial environment. Consider generated passenger facility charges (PFCs), the aftermath of the 2008 economic recession and rental car customer facility charges (CFCs), state the slow recovery that followed. Then consider grants and airport generated net income. Larger that air traffic growth has been more robust in the airports typically get more than half of their capital past couple of years. As a result, airport operators development funding from airport generated must undertake much needed capacity and basic income; smaller commercial service and general infrastructure improvements for aging facilities, all aviation airports rely more on AIP grants. Most of while improving the customer experience. that revenue comes from excise taxes imposed on domestic passenger tickets, domestic flight segments Several airport operators have older terminal and international passenger arrivals and departures. facilities that were constructed as early as the 1960s Taxes also are imposed on air cargo and aviation fuel and recently have undergone—or are undergoing— purchases. The annual AIP appropriation for 2016 expansion and modernization updates. At the same is $3.35 billion, leaving a funding gap of nearly $12 time, airlines have focused on increasing revenues billion annually for airport projects. and controlling costs. These goals often conflict with each other, requiring operators to find creative ways Congress first authorized PFCs in 1990 at $3 per to implement improvements and minimize costs. flight segment; it subsequently increased them to a maximum of $4.50 in 2000. PFCs represent an Unlike the nation’s interstate highway system increasingly important funding source for capital connecting major metropolitan cities throughout projects. In 2015, U.S. airports collected more than North America, airports serve the important role of $3 billion worth. According to ACI-NA, they have connecting major cities and economies domestically yielded a total of more than $50 billion in airport and globally. They enhance the movement of people, capital investments since they were created. Yet goods and services throughout the United States their purchasing power has diminished as the rate and around the world, allowing the economy to ceiling has not been adjusted in 16 years. Accounting operate more efficiently. They are capital intensive for inflation, the PFC is worth less than $2.25 per facilities and critical infrastructure assets to our segment. Another complicating factor: FAA prohibits transportation network. their use on such revenue-producing projects as parking garages, terminal concessions and rental car The traveling public is generally familiar with facilities. facilities like Hartsfield Atlanta, Chicago O’Hare and LAX. But, commercial service airports represent only a small fraction of the total. The United States has 5,148 public- use airports. Only 389 provide commercial service; the rest serve corporate business and smaller general aviation aircraft. Airports Council International-North America (ACI-NA) estimates that more than $75 billion in airport infrastructure investment is needed at U.S. airports through 2019, an average of $15 billion annually.

Funding for airport infrastructure projects comes from different Rendering of CLT’s $291 million Terminal Lobby and Roadway Expansion project, sources; they include federal expected to be open in 2018.

FALL 2016 19 And the others? State and TSA grants, rental car Recently, public-private partnerships have gained CFCs and airport cash generally fund only 5 to 10 momentum. These funding approaches typically percent of an airport’s capital infrastructure needs. result in the private sector assuming an equity stake in the project and/or taking on responsibilities from Given the limited availability of funding sources, the public airport operator. Successful partnerships airports frequently turn to the bond market to include investment of private capital, lower finance long-term infrastructure projects. Airport construction and operating costs, and increased bonds often are secured by net revenues generated technical and collaborative expertise. Structured by the airport, the largest source of which is from the properly, the approach can be a “win-win” for both airlines. Other security comes from PFC and CFC the public and private entities. The airport operator revenues, and even FAA AIP letter-of-intent grants. benefits from additional cash funding which it At smaller commercial service or general aviation might not otherwise have, allowing it to implement airports, city or county governments issue general the project more efficiently. In return, the private obligation bonds supported by local taxes. ACI-NA entity can generate a steady five to seven percent has found that bond proceeds are the largest source return on its investment over the term of the lease. of funds for airport capital needs, accounting for The $4 billion expansion of the Central Terminal 55-60 percent of the total. In the past 10 years, total at New York’s LaGuardia Airport is the most debt outstanding increased from $64 billion in 2005 recent and prominent example of a public-private to $88 billion in 2015. It is expected to increase an partnership project. Scheduled for a 2022 opening, additional $3 to $4 billion in 2016. it is the largest such airport infrastructure project undertaken in the United States. Funding sources and financing strategies vary greatly depending on the type of facility planned. The high cost of infrastructure improvements means AIP grants and PFCs have eligibility restrictions on U.S. airports will continue to struggle to meet the the types of projects they can fund, typically runway, growing needs of air travelers and still make air apron, land acquisition and security projects. As travel efficient and affordable. Traditional airport the need for new or expanded passenger terminals funding sources address nearly half of our airport grows, PFCs often are a key funding source. infrastructure needs, but airports need to identify

