Future Of Public Administration Research Articles

Public Administrators’ Understanding of External Financial Reporting: It Begins with Curriculum

State and local governments’ external financial reports contain important information for the citizenry and government stakeholders. However, unless information in those reports is readily consumable, public trust may erode. It is important that public administrators understand and effectively communicate results from these reports, skills that are embodied in the universal required competencies established by the Network of Schools of Public Policy, Affairs, and Administration. This article is designed to be a resource for teaching external financial reporting in these programs. We first provide a graphical depiction of the external financial reporting model as prescribed by the Governmental Accounting Standards Board and discuss key elements of it. We then discuss the production and uses of these reports. These discussions should help future public administrators understand the mechanics of reporting and the challenges related to the production and use of these reports. Such understanding should facilitate the communication of these reports.

Instilling Public Service Values and Professionalism through Information Literacy

In order for public affairs and administration education programs to successfully prepare future public administrators, the link between public service values (PSVs), professionalism in the public sector, and information literacy (IL) needs to be acknowledged and elevated. Through the development of a Communications for Public Administrators course focused on IL with a public service perspective, the Master of Public Administration (MPA) program at West Chester University (WCU) is attempting to do just that. This article considers separately the role of PSVs, professionalism, and IL in the study and practice of public administration and discusses the rationale for linking the three concepts in public affairs and administration education programs. Recommendations for the institutionalization of the PSVs-professionalism-IL nexus are also considered. The article then describes a specific WCU MPA course used to explore the efficacy of integrating PSVs, professionalism, and IL into a graduate public affairs curriculum. The benefits of this approach and its applicability to other public administration, public policy, and public affairs graduate programs are discussed.

The Public Administration Viewed from the Reflective Public Servants

Public objectives are mostly implemented within the public administration. Despite Weber’s idea of rationality in the public administration the latter operates more in evolutionary manner by imitation of processes that have been effective in other areas. A starting point towards taming today’s complexity can be an individual who operates primarily from his/her personal characteristics, regardless of the existing theories about the public administration (PA) in a manner “think globally, act locally”. As long as we do not clearly know how cognitive processes affect the functioning of an individual, the subjective concepts of decision making and the European Qualifications Framework (EQF) can be helpful, due to known levels of knowledge, skills and competences. Entering into the unknown with the full personal preparedness for changes will be the motto of the future PA. This motto is covered within the EQF’s levels from 6 to 8.

ICT Education of future public administration staff oriented to the needs of knowledge society

European Union (EU) gets across ambitious transformation from industrial society over information society to declared competitive knowledge society. Governments of EU members’ states are investing huge amount of money in the knowledge society to achieve economic growth and international competitiveness. Information and communication technologies (ICT) provide an efficient platform for national knowledge management. Thanks to accessible technology, citizens can actively participate in managing their government and country. Continuous development of ICT not only allows passive dissemination of information but also actively helps in knowledge creation. Main prerequisites for the successful use of ICT tools for eGovernment purposes are to have developed sufficient infrastructure providing Internet access, well designed and available eGovernment services and digitally literate users on both sides, i.e. as the public officials and citizens themselves. The paper presents how we are continuously innovating provided education in the field of ICT of specific target group, which will take a part in eGovernment in the future.

