Maureen Berner first joined the School of Government in 1998. She teaches evaluation and analysis courses for MPA students and provides similar training and advising to state and local government officials throughout North Carolina. Her personal research focuses on the ability of local organizations to address food insecurity, poverty, and income inequality. She has worked with nonprofits, food banks, local governments, and state agencies. Berner was a 2014–2016 UNC Thorp Engaged Faculty Fellow, a Visiting Scholar with the University of Ghent in Belgium in the fall of 2017, and recipient of numerous academic awards. She earned a PhD in public policy from the LBJ School of Public Affairs, the University of Texas at Austin; an MPP from Georgetown University; and a BA in global studies from the University of Iowa.
“The Importance of Precision: Differences in Characteristics Associated with Levels of Food Insecurity Among College Students” With Jessica Soldavini and Julia DaSilva. Public Health Nutrition, Vol. 23, Issue 9, June 2020: 1473–1483.
“A Local Programmatic Approach to Organizational Capacity: Summer Meals for Children, Federal Policy Failure, and a Threat to the Enterprise of Public Administration” Maureen Berner, Alex Alexander Vazquez, and Meagan McDougall. Public Administration Quarterly; Randallstown Vol. 43, Issue 4, (Winter 2019): 489–526.
“Multi-Dimensional Measures of Poverty: The Potential Contribution of Non-Profit Food Pantry Data to Assess Community Economic Condition” Maureen Berner, Journal of Poverty and Public Policy. December 2017. Vol. 9, No. 4. pp 365–476.
“Can You Put Food on the Table: Redefining Poverty in America” Food and Poverty: Food Insecurity and Food Sovereignty among America’s Poor. Edited by Leslie Hossfeld. Vanderbilt University Press. 2018.
“Measuring Poverty by What’s on the Kitchen Table,” Food and Poverty: Food Insecurity and Food Sovereignty among America’s Poor. Edited by Leslie Hossfeld. Vanderbilt University Press. 2018.
Research Methods for Public Administration, 6th ed. Elizabethann O’Sullivan, Gary Rassel, Maureen Berner, and Jocelyn DeVance Taliaferro. Routledge. 2017.
“Organizational Capacity of Nonprofit Social Service Agencies,” with Sharon Paynter. Journal of Health and Human Services Administration 37, no. 1 (2014), pp. 111–45.
Everyday Statistics for Public Managers, 2nd ed. International City County Management Association. 2013.
“Minority Contracting Programs: A Critical Juncture of Public Policy, Administration, Law, and Statistics.” Heather Martin, Maureen Berner, and Frayda Bluestein. Public Administration Review, 67, no. 3 (May/June 2007), pp. 511–20.
“Learning From Your Neighbor: The Value of Public Participation Evaluation for Public Policy Dispute Resolution.” Maureen Berner and John Stephens. Journal of Public Deliberation. October 2011.
“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 35, no. 1 (2011).
Books
Working Without a Net: Hunger, Poverty, and Food Assistance Programs in America Maureen Berner and Sharon Paynter. Under review agreement/conditional contract with Lynne Reinner Publishers. 2010. (Estimated 250 pp.) Berner contribution: 50%
Research Methods for Public Administration. 4th Edition. Elizabethann O’Sullivan, Gary Rassel, and Maureen Berner. Addison Wesley Longman. 2002. (498 pp.) Berner contribution: 20%
Edited Books
Desigualdad Y Cambio Industrial Una Perspectiva Global James K. Galbraith y Maureen Berner. Ediciones Akal, S.A. 2004. (326 pp.) Berner contribution: 50%
Inequality and Industrial Change: A Global View. James K. Galbraith and Maureen Berner. Cambridge University Press. 2001. (323 pp.) Berner contribution: 50%
Book Chapters
“Measuring Inequality and Industrial Change.” James K. Galbraith and Maureen Berner in Inequality and Industrial Change: A Global View. Edited by James K. Galbraith and Maureen Berner. Cambridge University Press. 2001. pp. 16–29. Berner contribution: 50%, particularly section 2.3 to end.