continued on page 36

Celebrating 50 Years of Excellence

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LEARN MORE: SPA.UNOMAHA.EDU INFRASTRUCTURE Serving asapractitioner has essential been to Serving scholarship andviceversa? How haveyourpractitionerroles affected your impact. have acareer that has that kind ofpositive tangible to flourish again.would I thinkmost ofuslove to being restored. itwas, Once business could begin andrememberwas elected oforder feeling asense government. Iwas whenhe living intheDistrict worked to turn around ofColumbia theDistrict pragmatic side ofgoverning. He how he discussed asthepolitical and aswell who understands policy, He chief financial someone isaformer officerand State University Center forState Finance. andLocal recently spoke to aleadership class at theGeorgia Washington, D.C., Mayor Tony Williams, who isformer inspiring whomIfind very person One teachers andmentorsthe most wonderful Iever had. Dr. Bill Duncombe at theMaxwell was oneof School Many have people mealong theway. helped The late inspiration inthepublicadministrationfield? Who are yourmentorsandwhere doyoufind year since 2003. attended ABFM’s annual conference almost every meto ABFMwhich led andthento ASPA. Ihave involvedbecome inour professional associations, University. Thefacultythere encouraged us to as aPh.D. student at theMaxwell at School Syracuse I began my involvement my themduring with time How didyoubecomeinvolvedwithASPA andABFM? Chair, AssociationforBudgetingandFinancialManagement Carolyn Bourdeaux SECTION SPOTLIGHT 22 pursuing herPh.D.inpublicadministration. She alsoconsultedwithtransportationandplanningagencieswhile of theIntermodalSurfaceTransportation andEfficiency Act (ISTEA). for SenatorRonWydenofOregonandworkedonreauthorization astransportationpolicyanalyst economic development.Sheserved and taxpolicy, transportationpolicy, landuseplanningand Evaluation Office.Herbackgroundincludesworkinstatebudget asdirectorofGeorgia’sBourdeaux served SenateBudgetand of PolicyStudiesatGeorgiaStateUniversity. From2007-2010, Finance andassociateprofessorintheAndrewYoung School Carolyn BourdeauxisdirectoroftheCenterforStateandLocal important questions to ask asaresearcher. teaching mebetter understand andhelped the being apractitioner has significantly informed my provides intellectual adeep grounding inasubject, myinforming academic life. Although academia influence infrastructure needs? And,how areinequality? cars to going self-driving jobs to and better reduce link to people income find desirable. How infrastructure leverage dowe change inthebuilt environment that many people interconnectedness? There reallysea a been has improve community walkability, bike-ability and Howneeds? infrastructure leverage can we to warmingis global infrastructure affect to going infrastructure. ofthemore How Some recent ones: I have my eye onseveral issues related to Where shouldtheypaygreater attention? relevant forbudgetofficers andfinance officials? What evolvinginfrastructure trends are especially administrator.” real, tangible andpositive, apublic become But, ifyou want to actually build something me, you “If want famous, to be apolitician. become build Charlottehelped from 1981to 1996.He told Wendellinterviewed White, manager thecity who to figureI was trying out what career to pursue, I substantial positive impact onacommunity. When to flourish. It isaplace where you can have a Public administration isessential foracommunity administrators? What pieceofadvicewouldyougivetoyoungpublic

FALL 2016

Infrastructure projects inevitably involve a complex advance the science, processes and art of public set of actors—public and private sector, multiple administration as they relate to budgeting and levels of government among them. What are the most financial management. We have a very robust important issues that finance officials must consider membership that is a mix of academics and when navigating this network? practitioners working in public finance. Our 2015 When developing our executive education programs annual conference in Washington, D.C., featured in public finance at the Center for State and Local four former Congressional Budget Office directors, Finance, we talked with public finance officials as well as a panel organized around policy issues across many different levels of government about that the Municipal Securities Rulemaking Board their needs. Almost everyone we consulted wanted debated. This year’s conference in Seattle featured a more training in the soft skills: leadership, making discussion of tax issues surrounding the legalization presentations, consensus building. Infrastructure of marijuana in Washington and Colorado, plus projects are large, complex, internally political a discussion on the evolution of public-private endeavors. Just knowing the numbers is often not partnerships for financing infrastructure. enough. In response, we have built presentation Tell us about ABFM’s journal. What does it cover and skills into all of our classes and added a class on how can people participate? leadership. Our journal, Public Budgeting and Finance, is That said, knowing the numbers—particularly the available to all ABFM Section members. It focuses long-term costs—is very, very important. One of on research on topics around public finance, which our executive education program classes focuses generally are very accessible to practitioners. on ensuring that public finance officials are well The journal editors recently added a “key policy educated in the financial implications of different takeaway” section to ensure that academics draw the bond-financed deals. They need to know how to connection to actual public policy clearly. drive a hard bargain with those in the private sector. For more information on the Association for Tell us a bit about ABFM—its mission, primary goals Budgeting and Financial Management, go to and membership. www.abfm.org. Carolyn Bourdeaux can be reached As an ASPA Section, ABFM has the mission to at [email protected]

The University of Baltimore’s NASPAA-accredited Master of Public Administration program offers classes evenings and weekends in Baltimore and at the Universities at Shady Grove near Washington, D.C. You can also take advantage of our top-ranked online option from just about anywhere.