ICT, Public Administration and Democracy in the Coming Decade

The physicist Neils Bohr allegedly wrote that Prediction is very difficult, especially about the future. Many academics believe that serious scholars should never attempt to write about the future, but some awareness of the ways in which the future of e-government may evolve is needed if well-grounded long-term decisions about issues such as infrastructures, institutions and educational programs are to be made. In addition, future-oriented research is of the utmost importance for informed public debate about technological developments with far reaching societal implications. This book marks the 25th anniversary of the permanent study group on e-government of the European Group for Public Administration, and the papers here were first presented at their 2012 meeting in Bucharest, Romania. The invited authors were not asked for rigorous analyses based on systematic empirical research or deeply rooted in a theoretical framework; instead they were challenged to write thoughtful and measured, but provocative, essays about ICT and public administration in the coming decade. Their contributions are reflections on the nature of new and emerging technologies in the public sector and their impact on government and on democracy itself. The book is divided into three sections: the past and present as starting point for thinking about the future of e-government, imagining the future of government, and implications for research and practice. The many questions raised by developments in ICT for future public administration are presented in a clear and thought-provoking manner, and merit more debate. This volume represents a departure from the normal run of academic publications. It is intended both to provoke academics and administrators to think about questions which will affect all of our futures and to offer a range of creative ideas about how the opportunities presented by technology can be exploited to provide better government and governance.

Exploring the Role of Interactive Computer Simulations in Public Administration Education

Preparing public administration students for complex challenges that involve high uncertainty, stakeholder interdependencies, policy resistance, and slow feedback cycles presents unique challenges for educators. Those in the field of public administration and public policy can broaden their educational toolbox by embracing new technologies for educating future public administration practitioners. This research demonstrates that interactive computer simulations provide dynamic contexts and creative learning environments for students to individually and collectively apply systems thinking in information-rich environments with instant feedback channels. Across a series of exploratory studies using an interactive simulation focused on water uncertainty and policy options, this research has consistently found strong learning outcomes. The findings showed that students were able to quickly grasp the complexity associated with interdependent stakeholders with divergent interests, uncertain future conditions, and policy options that reflect competing values. However, this research also discovered some unintended consequences. Using interaction simulations may limit the scope of deliberation topics to only those that were highlighted by the simulation. Thus the research concludes with a discussion of some ethical concerns related to the use of computer simulations as part of an educational exercise.1

The future of the modal split in China's greenest city: Assessing options for integrating Dalian's fragmented public transport system

Dalian used to have a very favorable modal split (for public transport) and had the honor of being an environmentally friendly city among its peers in China only a few years ago. However, momentous and when it comes to sustainability rather deleterious is evolving in the past five years or so: automobiles have flooded the city along with car-friendly policies being promulgated at both the central and local levels of government. Consequently, the market share of public transport has been substantially eroded since then. Apart from the rapid motorization that weakened Dalian's position as a green city, another factor fueling the downward trend of transit attractiveness has been the growing fragmentation in transit services. Given the fact that the motorization process is irreversible and restricting car purchase and use is unlikely to work out in China, if something needs to be done to maintain Dalian as a clean and comfortable living habitat, then lifting the fragmentation in the transit system is the only way to do this. Therefore, this paper explores where the fragmentation originates, and how it can be counteracted. A mathematical model is thus built to test the effectiveness of reducing fragmentation in improving transit service. And the results show that the modal split after system integration is going to tilt more strongly towards transit, while for service quality levels for users cannot expect much improvement. These modeling results have significant implications for the future public transport administration in Dalian.

ESL Program Models and Court Cases: An Overview for Administrators

The demographic of our country’s public school students is very diverse and continues to change. By2020, African American, Hispanic, Asian American and Native American groups will account for morethan 40 percent of the U.S. population and this percentage is expected to increase to 50 percent by theyear 2040 (U.S. Census Bureau, 2003). Currently, 46 percent of all schools in the United States haveEnglish Language Learners (ELL) or English as Second Language (ESL) students (National Center forEducational Statistics). Furthermore, Hispanics now make up the largest minority group in the UnitedStates and it’s estimated that by 2021, 25 percent of all students will be Hispanic (Gándara, 2010).These numbers suggest that current and future public school administrators will need to understandeffective ESL/bilingual instruction in order to provide their students and teachers with adequate supportand supervision. Likewise, they will also need to have a basic understanding of educational law as itpertains to ESL and bilingual programming. Therefore, the purpose of this paper is to offer anadministrative overview of some of the more salient issues related to the effective instruction of ESLstudents as well to present a summary of prominent course cases-and subsequent rulings-that affectESL instruction.

