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This insightful text, written by two renowned experts, provides students of public administration and nonprofit management with a collection of relevant, global case studies and corresponding activities.
List of contents
Part 1: Foundations of Public Administration 1. Social Equity at the Nexus of the Administration & Politics Dichotomy in the Academy 2. Strategic Change in Theory and Practice: The Olathe 2040 Future Ready Plan 3. Historical Legacies, Modern Solutions: Reparations in Asheville, NC 4. Forming a Quasi-Business Improvement District: The Case of the Charles Village Community Benefits District 5. The WE Charity Scandal: A Case Study of Nonprofit-Public Relationship Issues in Canada 6. Social Equity and Intervention Services: Case Study in Nonprofit, Social Work, and Law Enforcement Collaboration
Part 2: Managing People and Administering Public Services 7. Managing Post-conflict in the Human Services Agency: The President of the Board Takes the Lead on Organizational Development Planning 8. Contentious Parks in a Growing City 9. Leading Decisions: Choosing the Best Course for a New History Museum Building 10. "The Taxpayers are Going to Be Paying for This": Grappling with a Local Government Embezzlement Scandal 11. Shifting Strategy: From the Campaign Trail to Community Engagement
Part 3: Improving the Efficiency and Efficacy of Public Service Organizations 12. Building State Capability to Tackle Critical Epidemic: Case of Meghalaya, India 13. Closing Time: Managing Internal Processes, Stakeholder Expectations, and Social Equity Concerns in the Hastened Removal of Homeless Encampments in Dallas, TX 14. Developing an Effective and Equitable Mental Health Service Network Through Collaborative Governance 15. Enhancing Citizen Participation through E-Government in Nigeria: A Case Study of Lagos State 16. The New York City Solid Waste Management Plan: Political Rubbish or a Path to Sustainability?
About the author
Aimee L. Williamson, Ph.D., is an Associate Professor in the Department of Public Service and Healthcare Administration at Suffolk University in Boston, Massachusetts. Her research and teaching interests focus on public management, including public-private management distinctions, collaboration, and administrative reform. She has publications in a wide range of public affairs journals, including
Public Administration Review,
Public Performance and Management Review, the
Journal of Public Administration Research and Theory, and
Public Administration Quarterly. She has also published cases in
The CASE Journal and has been teaching with case studies for over 20 years, including courses in the foundations of public administration, leadership, organizational behavior, and strategic management.
Marc Holzer, Ph.D. has been a leader in the public administration field since the early 1970s. He is the founder of the National Center for Public Performance and was the founding editor in chief of the international journal
Public Performance and Management Review for over four decades
. His more than 600 scholarly publications address a wide range of strategic approaches to the measurement and improvement of public services. Dr. Holzer is Distinguished Research Professor (Ret.) at the Department of Public Service and Healthcare Administration at Suffolk University-Boston, and was the Founding Dean of the School of Public Affairs and Administration at Rutgers University. He is a Past President of the American Society for Public Administration and a Fellow of the National Academy of Public Administration.