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Marvin Andrews Fellowships in Urban Management Two-year program starts each fall US News & World Report, 2016 (applications due in spring) School of Public Affairs Full tuition waivers Paid internships City Management and Urban Policy • 1st year: Alliance for Innovation #4 (an ASU/ICMA partnership) Information • 2nd year: local city government #5 Technology Environmental spa.asu.edu/andrews #7 Policy

Public Finance #11 Recruiting Ph.D. students #11 Public Management Ph.D. program offering fully #13 Overall funded and competitive research — US News & World Report, 2016 assistantships for fall 2017 spa.asu.edu/phd EDUCATION

Illinois Is a Hot Mess and MPA Programs Pay the Price By Dwight Vick

Forty years in the making, the State of Illinois collective bargaining rights to all public employees, faces an administrative and budgetary crisis of including pensions. Pension contributions epic proportions. For the past two years, state and lagged under both Democratic and Republican local governments made back pension payments administrations at the state and local levels. The ignored for decades. Forty-five percent of all recent pension payday seeped upward like a slow- state social service agencies and their contracted rising flood. This, coupled with the state’s recent We are meeting new demands on public leadership in the context of changing nonprofit providers closed. The remaining agencies history of gubernatorial misconduct, led voters and providers saw client caseloads increase as to seek an outsider to run for governor in 2014. models of governance, with faculty and students who are redefining ideas colleagues lost their jobs or sought other positions. They elected one: Bruce Rauner, a conservative about public management and policy, in the classroom and in public institutions. The elderly, mentally ill and children in foster care businessman who ran on a reform platform. pleaded with providers to meet their basic needs like food and medicine. Ten thousand children Like many political leaders, Governor Rauner has living in low income households lost day care largely placed the state’s problems on the backs and preschool vouchers. Parents had to choose of public sector employees, advocating for public between work or staying home. Prisons rationed sector collective bargaining rights, lower taxes and food for prisoners. Transportation projects stopped agency reorganization. Meanwhile, House Speaker throughout the state. Mike Madigan, a 40+-year veteran of Illinois politics and Democratic patriarch, became Rauner’s nemesis. Both the speaker and Senate majority Leading academic programs Recruiting MPA students leader submitted a state budget in March 2015 with a $3 billion deficit. But, the governor refused to sign it unless conditions were met, such as closing the financial gap. The result: a 16-month stalemate that Marvin Andrews Fellowships has driven the state to near fiscal ruin. in Urban Management How has the stalemate impacted universities? In Two-year program starts each fall addition to enrollment-based funding, all Illinois US News & World Report, 2016 (applications due in spring) public universities qualify for Monetary Award Program grants (MAP), which provide $600 million Full tuition waivers for low income students who attend any Illinois School of Public Affairs college. Most institutions used their rainy day funds Paid internships to cover the loss or passed them on to the students. City Management st For community and regional four-year colleges and Urban Policy • 1 year: Alliance for Innovation #4 (an ASU/ICMA partnership) serving primarily low income students, the lack of And then there were the schools. Universities state support and MAP grant funding led to a 70 Information nd • 2 year: local city government announced they were broke and could not afford to percent reduction in state funding for FY 2015-2016. #5 Technology Many declared financial exigency or emergency. spa.asu.edu/andrews open or stay open through the academic year. They Environmental declared financial emergency. As Amy Hassinger Thousands of faculty and staff members were laid #7 Policy reported in her New York Times op-ed, “Higher off around the state. Universities like Chicago State, Education Is Dying in Illinois,” state universities Western Illinois, Eastern Illinois and Northeastern laid off hundreds of faculty and staff. In The State Illinois encountered negative press for their #11 Public Finance Journal Register, Sara Burnett reported economists’ blanket layoffs. To avoid additional attention, some Recruiting Ph.D. students predictions that Illinois’ economy will enter a long administrators strictly re-interpreted collective recession of new taxes or draconian spending cuts. bargaining agreements to reject tenure-track faculty #11 Public Management Why? Officials relied upon the state rainy day fund by accusing them of not meeting research, teaching Ph.D. program offering fully to make up an $8 billion budget gap caused by the or community service requirements. They froze pension crisis. The lack of long-term planning and hires and eventually terminated them. According to #13 Overall funded and competitive research the intelligencia exodus further compounded the University of Illinois, the largest faculty — US News & World Report, 2016 assistantships for fall 2017 problem. union in the state, the number of member-filed Illinois State Statute 315/1, Chapter 48, Paragraph grievances skyrocketed. spa.asu.edu/phd 1601 guarantees public sector employee union and