Introduction to the Symposium on the Future of Public Administration in 2020

Public Administration ReviewVolume 70, Issue s1 p. s5-s11 Introduction to the Symposium on the Future of Public Administration in 2020 Rosemary O’Leary, Rosemary O’LearySearch for more papers by this authorDavid M. Van Slyke, David M. Van SlykeSearch for more papers by this author Rosemary O’Leary, Rosemary O’LearySearch for more papers by this authorDavid M. Van Slyke, David M. Van SlykeSearch for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02241.xCitations: 13Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s5-s11 RelatedInformation

Governance, Structure, and Democracy: Luther Gulick and the Future of Public Administration

Luther Gulick was both an academic and a reformer. In the latter role, he thought seriously about what the future of public administration might look like. This essay examines his work as a lens through which to view the future of public administration in 2020. Gulick suggests that public administration needs a governance orientation to link scholarship with the realities of practice, a recognition of the bias of structures, a stress on the informal elements of organization, additional research on almost every question, a recognition of the importance of ethics, a stress on the importance of context, and a fundamental appreciation of the role that public management plays in fostering democracy.

Envisioning Public Administration as a Scholarly Field in 2020: The Quest for Meritocracy in the Chinese Bureaucracy

Public Administration ReviewVolume 70, Issue s1 p. s302-s303 Envisioning Public Administration as a Scholarly Field in 2020: The Quest for Meritocracy in the Chinese Bureaucracy Hon S. Chan, Corresponding Author Hon S. Chan City University of Hong KongHon S. Chan is head and professor in the Department of Public and Social Administration, City University of Hong Kong. His current research focuses on nomenklatura of the Chinese Communist Party, and Chinese civil service with special emphasis on performance evaluation and pay.E-mail:[email protected]Search for more papers by this author Hon S. Chan, Corresponding Author Hon S. Chan City University of Hong KongHon S. Chan is head and professor in the Department of Public and Social Administration, City University of Hong Kong. His current research focuses on nomenklatura of the Chinese Communist Party, and Chinese civil service with special emphasis on performance evaluation and pay.E-mail:[email protected]Search for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02293.xCitations: 4Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s302-s303 RelatedInformation

Envisioning Public Administration as a Scholarly Field in 2020: The Importance of Political Environments

Public Administration ReviewVolume 70, Issue s1 p. s307-s308 Envisioning Public Administration as a Scholarly Field in 2020: The Importance of Political Environments Anthony M. Bertelli, Corresponding Author Anthony M. Bertelli University of Southern CaliforniaAnthony M. Bertelli holds the C. C. Crawford Chair in Management and Performance at the University of Southern California and is a senior lecturer in politics at the University of Manchester. His research examines the role of political institutions in shaping public management roles and policy outcomes.E-mail:bertelli@usc.eduSearch for more papers by this author Anthony M. Bertelli, Corresponding Author Anthony M. Bertelli University of Southern CaliforniaAnthony M. Bertelli holds the C. C. Crawford Chair in Management and Performance at the University of Southern California and is a senior lecturer in politics at the University of Manchester. His research examines the role of political institutions in shaping public management roles and policy outcomes.E-mail:bertelli@usc.eduSearch for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02295.xRead the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s307-s308 RelatedInformation

Envisioning Public Administration as a Scholarly Field in 2020

Public Administration ReviewVolume 70, Issue s1 p. s292-s294 Envisioning Public Administration as a Scholarly Field in 2020 Christopher Pollitt, Corresponding Author Christopher Pollitt Catholic University of LeuvenChristopher Pollitt is Research Professor of Public Management in the Public Management Institute at the Catholic University of Leuven. He is also editor in chief of the International Review of Administrative Sciences and has been an advisor to several national governments as well as the European Commission, Organisation for Economic Co-operation and Development, and World Bank.E-mail:Christopher.Pollitt@soc.kuleuven.beSearch for more papers by this author Christopher Pollitt, Corresponding Author Christopher Pollitt Catholic University of LeuvenChristopher Pollitt is Research Professor of Public Management in the Public Management Institute at the Catholic University of Leuven. He is also editor in chief of the International Review of Administrative Sciences and has been an advisor to several national governments as well as the European Commission, Organisation for Economic Co-operation and Development, and World Bank.E-mail:Christopher.Pollitt@soc.kuleuven.beSearch for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02289.xCitations: 9Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s292-s294 RelatedInformation

