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Publications and Awards

MPA@UNC professors are experts in public administration who work closely with public officials at all levels of government.  They have authored a number of publications to advance the field of public administration and have received awards recognizing their service.

Publications

David N. Ammons

  • Municipal Benchmarks: Assessing Local Performance and Establishing Community Standards, Third Edition. Armonk, NY: M.E. Sharpe, 2012. (First and second editions published in 1996 and 2001 by Sage Publications.)
  • “Factors Influencing the Use of Performance Data to Improve Municipal Services: Evidence from the North Carolina Benchmarking Project,”; with William C. Rivenbark. Public Administration Review, 68, No. 2 (March/April 2008), pp. 304-318.
  • “Performance Measurement and Managerial Thinking,” Public Performance and Management Review, 25, No. 4 (June 2002), pp. 344-347.
  • “Performance-Comparison Projects in Local Government: Participants’ Perspectives,”; with Charles Coe and Michael Lombardo.&nbsp Public Administration Review, 61, No. 1 (January/February 2001), pp. 100-110.
  • “A Proper Mentality for Benchmarking,” Public Administration Review, 59, No. 2 (March/April 1999), pp. 105-109.
  • “Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services,&quot Public Administration Review, 55, No. 1 (January/February 1995), pp. 37-47.

Maureen Berner

  • Everyday Statistics for Public Managers.  International City County Management Association.  2010
  • Research Methods for Public Administration. 5th Edition.  Elizabethann O’Sullivan, Gary Rassel and Maureen Berner. Addison Wesley Longman.  2007.
  • Minority Contracting Programs: A Critical Juncture of Public Policy, Administration, Law, and Statistics.” Heather Martin, Maureen Berner and Frayda Bluestein. Public Administration Review, Volume 67 Issue 3 (May/June 2007), pp. 511 – 520.
  • “Learning From Your Neighbor: The Value of Public Participation Evaluation for Public Policy Dispute Resolution.”  Maureen Berner and John Stephens.  Forthcoming to Journal of Public Deliberation. Berner contribution: 50%
  • “What Constitutes Effective Citizen Participation in Local Government? Views from City Stakeholders.”  Maureen M. Berner, Justin M. Amos and Ricardo S. Morse.  Public Administration Quarterly, Vol. 35 No.

Leisha DeHart-Davis

  • “Green Tape: A Theory of Effective Organizational Rules.” Journal of Public Administration Research and Theory 19 2: 361-384. JPART 2010 Virtual Reader inclusion of Leisha DeHart-Davis, 2009.
  • “Bureaucracy and Public Employee Behavior: A Case of Local Government,” Review of Public Personnel Administration 29 4. 311-326. Mary K. Feeney and Leisha DeHart-Davis, 2009.
  • “Can Bureaucracy Benefit Organizational Women? An Exploratory Study,” Administration and Society 41 3.:340-363. Leisha DeHart-Davis, 2009.
  • “Gender and Organizational Rule Abidance,” Public Administration Review 692.:339-347. Shannon Portillo and Leisha DeHart-Davis, 2009.

Margaret Henderson

Willow Jacobson

  • Brenda Bushouse, Willow S. Jacobson, Kristina Lambright, Jared Llorens, Rick Morse, and Ora-Orn Poocharoen. 2011. “Crossing the Divide: Building Bridges between Public Administration Practitioners and Scholars”. Journal of Public Administration Research and Theory. Vol. 21, Supplement 1. pp. 99-112.
  • Heather Getha-Taylor, Maja Holmes, Willow S. Jacobson, Rick Morse, and Jessica Sowa. 2011. “Focusing the Public Leadership Lens: Research Propositions and Questions in the Minnowbrook Tradition”. Journal of Public Administration Research and Theory. Vol. 21. Supplement 1. pp. 183-197.
  • Willow S. Jacobson, Ellen Rubin, and Amy Donahue. 2008.  “Integrating Labor Relations and Human Resource Management:  Impacts on State Workforces,” International Review of Public Administration. 2008.  Vol. 13, No. 2
  • Willow S. Jacobson and Donna Warner. 2008. “Leading and Governing: A Model for local Government Education,” Journal of Public Affairs Education. Summer 2008, Vol. 14, No. 2, Summer 2008
  • Willow S. Jacobson, “Preparing for Tomorrow: A Case Study of Workforce Planning in North Carolina Municipalities,” Public Personnel Management. Forthcoming (Accepted November 2007).

Ricardo S. Morse

  • Heather Getha-Taylor, Maja Husar Holmes, Willow S. Jacobson, Ricardo S. Morse, and Jessica E. Sowa. 2010. Focusing the Public Leadership Lens: Research Propositions and Questions in the Minnowbrook Tradition. Journal of Public Administration Research & Theory 21(Supplement 1): i83-i98.
  • Ricardo S. Morse. 2010. Bill Gibson and the Art of Leading Across Boundaries. Public Administration Review 70(3): 434-442.
  • Ricardo S. Morse. 2010. Integrative Public Leadership: Catalyzing Collaboration to Create Public Value. The Leadership Quarterly 21(2): 231-245.
  • Ricardo S. Morse, and Terry F. Buss, eds. 2008. Innovations in Public Leadership Development. Armonk, N.Y.: M.E. Sharpe.
  • Ricardo S. Morse, Terry F. Buss, and C. Morgan Kinghorn, eds. 2007. Transforming Public Leadership for the 21st Century. Armonk, N.Y.: M.E. Sharpe.