FALL 2016 25

In February 2016, the Illinois Board of Higher from other programs—, business, Education instructed that all state institutions must criminal justice, education, among them—with complete a cost-benefit analysis of its programs. Any little to no coursework or teaching experience program that did not earn money for the university, in public administration to serve as MPA faculty had low student enrollment or did not meet a critical members. They hope this approach will satisfy community need would be eliminated. At its May NASPAA standards. If the programs can even find meeting, the board reported FAFSA figures showing funds to pay for reaccreditation, multiple issues will 55,000 Illinois high school graduates applying for place NASPAA and its counterparts in an awkward financial aid to attend out-of-state institutions. More position: Consider whether these programs should than 16,000 college students actually transferred be unaccredited or again placed on probation with from state institutions to ones elsewhere. State the hopes that the regional university invests in the university faculty representatives are dusting off program. their CVs. A stop-gap budget bill is allowing all public How does this situation impact regional MPA organizations to pay past due bills and remain open programs? They are being decimated. Funding cuts until January 2017, at which point the state will again impact any investment into recruitment, research have no budget. Whatever happens, the Illinoisans and travel, even basic office supplies. Only holding the hottest part of this mess will be those we marginally meeting NASPAA’s new standards, serve and train for service. these programs cannot meet basic, longstanding standards in the future, such as consistently An ASPA member for more than 20 years, Dwight employing five full-time faculty members with Vick teaches at National Louis University in Chicago. Ph.D.s in public administration. He previously served on the faculties of Governors State University and West Texas A&M University and To meet the “Standard of Five,” administrators earned his Ph.D. from Arizona State University. He this year began to list full-time faculty members can be reached at [email protected]

continued on page 25

FALL 2016 27

EDUCATION

A NEW AU: Lessons of Expansion and Community Engagement

American University is in the final stages of an The expansion will add to the university’s space ambitious construction effort that has added more considerably, as well as potentially increase than 1 million square feet of new construction and squabbles with neighbors unless the transformation major renovation in the last five years. As a land- is executed properly with considerable locked campus in northwest Washington, D.C., the neighborhood buy-in. university faces scrutiny from both the city and its surrounding neighbors. The plan itself took three years to iterate, as the university community discussed and prioritized “We have a 118-year commitment to our northwest space needs for the coming decades, assessed Washington neighborhood, and our current campus potential project sites, sought board of trustees buildings, design, landscaping and future facilities approval, involved the surrounding neighborhoods are a testament to that,” AU President Neil Kerwin in the discussion and received approval from the said as the university embarked on the plan in 2011. D.C. Zoning Commission. The outcome enables this continuously growing university to envision and AU has roots as a private Methodist university begin a new chapter in its history. with an 85-acre campus across the street from the Metropolitan Memorial United Methodist Church. Beyond a basic need to create space, the expansion That campus has since expanded considerably, addresses significant student housing needs. Trying including the main campus, two satellite campuses to fit 6,700 undergraduate students into a campus in nearby areas and individual office building space with housing for approximately 3,600 has been no around the city. Nestled among small communities easy task; new dorms, off-campus housing and other of large town houses and single family homes in an residential options have been considered and added upper-class section, there has also been a push-and- on throughout the years. This plan creates new pull between the university and its nearby neighbors housing that allows upper class students who wish to as each contends for space. live on campus greater opportunity to do so, thereby reducing the number who live in the neighborhood.

FALL 2016 29 Change careers. Change perspectives. Change the world.

It was an exciting shift for Kassie Dulin — becoming director at the nation’s largest law firm devoted to religious liberty in America. Her master’s from Regent University made her résumé stand out. And her specialized approach to government proved Kassie was equipped for leadership. “Regent’s online model provided an unparalleled combination of high-quality instruction, flexibility and specialization,” she says. Our faculty, with experience in government agencies and the military, blend principled theory and real- world practice so you can succeed in business, nonprofit, public service, policy making and more. Move to a new level in your career through Regent.