“Buildings Matter: The Connection between School Building Conditions and Student Achievement in Washington D.C.” Designing Places For Learning. Edited by Anne Meek. Association for Supervision and Curriculum Development and the Council of Educational Facility Planners, International. 1995. pp. 85–87. Berner contribution: 100%
Refereed Articles
“Learning From Your Neighbor: The Value of Public Participation Evaluation for Public Policy Dispute Resolution.” Maureen Berner and John Stephens. Journal of Public Deliberation. October 2011.
“When Even the ‘Dollar Value Meal’ Costs Too Much: Food Insecurity and Long Term Dependence on Food Pantry Assistance” Maureen Berner, Sharon Paynter, and Emily Anderson. Public Administration Quarterly, Vol. 35 No. 1. Berner Contribution: 40%
“Two Models for Nonprofit Funding Allocation: Lessons for Non-profit Managers from the National Literature and Ten Local Governments” Maureen Berner, Meredith Hatch, and Eileen Youens. The Journal for Nonprofit Management. Vol. 14, No. 1. (New York, New York: Support Center for Nonprofit Management, Fall 2010) pp. 31-46. Berner contribution: 50%
“Beer in the Firehouse: A Case Study.” Maureen Berner and Trina Ozer. Public Performance/Productivity and Management Review, Winter, 2008. pp. 275–289. Berner contribution: 66%
“A Portrait of Hunger, the Social Safety Net, and the Working Poor.” Maureen Berner, Trina Ozer, and Sharon Paynter. Policy Studies Journal, Volume 36, Number 3, August 2008. pp. 403-420. Berner contribution 33%.
“The Federal Budget’s Core and Periphery: Patterns of Budget Outcomes.” Journal of Public Budgeting, Accounting, and Financial Management, Volume 17, Number 4, (PrAcademic Press: Winter 2005) pp. 437-470. Berner contribution: 100%
“A Race to the Bottom? Exploring County Spending Shortfalls under Welfare Reform in North Carolina.” Public Budgeting and Finance, Vol. 25, No. 4 (Blackwell Publishing: Winter, 2005) pp. 86-104. Berner contribution: 100%
“A Case Study of Program Evaluation in Local Government: Building Consensus through Collaboration.” Maureen Berner and Matt Bronson. Public Performance and Management Review, Vol. 28, No. 3 (M.E. Sharpe, Inc.: March 2005) pp. 309-325. Berner contribution: 50%.
“The Shifting Pattern of Government Support: Food Stamps and Food Bank Usage in North Carolina” Maureen Berner and Kelly O’Brien. Voluntary and Non-Profit Sector Research Vol. 33, No. 4 (Sage Publications: December 2004) pp. 655–671. Berner contribution: 50%
“Learning Through Action: How MPA Public Service Team Projects Help Students Learn Research and Management Skills” Gordon P. Whitaker and Maureen Berner. Journal of Public Affairs Education, Vol. 10, no. 4 (The National Association of Schools of Public Affairs and Education: 2004) pp. 279-294. Berner contribution: 40%
“State of the States: A Review of State Requirements for Citizen Participation in Local Government Budgeting.” Maureen Berner and Sonya Smith. State and Local Government Review, Vol. 36, No. 2 (Carl Vinson Institute of Government: Spring 2004) pp. 140–50. Berner contribution: 50%
“Current Practices for Involving Citizens in Local Government Budgeting: Moving Beyond Method” Public Administration Quarterly, Vol. 27, No. 4 (Winter 2004) pp. 410–432. Berner contribution: 100%
“Welfare Reform: Testing the Ability of the Block Grant Formula to Meet States’ Needs” Spectrum: The Journal of State Government (Council of State Governments: Fall 1996) pp. 38-51. Berner contribution: 100%
“Building Conditions, Parental Involvement, and Student Achievement in the District of Columbia Public School System” Urban Education, Vol. 28, No. 1 (Corwin Press-Sage Publications: April 1993) pp. 6-29. Berner contribution: 100%
Under Review at Peer-Reviewed Journals
“Measuring Organizational Capacity: Will Social Service Non-Profits Come Up Short?” Sharon Paynter and Maureen Berner. Submitted February 2011 to Nonprofit and Voluntary Sector Quarterly. Berner contribution: 50%
Other Published Articles/Reports
North Carolina’s Educational Service Delivery Model for Children with Hearing or Visual Impairments. Evaluation Report. Paul Caldwell, Owen Franklin, Sarah Waterman, Maureen Berner, Ann McColl, Abby Parcell, and Emily Anderson. March 17, 2008. Berner contribution: 10% (executive summary).