Kelley O’Brien

William C. Rivenbark

  • William C. Rivenbark and Carmine Bianchi. Teaching Public Administration Abroad through the Fulbright Specialist Program. 2011. Journal of Public Affairs Education, 17 (2): 253–263.
  • William C. Rivenbark and Dale J. Roenigk. 2011. Implementation of Financial Condition Analysis in Local Government. Public Administration Quarterly, 35 (2): 238–264.
  • Charles K. Coe and William C. Rivenbark. 2010. Implementing GASB 45: Recommended Best Practices in Local Government. Public Budgeting & Finance, 30 (4): 71–81.
  • William C. Rivenbark, Dale J. Roenigk, and Gregory S. Allison. 2010. Conceptualizing Financial Condition in Local Government. Journal of Public Budgeting, Accounting & Financial Management, 22 (2): 149–177.
  • David N. Ammons and William C. Rivenbark. 2008. Factors Influencing the Use of Performance Data to Improve Municipal Services: Evidence from the North Carolina Benchmarking Project. Public Administration Review, 68 (2): 304–318.

Dale J. Roenigk

  • Dale Roenigk. Final Report on City Services for Fiscal Year 2009-2010: Performance and Cost Data, University of North Carolina School of Government, February 2011.
  • William C. Rivenbark and Dale J. Roenigk. 2011. Implementation of Financial Condition Analysis in Local Government. Public Administration Quarterly, 35 (2): 238–264.
  • William Rivenbark, David Ammons and Dale Roenigk. “Benefiting from Comparative Performance Statistics in Local Government”, Popular Government, Vol. 72, No. 3, Spring/Summer 2007, pp. 34-42.
  • Philip Berke, Dale Roenigk, Edward Kaiser, and Raymond Burby. “Enhancing Plan Quality: Evaluating the Role of State Planning Mandates for Natural Hazard Mitigation,” Journal of Environmental Planning and Management, Vol. 39, No. 1, 1996, pp. 76-96.
  • Dale Roenigk. “Federal Disaster Relief and Local Government Financial Condition” International Journal of Mass Emergencies and Disasters, August 1993, Vol. 11, No. 2, pp. 207-225.

Carl Stenberg

  • “An ACIR Perspective on Intergovernmental Institutional Development,”Public Administration Review (March/April 2011).
  • “Big Questions’ about Intergovernmental Relations and Management: Who Will Address Them?” Public Administration Review (March/April 2011), with John Kincaid.
  • “Historic Relevance Confronting Contemporary Obsolescence? Federalism, Intergovernmental Relations and Intergovernmental Management,” in Donald C. Menzel and Harvey L. White, eds., The State of Public Administration: Issues, Challenges, and Opportunities (New York: M.E. Sharpe, 2011, with Deil S. Wright and Chung-Lae Cho.
  • “Continuity and Change: A Ranking of Key Issues Affecting U.S. Intergovernmental Relations,” (1995-2005), Publius (Fall 2009) with Carol S. Weissert and Richard L. Cole.
  • “The Community Development Balancing Act: Reconciling Expectations for a Hybrid Block Grant,” Journal of Public Budgeting, Accounting & Financial Management (Spring 2008).

John B. Stephens

  • Ricardo S. Morse and Stephens, John B. (2012). Teaching Collaborative Governance: Phases, Competencies, and Case-Based Learning, Journal of Public Affairs Education. 18:3, 565-583.
    http://www.naspaa.org/JPAEMessenger/Article/VOL18-3/JPAE%2018_03final.pdf
  • John B. Stephens and Berner, M. (2011). “Learning from Your Neighbor: The Value of Public Participation Evaluation for Public Policy Dispute Resolution,” Journal of Public Deliberation. Vol. 7: No. 1, Article 10. 22 pages.
    http://services.bepress.com/jpd/vol7/iss1/art10/
  • Stephens, John B. 2011, Creating Effective Citizen Participation in Local Government Budgeting: Practical Tips and Examples for Elected Officials and Budget Administrators, Public Management Bulletin #06, Chapel Hill, NC: School of Government, University of North Carolina at Chapel Hill. 37 pages.
  • Stephens, John B. 2008. Citizen Outreach by North Carolina Judicial Branch Officials: Comparison of Three Projects. Public Management Bulletin #3. Chapel Hill: School of Government. 13 pages.
  • John B. Stephens. 2007. Consensus Building and Leadership. In Transforming Public Leadership for the 21st Century, Ricardo S. Morse, Terry F. Buss, and C. Morgan Kinghorn, (eds.), Armonk, N.Y.: M.E. Sharpe. 22 pages.

Charles Szypszak

  • Understanding Law for Public Administration (Jones & Bartlett 2009)
  • Real Estate (N.H. Practice Series) (LexisNexis 2003 and annual supplements)
  • Teaching Law in Public Affairs Education: Synthesizing Political Theory, Decision Making, and Responsibility, 17 Journal of Public Affairs Education (Fall 2011)
  • Real Estate Records, the Captive Public, and Opportunities for the Public Good, 43 Gonzaga Law Review 5 (2008)
  • Public Registries and Private Solutions:  An Evolving American Real Estate Conveyance Regime, 24 Whittier Law Review 663 (2003)

Faculty Awards

Maureen Berner, Frayda Bluestein, and MPA alumna Heather Martin received the American Society for Public Administration’s prestigious Brownlow Award.

Carl Stenberg received the International City/County Management Association’s Stephen B. Sweeney Academic Award, recognizing him as a classroom instructor who has made a significant contribution to the formal education of students pursuing careers in local government. William C. Rivenbark, professor of public administration and government and MPA program director, was selected to participate in a Fulbright Specialists project to teach regional government officials from Italy and Sicily about management, analysis, and budgeting.

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