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APPLY TODAY. learn.regent.edu | 888.800.7735 Christian Leadership to Change the World There has not been a demonstrated adverse impact AU’s Washington College of Law, once housed at Change careers. from students living in off-campus residences, a satellite campus about a mile further into the but some neighbors remain skeptical. On-campus neighborhood, has also experienced significant housing is also necessary to meet a District of growth and officially out-used its complex. AU Change perspectives. Columbia zoning requirement: AU must house 67 transformed another underutilized satellite campus percent of its undergraduate students on campus. into a 312,000-square-foot state-of-the-art facility Change the world. specifically to house the law school. As part of AU has relied extensively on its Community the expansion, the school enjoys its own campus Liaison Committee, composed of members of the environment with more than 50 percent of the site It was an exciting shift for Kassie Dulin — community and AU representatives, to discuss remaining open, landscaped and green. becoming director at the nation’s largest law issues between the university and its neighbors. The firm devoted to religious liberty in America. group meets regularly to hash out challenges as they “This exciting expansion of the university’s facilities Her master’s from Regent University made arise. AU also meets with specific neighborhood will help to advance our academic mission and the her résumé stand out. And her specialized groups on an as-needed basis to ensure a positive goals in the strategic plan,” said Doug Kudravetz, the relationship with surrounding residents. university CFO, vice president and treasurer. approach to government proved Kassie was equipped for leadership. “Regent’s online Once complete, AU will have added more than 1,000 Indeed, this extensive expansion could provide a model provided an unparalleled combination beds in five new residence halls. Three of those model for other city universities looking to break out of high-quality instruction, flexibility and buildings and one new academic building, totaling of confining quarters. Especially when located in a specialization,” she says. Our faculty, with 410,000 square feet, are now located on an eight- city also confined by height regulations—forcing all experience in government agencies and the acre parcel directly across the street from main occupants to grow out, rather than up—this new AU campus that formerly housed an asphalt surface may show the way for institutional infrastructure military, blend principled theory and real- 900-car parking lot. Noteworthy is that the campus design, development, transformation and success. world practice so you can succeed in business, is a registered arboretum, so projects such as this nonprofit, public service, policy making and have a fundamental goal to be much “greener” more. Move to a new level in your career when complete. through Regent.

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continued on page 33 APPLY TODAY. learn.regent.edu | 888.800.7735 FALL 2016 31 Christian Leadership to Change the World

PUBLIC ADMINISTRATION PERSPECTIVES ON THE FUTURE OF HIGHER EDUCATION: Views from the Top

What makes higher education institutions—both administrators and nonprofit professionals. For for-profit and privately funded ones—successful? many, it was their first event. What are their long-term public value goals? How do they measure progress? What is their alumni “I work with high schoolers, trying to direct them impact? And, what about their funding sources? into successful futures. Some of them will go to ASPA, Arizona State University (ASU) and Public college and this discussion is really helpful for me Administration Review joined together to address as I help them make good decisions,” Edgar Trigo these questions and more at an October 4 event held said. “I have a background similar to many of them at the National Press Club in Washington, D.C. and I know how easy it is to fall prey to educational institutions that will take your money but not More than 70 attendees heard two panels of provide you with the outcomes you expect and distinguished researchers and administrators deserve.” provide insights on this hot button topic, one that In addition to Shireman, McAuliffe, Khademian EDUCATION continues to elude those in the higher education world. As panelist Bob Shireman of the Century and Crow, speakers included Derrick Anderson of Foundation observed, “It is so difficult to measure ASU; Geoff Cox of ; H. George outcomes in education…Most metrics have different Frederickson of the University of Kansas; and Public impacts and the answers aren’t always clear.” Administration Review Editor-in-Chief James Perry of Indiana University. “Public value means forming young people holistically for a participatory adult life and opening Several panelists contributed to a recent Public them to learning throughout life. That’s how we’ve Administration Review symposium that featured defined success,” said former Bryn Mawr College research articles and editorials tackling this subject President Jane McAuliffe, now of the Library of from a variety of angles, including for-profit Congress. “Our students are connected to the institutions’ philosophies, financial models, design community, embedded in it and responsible for it.” science and public values. The panels provided those authors with an opportunity to share their Panelists also discussed possibilities for the future, thoughts with a broader audience. from financial and public values perspectives. “The question of public versus private institutions is “I anticipate lots of change,” Ann Khademian, interesting,” noted Geoff Cox of Stanford University, Director of the School of Public and International formerly with Alliant International University. Affairs at predicted. “We’ll see lots of “There’s a lot of marketplace pressure that drives bad innovation in [financial] models and more savvy decisions. Benefits corporations—whose charters consumers in education. They need to know what have to declare a public mission or service—offer they’re getting. It will take experimentation.” curbs against the pressures, but some of those are

“Public values successes must be inclusive of socio-economic diversity in your region,” said ASU President Michael Crow, author of Designing a New American University, a book exploring the evolution of higher education and where these institutions are headed. “Our current student make-up includes 20 percent at or below the poverty line. We need to be of greater value to this population.”

Attendees represented a wide range of backgrounds, including public administrators, professors, college From left to right: Jane McAuliffe, Michael Crow and H. George Frederickson.

34 FALL 2016 EVANS SCHOOL OF PUBLIC POLICY & GOVERNANCE

THE FUTURE OF PUBLIC SERVICE.