Looking into the Crystal Ball: Performance Management over the Next Decade

Public Administration ReviewVolume 70, Issue s1 p. s208-s211 Looking into the Crystal Ball: Performance Management over the Next Decade Harry P. Hatry, Corresponding Author Harry P. Hatry Urban InstituteHarry P. Hatry is director of the Public Management Program and a distinguished fellow at the Urban Institute. He has been at the forefront of the performance measurement movement since the 1970s.E-mail:[email protected]Search for more papers by this author Harry P. Hatry, Corresponding Author Harry P. Hatry Urban InstituteHarry P. Hatry is director of the Public Management Program and a distinguished fellow at the Urban Institute. He has been at the forefront of the performance measurement movement since the 1970s.E-mail:[email protected]Search for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02274.xCitations: 12Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s208-s211 RelatedInformation

Practitioner’s Perspective—Have We Missed the Boat on Planning?

Public Administration ReviewVolume 70, Issue s1 p. s227-s228 Practitioner’s Perspective—Have We Missed the Boat on Planning? Melanie P. Cohen, Corresponding Author Melanie P. Cohen U.S. Department of Housing and Urban DevelopmentMelanie P. Cohen has worked at the U.S. Department of Housing and Urban Development as the information technology strategist since 2001. Previously, she was chief of the Strategic Planning Unit at the U.S. Drug Enforcement Administration. Her research interests focus on public management and the twenty-first-century organization.E-mail:[email protected]Search for more papers by this author Melanie P. Cohen, Corresponding Author Melanie P. Cohen U.S. Department of Housing and Urban DevelopmentMelanie P. Cohen has worked at the U.S. Department of Housing and Urban Development as the information technology strategist since 2001. Previously, she was chief of the Strategic Planning Unit at the U.S. Drug Enforcement Administration. Her research interests focus on public management and the twenty-first-century organization.E-mail:[email protected]Search for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02281.xCitations: 2Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s227-s228 RelatedInformation

The Future of Public Administration and Law in 2020

The Future of Public Administration and Law in 2020

Back to the Future: Making Public Administration a Design Science

Public Administration ReviewVolume 70, Issue s1 p. s295-s297 Back to the Future: Making Public Administration a Design Science Michael Barzelay, Corresponding Author Michael Barzelay London School of Economics and Political Science Michael Barzelay is a professor of public management in the Department of Management at the London School of Economics and Political Science. His research ranges across such topics as strategy development, creating capabilities for delivery, and production in public sector settings.E-mail:[email protected] Fred Thompson is the Grace and Elmer Goudy Professor of Public Management and Policy in the Atkinson Graduate School of Management at Willamette University and director of the Willamette Center for Governance and Public Policy Research.E-mail:[email protected]Search for more papers by this authorFred Thompson, Corresponding Author Fred Thompson Willamette University Michael Barzelay is a professor of public management in the Department of Management at the London School of Economics and Political Science. His research ranges across such topics as strategy development, creating capabilities for delivery, and production in public sector settings.E-mail:[email protected] Fred Thompson is the Grace and Elmer Goudy Professor of Public Management and Policy in the Atkinson Graduate School of Management at Willamette University and director of the Willamette Center for Governance and Public Policy Research.E-mail:[email protected]Search for more papers by this author Michael Barzelay, Corresponding Author Michael Barzelay London School of Economics and Political Science Michael Barzelay is a professor of public management in the Department of Management at the London School of Economics and Political Science. His research ranges across such topics as strategy development, creating capabilities for delivery, and production in public sector settings.E-mail:[email protected] Fred Thompson is the Grace and Elmer Goudy Professor of Public Management and Policy in the Atkinson Graduate School of Management at Willamette University and director of the Willamette Center for Governance and Public Policy Research.E-mail:[email protected]Search for more papers by this authorFred Thompson, Corresponding Author Fred Thompson Willamette University Michael Barzelay is a professor of public management in the Department of Management at the London School of Economics and Political Science. His research ranges across such topics as strategy development, creating capabilities for delivery, and production in public sector settings.E-mail:[email protected] Fred Thompson is the Grace and Elmer Goudy Professor of Public Management and Policy in the Atkinson Graduate School of Management at Willamette University and director of the Willamette Center for Governance and Public Policy Research.E-mail:[email protected]Search for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02290.xCitations: 26Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s295-s297 RelatedInformation

