Indianapolis-Marion County City-County Council: A Study of Council Effectiveness

The purpose of this research is to measure and assess the effectiveness of the Indianapolis-Marion County City-County Council. Given that effectiveness may be defined in a number of ways, the research conducted includes many types of information that can provide a well-rounded assessment of the council

Social Equity and COVID-19: The Case of African Americans

Emerging statistics demonstrate that COVID-19 disproportionately affects African Americans. The effects of COVID-19 for this population are inextricably linked to areas of systemic oppression and disenfranchisement, which are further exacerbated by COVID-19: (1) healthcare inequality; (2) segregation, overall health, and food insecurity; (3) underrepresentation in government and the medical profession; and (4) inequalities in participatory democracy and public engagement. Following a discussion of these issues, this article shares early and preliminary lessons and strategies on how public administration scholars and practitioners can lead in crafting equitable responses to this global pandemic to uplift the African American community

What Makes an Organization Public? Managers’ Perceptions in the Mental Health and Substance Abuse Treatment System

The question “What makes an organization public?” is a leading point of scholarly inquiry in the field of public administration. This study supplements existing theory on publicness by further exploring the primary influences on an organization’s publicness—influences identified by analyzing data from in-depth interviews with senior-level managers of mental health and substance abuse treatment facilities. Results from a grounded theoretical analysis of these managers’ perceptions provide support for a conceptual framework of organizational publicness in which political authority, horizontal engagement, and public engagement are associated with higher levels of publicness. Better understanding of the prism through which senior managers conceptualize publicness may enhance managerial awareness of the most salient structural and institutional mechanisms that empower treatment facilities to effectively support individuals suffering from mental health disorders such as substance abuse, emotional distress, and depression

Do Personnel with Lived Experience Cultivate Public Values? Insights and Lessons from Mental Health Care Managers

Health care organizations charged with addressing public problems sometimes employ persons with relevant lived experience in meaningful organizational roles. Because of their prior experience living with the challenges their facilities are charged with addressing, these individuals have intimate knowledge of the subject matter that professional training and education cannot replicate. Mental health treatment facilities in particular have demonstrated a growing trend toward incorporating staff members with lived experience. This study conducted semi-structured interviews with senior-level managers of organizations in this field to gain insight into the public values associated with this practice. Findings reveal that several public values, including dialogue, social cohesion, sustainability, productivity, and altruism, are cultivated when treatment facilities incorporate staff members with lived experience into service delivery. This study concludes with lessons for mental health care managers seeking to innovatively address mental illness

What Individual and Organizational Competencies Facilitate Effective Collaboration? Findings from a Collaborative Governance Simulation

This study seeks to elicit insights on the individual and organizational competencies associated with effective collaboration. Specifically, the authors gathered grounded insights on collaborative competencies from undergraduate students enrolled in an introductory public affairs course at a research-intensive, Midwestern university -- following student participation in an interactive and replicable simulation designed according to Ansell and Gash’s (2008) “collaborative governance” framework. Results indicate that respondents associated being open-minded, strategic, respectful, an effective communicator, and patient with individual competencies; whereas compromise, teamwork, and trustworthiness were identified as organizational characteristics. Findings also highlight the educational value of simulations and related experiential- and active-learning techniques in elevating the knowledge, skills, abilities, and confidence of students in relation to practices integral to public service delivery, such as collaboration

Good governance, political experiences, and public support for mandatory sentencing: Evidence from a progressive US state

A shift in public mood and declining incarceration rates in the US signal a potential change in the politics of punishment. This research considers whether the public continues to support mandatory sentencing. The study expands upon existing knowledge by testing theoretical predictions about how instrumentalism, political beliefs and political participation affect public support for mandatory sentences. Drawing on a state-wide survey of 1,569 adults from Oregon the study found that belief in the effectiveness of prosecutors, judges, and prisons significantly influenced support for mandatory sentencing. Although 67% of those surveyed favored judicial discretion, a firm belief that “prisons work” may limit efforts to reduce incarceration and roll back mandatory sentences

Less is More? Publicness, Management Strategy, and Organizational Performance in Mental Health Treatment Facilities

In this study, the authors seek to identify mechanisms of publicness present within mental health treatment facilities and, subsequently, explore the constraints these mechanisms impose on facilities’ capacities to achieve public outcomes. Through grounded insights from senior managers in this field, political authority, namely through governmental funding and regulation, is identified by 43 of 46 respondents as being an influence on publicness. Authors then uncover the conditions during which publicness, in the form of political authority, constrains organizational achievement of public outcomes. In leveraging managerial perspectives, two distinct constraints emerged: publicness often inhibits organizational efficiency and produces mission drift within these facilities. Findings suggest that managers, under certain conditions (and where legally feasible), may provide greater effectiveness in fulfilling organizational goals and objectives and in achieving public outcomes by maintaining or decreasing an organization’s publicness. Fundamental to effectively managing publicness is understanding the mechanisms germane to both public outcome attainment and failure—the latter of which is explored here

Developing Organizational Leaders to Manage Publicness: A Conceptual Framework

Students enrolled in programs accredited by the Network of Schools of Public Policy, Affairs, and Administration (NASPAA) are increasingly seeking careers outside of classic government organizations. Considering the diversity of job placements with respect to sector (i.e., government, private for-profit, nonprofit), public affairs students may benefit from in-course instruction that aims to develop management competencies that are applicable to any sector. Educating students on publicness theory, specifically managing to achieve public outcomes (i.e., managing publicness), may position these current and future organizational leaders to identify and effectively manage certain structures and institutions in their organization and the external environment. Accordingly, this study provides a conceptual framework in the form of a research-intensive assignment that will equip public affairs students with a working view of how publicness applies to their organizations. By engaging in this research, students acquire practical tools that allow them to consider publicness in their management strategies and decisions regardless of their sector of employment