FACULTY APPOINTMENTS AND PROMOTIONS

Ben Brunjes - Stephen Kosack - Craig Thomas - Ph.D. Ph.D. Yale University Ph.D. University of California, Has joined our faculty as an Promoted to Associate Berkeley Assistant Professor of Public Professor of Public Policy Professor of Public Policy Policy and Governance and Governance and Governance appointed Associate Dean for Faculty Affairs. Crystal Hall - Mark Long - Ph.D. Ph.D. Promoted to Associate Professor of Public Policy and Professor of Public Policy Governance appointed Associate and Governance Dean for Research, effective September 15, 2016

The Evans School is ranked #4 overall among US schools of public affairs byUS News & World Report.

OUR AREAS OF SPECIALIZATION: EVANS SCHOOL BY THE NUMBERS (and US News & World Report rankings) 514 total students • Environmental Policy and Management (#2) MPA (407) Executive MPA (80) Ph.D. (27) • Nonprofit Management (#6) • Public Finance and Budgeting (#10) 39 current faculty • Public Management Administration (#9) 88% of 2015 graduates employed in the public, nonprofit, • Public Policy Analysis (#12) and social enterprise sectors • (#11) MPA Class of 2017 Our research impact: 3.6 average GPA #7 U.S., #15 in the world (JPAE, 2014) 155/157 average GRE Q/V scores evans.uw.edu

The Evans School is home to NASPAA’s Journal of Public Affairs Education (JPAE), dedicated to publishing work to advance teaching, curriculum, and program management for public affairs programs. now going public.” Cox’s editorial argued for a new include, who will succeed and how we will provide model in higher education making greater use of for the well-being of where we are located. Through benefit corporations, stating: “[Alliant] believes its this specific process, we work to ensure we’ve new corporate structure will result both in higher formed a productive member of society at the end of standards of accountability to our students and the their time with us.” public, and access to new sources of capital and a more sustained financial future.” Both panels featured wide-ranging and interesting dialogues, producing only one weakness: not Panelists also tackled the question of diversity. enough time to dig deeper into each discussion Frederickson, himself a former president of Eastern and share more information with each other and Washington University, noted that schools are attendees. Many were particularly keen—given malleable and changeable. “What we see now the focus on for-profit institutions, such as the are ‘people’s universities’ where we educate so now collapsed ITT Technical Institute, and their many more people than elite schools. As a result sometimes questionable monetary practices—to of marketing efforts we are now seeing a decline in look even more at for-profit educational models and diversity. Elite schools’ rankings don’t change much, their successes and failures. but there’s an increased feeling that ‘if you’ve seen one, you’ve seen them all’ and as a result universities “I have a background in student affairs and there are far less interesting than they might otherwise be.” were some really great points about for-profit education in these discussions,” noted one of the Crow noted that some of that is determined by the event attendees. “This is on the rise and it’s a huge culture inculcated at each institution. Highlighting conversation. For-profits are not a great place for ASU’s dedicated decisionmaking, he said, “One of students to be going, but we haven’t made a place for

EDUCATION our features is significant diversity. We’ve formed those students in other academic communities.” a unique charter looking specifically at who we “This event proved what a critical discussion this is and that we need to keep having it,” said ASPA Immediate Past President Maria Aristigueta of the University of Delaware. “How we educate our students and the environment we provide for them, both at the undergraduate and graduate levels, is critical to what they learn, the public values they absorb and the contributions they will make going forward.”

Information about this event, including a link to the Flickr feed photos and other helpful material, can be found on ASPA’s website under Events/Other Events. Members interested in the PAR Symposium can access it through the PAR interface on Wiley’s website or contact ASPA staff for assistance.

FUNDING AIRPORT INFRASTRUCTURE continued from page 20 new approaches to secure the rest. Increasing the PFC level and indexing it to inflation would be a good first step. That said, the growing gap between project costs and capital funding sources requires operators to find creative ways to increase their non- aeronautical revenue streams.

Garfield Eaton, vice president at Trillion Aviation, has more than 27 years of experience in airport business and financial consulting. Over the course of his career, Eaton has prepared airport bond feasibility studies supporting more than $13 billion of bonds and assisted in the implementation of major capital improvement and infrastructure programs at more than 50 airports. He can be reached at [email protected]

36 FALL 2016 THE UNIVERSITY OF NORTH CAROLINA at CHAPEL HILL

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FACULTY INFLUENCING THE FUTURE OF 21 PUBLIC ADMINISTRATION: Whitney Afonso Ricardo S. Morse Gregory S. Allison C. Tyler Mulligan David N. Ammons Kimberly L. Nelson Maureen Berner William C. Rivenbark Leisha DeHart-Davis Dale J. Roenigk Margaret Henderson Carl W. Stenberg Michele Hoyman John B. Stephens Jeffrey A. Hughes James Svara, visiting Willow Jacobson Charles Szypszak Kara A. Millonzi Shannon Tufts Jonathan Q. Morgan

Now Available! The Craft of Public Administration, 11th Edition The Craft of Public Administration, is now completely updated to include today’s salient nonprofit and public sector human resource management issues. The 11th edition, continues to provide a classic collection of essential leadership and administrative notions, theories, issues, and techniques which has formed the academic basis for a generation of students majoring in public administration and public policy.