“Evaluation of Land Acquisition Process.” Evaluation Report/Briefing Memorandum. North Carolina Trust for Public Land, 2007–2008. Maureen Berner. (University of North Carolina School of Government. June 2008. Berner contribution: 100%
“Evaluation of North Carolina Prisoner Services, 2005–2007.” Maureen Berner and Joe Gavrilovich. University of North Carolina School of Government. June 2007. Berner contribution: 66%
“Program Evaluation in Local Governments: Building Consensus through Collaboration.” Maureen Berner and Matt Bronson. Popular Government (University of North Carolina School of Government: Winter 2002/2003) pp. 29–34. Berner contribution: 50%
“So You Want to Do a Survey?” Maureen Berner, Ashley Bowers, and Laura Heyman. Popular Government (University of North Carolina School of Government: Summer 2002) pp. 23–32. Berner contribution: 50%
“Citizen Participation in Local Government Budgeting.” Popular Government (University of North Carolina School of Government: Summer/Spring 2001) pp. 23–30. Berner contribution: 100%
“Incrementalism, Congressional Power Structures and Budget Deals—What Really Matters to Budget Policy? Insights from a Behavioral Analysis of the U.S. Federal Budget from 1962-1995.” A one-page summary of the dissertation. PA Times, the newsletter of the American Society for Public Administration. December 2000. Berner contribution: 100%
“A Framework of Sound Principles, Concrete Practices.” Book Review Popular Government (Institute of Government: Spring 2000) pp. 39-42. Berner contribution: 100%
“The Structure of the U.S. Federal Budget 1960-1995: Beyond Incrementalism.” Dissertation. LBJ School of Public Affairs, the University of Texas at Austin. Berner contribution: 100%
Leisha DeHart-Davis is a Distinguished Term Coates Professor of Public Administration and Government. She directs the Local Government Workplaces Initiative, which conducts organizational research for improving city and county workplaces. DeHart-Davis is a National Academy of Public Administration Fellow and recipient of the 2019 Gary Cornia Distinguished Lecturer given by the Romney Institute of Brigham Young University. Professor DeHart-Davis is also a UNC Thorp Faculty Engaged Scholar. She has published two books, the award-winning Creating Effective Rules in Public Sector Organizations and Understanding Gender Imbalance in Public Sector Leadership. Her research has also been published in the Journal of Public Administration Research and Theory, Public Administration Review, International Public Management Journal, Administration and Society, and Review of Public Personnel Administration. She is the current president of the Public Management Research Association. DeHart-Davis holds a Ph.D. in public policy from the Georgia Institute of Technology.
Selected Publications
Pandey, S., DeHart-Davis, L., Pandey, S., & Ahlawat, S. (2022). Fight or flight: How gender influences follower responses to unethical leader behaviour. Public Management Review, 1-21.
Jiang, Z., DeHart‐Davis, L., & Borry, E. L. (2022). Managerial Practice and Diversity Climate: The Roles of Workplace Voice, Centralization, and Teamwork. Public Administration Review.
Kaufmann, W., Borry, E. L., & DeHart-Davis, L. (2022). Can effective organizational rules keep employees from leaving? a study of green tape and turnover intention. Public Management Review, 1-22.
Whetsell, Travis. A., Kroll, A., & DeHart-Davis, L. (2021). “Formal Hierarchies and Informal Networks: How Organizational Structure Shapes Information Search in Local Government”. Journal of Public Administration Research and Theory
DeHart-Davis, Leisha, D.M. Hatmaker, K. Nelson, S.K. Pandey, S. Pandey, A.E. Smith. (2020). Understanding Gender Imbalance in Public Sector Leadership. Elements Series, Cambridge University Press.
Smith, Amy E., Hassan, S., Hatmaker, D.M., DeHart-Davis, L. and Humphrey, N., (2020). “Gender, Race, and Experiences of Workplace Incivility in Public Organizations”. Review of Public Personnel Administration, p.0734371X20927760.
Kroll, A., DeHart-Davis, L., & Vogel, D. (2019). “Mechanisms of Social Capital in Organizations: How Team Cognition Influences Employee Commitment and Engagement”. The American Review of Public Administration, 49(7), 777–791. https://doi.org/10.1177/0275074019851894
Hassan, Shahidul, Leisha DeHart‐Davis, and Zhongnan Jiang (2018) “How Empowering Leadership Reduces Employee Silence in Public Organizations.” Public Administration.