What Is Wrong with Advice on Strategic Planning?

Public Administration ReviewVolume 70, Issue s1 p. s222-s223 What Is Wrong with Advice on Strategic Planning? Rebecca Hendrick, Corresponding Author Rebecca Hendrick University of Illinois ChicagoRebecca Hendrick is an associate professor in the Department of Public Administration at the University of Illinois Chicago. Her current research examines local government financial condition in the United States, factors that affect it, and how local officials manage it.E-mail:hendrick@uic.eduSearch for more papers by this author Rebecca Hendrick, Corresponding Author Rebecca Hendrick University of Illinois ChicagoRebecca Hendrick is an associate professor in the Department of Public Administration at the University of Illinois Chicago. Her current research examines local government financial condition in the United States, factors that affect it, and how local officials manage it.E-mail:hendrick@uic.eduSearch for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02279.xCitations: 3Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s222-s223 RelatedInformation

Strategic Planning from Robert McNamara to Gov 2.0

Public Administration ReviewVolume 70, Issue s1 p. s220-s221 Strategic Planning from Robert McNamara to Gov 2.0 Sandford Borins, Corresponding Author Sandford Borins Harvard UniversitySandford Borins is a professor of strategic management at the University of Toronto and a research fellow at the John F. Kennedy School of Government at Harvard University. His latest book, Governing Fables: Learning from Public Sector Narratives, will be published in 2011 by Information Age.E-mail:borins@utsc.utoronto.caSearch for more papers by this author Sandford Borins, Corresponding Author Sandford Borins Harvard UniversitySandford Borins is a professor of strategic management at the University of Toronto and a research fellow at the John F. Kennedy School of Government at Harvard University. His latest book, Governing Fables: Learning from Public Sector Narratives, will be published in 2011 by Information Age.E-mail:borins@utsc.utoronto.caSearch for more papers by this author First published: 03 December 2010 https://doi.org/10.1111/j.1540-6210.2010.02278.xCitations: 5Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume70, Issues1Special Issue: Special Issue on the Future of Public Administration in 2020Edited by Rosemary O'Leary and David M. Van SlykeSponsored by the Phanstiel Family and the Maxwell School of Syracuse UniversityDecember 2010Pages s220-s221 RelatedInformation

Exploring Cultural Competency Within the Public Affairs Curriculum

With the increasingly changing demographics of the U. S. population, increased opportunities for an effective public sector arise. The opportunities can be found in new and innovative approaches to the government-citizen relationships, which take into account the cultural diversity of their population. Cultural competency initiatives within the public sector allow for increased effectiveness of the public sector and the public it serves. The following article explores where these opportunities for cultural competency initiatives can be placed within the public affairs curriculum. The article provides a framework for a cultural competency curriculum in public affairs based on four conceptual approaches: knowledgebased, attitude-based, skills-based, and community-based. Cultural competency discourse in academia sets the necessary foundation for future public administrators working in increasingly diverse populations.