This affordable, TURNKEY version of The Craft of Public Administration offers the following instructor friendly features and resources.

FEATURES • The Ecology of the Administrative Craft • Sample syllabi • The Anatomy of Public Organizations • Chapter quizzes • The Physiology of Public Organizations • Case studies • Managing Employees as Assets • Videos and TED Talks • Labor-Management Relations • Lecture slides • Communication and Leadership • Chapter summaries • Taxing, Budgeting, and Spending • Available as paperback or e-book • Working Smarter, Doing More with Less • Admin Law & Government Regulations CONTENTS • Nonprofit & Public Sector Human • The Administrative Craft Resources Management

For more information, visit www.millenniumhrmpress.com, email [email protected] or call 206-600-4619. ASPA ad / half horizontal page: 8 x 5.1 inches / Sept, 2016 Expand Your Career Options with a Cornell MPA

Looking to develop expertise You will have unparalleled flexibility in a specific area of policy? for selecting concentration courses Our program offers a broad that match your career goals. Enrich range of concentrations: your academic program by choosing from an array of engaged learning • Economic & Financial Policy opportunities. • Environmental Policy Leave Cornell prepared to experience • Government, Politics & career success! • Human Rights & Social Justice Go online and learn more today: • International Development Studies www.cipa.cornell.edu • Public & Nonprofit Management Or call us at: (607) 255-8018 • Science, Technology & Cornell Institute for Public Affairs Infrastructure Policy 294 Caldwell Hall • Social Policy Ithaca, NY 14853-2602

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UNIVERSITY OF NORTH CAROLINA AT GREENSBORO

FACULTY SEARCH IN DEPARTMENT OF POLITICAL SCIENCE PUBLIC ADMINISTRATION POSITION TITLE: Associate or Full Professor and MPA Director START DATE: August 1, 2017 FACULTY SEARCH IN POLITICAL SCIENCE DEPARTMENT PUBLIC ADMINISTRATION SUMMARY OF POSITION: POSITION TITLE: Assistant Professor, Tenure Track The Department of Political Science seeks a tenured Associate or Full Profes- sor for a faculty position in Public Administration (field open) beginning August START DATE: August 2017 1, 2017, to serve after one year as the Graduate Director of its NASPAA-ac- credited MPA program. We welcome applications from all specializations SUMMARY OF POSITION: within public administration, but are especially interested in applicants whose The Department is seeking a public administration generalist, who can teach research and teaching interests include public policy, program evaluation, both required and elective, graduate and undergraduate courses in public , human resource management, ethics, or local gov- administration. The successful applicant will also be required to contribute ernment management. Celebrating its 40th year, the MPA program seeks a to the University’s General Education Program by teaching U.S. Government Director to build on its reputation of effective student preparation and inno- and Politics. vative scholarship. The MPA program is one of the degree programs in the Political Science Department, which consists of fourteen full-time faculty and In addition, faculty members are expected to perform other duties as assigned strong and diverse undergraduate and graduate programs (MPA, urban and in compliance with the collective bargaining agreement. economic development certificate, nonprofit management certificate).

Applicants who are ABD and expect to complete the doctorate by August MINIMUM QUALIFICATIONS: 2017 may be considered. A strong record of research, teaching and experience in an MPA program is essential. A PhD in public administration, political science or related field is A successful on-campus interview is required; the interviews will be required at the time of appointment. Salary is competitive. conducted by faculty members and deans. Applicants selected for an on-campus interview will be required to complete a teaching demonstration PREFERRED QUALIFICATIONS: and scholarship presentation. The successful applicant will also demonstrate Previous administrative and public service experience are desirable. an understanding of diverse populations. UNCG is proud of the diversity of its student body and we seek to attract an An earned doctorate in Public Administration or Political Science is preferred. equally diverse applicant pool. UNCG is a Minority Serving Institution, with an undergraduate student body consisting of approximately 27% African Amer- Offers of employment are contingent upon successful completion of a crim- icans and 7% Hispanic or Latino Americans. UNCG and the Political Science inal background check as well as sufficient course enrollment and budget Department foster an environment of collaboration across departments and allocations. Following the initial review of applications, telephone interviews schools and support community-engaged research. We are an EOE/AA/F/D/V will be conducted. Based upon the telephone interviews, the Department will employer and are strongly committed to increasing faculty diversity. invite applicants for on-campus interviews. TO APPLY Applications received by November 28, 2016 will be given full consideration. Applicants should submit all materials electronically (to apply, visit https:// jobsearch.uncg.edu and click on “Faculty” and apply to position #13578), Shippensburg University is an Equal Opportunity Employer. Individuals from including a cover letter, a CV, a description of their research program, up to traditionally underrepresented populations are encouraged to apply. three representative publications, sample syllabi, and a statement of teaching interests. Applicants are asked to provide the names and email addresses of TO APPLY at least three (3) references in the References section of the electronic appli- All candidates must apply online at https://jobs.ship.edu. Materials submitted cation. These references will be solicited by the UNCG jobsearch system via in other formats including paper applications will not be considered. For an email, and asked to provide a confidential letter of reference/recommendation application to be considered complete, candidates must submit (1) a letter of on behalf of the applicant. This will occur as soon as the applicant successfully interest that describes the applicant’s teaching, research, and professional submits the application and receives a confirmation number from the UNCG experiences; (2) a current curriculum vita; (3) a complete set of undergrad- jobsearch system. uate and graduate transcripts; and (4) a list of three current references that includes both telephone numbers and e-mail addresses (required if granted an on-campus interview). Incomplete applications will not be considered. Questions should be addressed to: Professor Greg McAvoy ([email protected]). The program webpage is Questions should be addressed to: http://www.uncg.edu/psc/ and information about UNCG’s Graduate School is Dr. Sara Grove available at http://grs.uncg.edu/current. The review of applications will begin Search Committee Chairperson on December 1, 2016 and will continue until the position is filled. Department of Political Science Telephone: (717) 477-1718 E-Mail: [email protected]

FALL 2016 39 ADVERTISE IN PA TIMES

PA TIMES features several advertising avenues. Display advertising is available to announce conferences, educational OFFICERS President programs, publications, products, etc. The Recruiter lists Susan T. Gooden, Virginia Commonwealth University employment opportunities. ASPA reserves the right to edit text President Elect to conform with layout and design of the magazine. Janice Lachance, BBB Institute for Marketplace Trust Vice President Display Advertising* Jane Pisano, University of Southern California Full Page $1,405 Past President Maria Aristigueta, University of Delaware (8.5x11.25 full-bleed, active copy area 8x10.625) Secretary/Treasurer William Shields, ASPA Half Page Vertical $995 (3.87x10.36 or 8x5.1) NATIONAL COUNCIL District I Michael Ahn, University of Massachusetts Quarter Page $770 Josh Osowski, -Newark (3.87x5.1) Stephen Rolandi, John Jay College of Criminal Justice District II Michael Brintnall, Independent Consultant Eighth Page $540 Donald Kettl, University of Maryland (3.87x2.4) Tonya T. Neaves, George Mason University District III Dan Lasseter, University of Georgia Premium Pages Jared Llorens, Louisiana State University Inside Back Cover $1,500 Terry Murphy, Public Affairs Concepts (8.5x11.25 full-bleed, active copy area 8x10.625) District IV J. Paul Blake, Inside Front Cover $1,500 Suzanne Discenza, Park University Alfred Ho, University of Kansas (8.5x11.25 full-bleed, active copy area 8x10.625) District V Galia Cohen, University of Texas at Dallas Back Cover $1,900 Dovie Dawson, Ashford University (8.5 x 8.75 full-bleed, active copy area 8x8) James Nordin, Public Management Solutions Student Representative Employment Advertising in The Recruiter** Angela Kline, University of Delaware International Director Online (3 months with unlimited wording) M. Jae Moon, Yonsei University $250 See www.publicservicecareers.org COMPA Representative Print Advertising Michael Orok, Virginia Union University 99¢ cents per word Parliamentarian Gloria Billingsley, Jackson State University Additional Print Fees: $10/logo; $10/border NATIONAL STAFF Executive Director William Shields Cancellation Policy: Cancellations will be billed at full price. Chief of Program Operations Lisa Sidletsky *Display advertising rates apply to advertiser-provided, camera-ready art. A $100 Chief of Communications and Marketing typesetting free occurs for ads that are submitted as text only or in a format Karen E. T. Garrett that cannot be replicated. Job advertisements may not be submitted as display Professional Development and Events Manager advertising. Asmait Tewelde Conference Manager and Member Services Specialist **All job advertisements in The Recruiter must be text only and are billed at a Amy Omang minimum of 200 words. The Recruiter does not accept display advertising. All Membership Coordinator job advertisements must indicate that the employer offers equal employment Michael Silliman opportunity. Chapter-Section Coordinator Melissa Jun Finance and Administration Assistant LaShawn Boston Communications Assistant Kadesha Washington

40 ASPANET.ORGFALL 2016 ASPANET.ORG