DeHart-Davis, Leisha. Creating Effective Rules in Public Sector Organizations (2017) Washington, DC: Georgetown University Press.
Kaufmann, Wesley, Erin L. Borry, and Leisha DeHart‐Davis. “More than Pathological Formalization: Understanding Organizational Structure and Red Tape.” Public Administration Review (2018).
Borry, Erin L., Leisha DeHart‐Davis, Wesley Kaufmann, Cullen C. Merritt, Zachary Mohr, and Lars Tummers. “Formalization and consistency heighten organizational rule following: Experimental and survey evidence.” Public Administration 96, no. 2 (2018): 368-385.
“Green Tape and Job Satisfaction: Can Organizational Rules Make Employees Happy?,” Leisha DeHart-Davis, Randall S. Davis, and Zachary Mohr, Journal of Public Administration Research and Theory (2014): muu038.
“Written Versus Unwritten Rules: The Role of Rule Formalization in Green Tape,” Leisha DeHart-Davis, Jie Chen, and Todd D. Little. International Public Management Journal 16, no. 3 (2013): 331-356.
“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.
Additional Publications
Nesbit, Rebecca, Stephanie Moulton, Scott Robinson, Craig Smith, Leisha DeHart-Davis, Mary K. Feeney, Beth Gazley, and Yilin Hou. “Wrestling with Intellectual Diversity in Public Administration: Avoiding Disconnectedness and Fragmentation While Seeking Rigor, Depth, and Relevance.” Journal of Public Administration Research and Theory 21, no. suppl 1 (2011): i13-i28.
Feeney, Mary K., and Leisha DeHart-Davis. 2009. Bureaucracy and Public Employee Behavior: A Case of Local Government.Review of Public Personnel Administration 29 4. 311-326.
DeHart-Davis, Leisha 2009 Green Tape and Public Employee Rule Abidance: Why Organizational Rule Attributes Matter Public Administration Review 69 5.: 901-910.
Shannon Portillo, Leisha DeHart-Davis. 2009. Gender and Organizational Rule Abidance. Public Administration Review 69 2.:339-347.
DeHart-Davis, Leisha. 2007. The Unbureaucratic Personality Public Administration Review Vol. 67, No. 5, pp. 892-903.
DeHart-Davis, Leisha, Marlowe, Justin & Pandey, Sanjay K. 2006. Gender Dimensions of Public Service Motivation Public Administration Review Vol. 66, No. 6, pp. 873-887. (Also in 2012 PAR Virtual Issue: Public Service Motivation).
Zia, A., B. G.Norton, D. S. Noonan, M. O. Rodgers, and L. DeHart-Davis. 2006. A Quasi-Experimental Evaluation of High-Emitter Non-Compliance and Its Impact on Vehicular Tailpipe Emissions in Atlanta,1997-2001. Transportation Research Part D 11 1.: 77-96.
DeHart-Davis, Leisha; G. Kingsley 2005. Managerial Perceptions of Privatization: Evidence from a State Department of Transportation State and Local Government Review Vol. 37, No. 3, pp 228-241.
DeHart-Davis, Leisha and R. Guensler 2005. Employers as Mediating Institutions in Public Policy: The Case of Commute Option Programs Policy Studies Journal Vol. 33, No. 4, pp. 675-697 .
DeHart-Davis, Leisha and S. Pandey. 2005. Red Tape and Public Employees: Does Perceived Rule Dysfunction Alienate Managers? Journal of Public Administration Research and Theory, Vol. 15, No. 1, pp. 133-148.
Corley, Elizabeth. L.DeHart-Davis, M. Rodgers 2003. Inspection/Maintenance Program Evaluation: Replication of the Denver Step Method for an Atlanta Fleet Environmental Science and Technology, Vol. 37, No. 12, pp. 2801-2806.
DeHart-Davis, Leisha, E.Corley, M. Rodgers. 2002. Evaluating Vehicle Inspection/Maintenance Programs Using Onroad Emissions Data: The Atlanta Reference Method, Evaluation Review, Vol. 26, No. 2, pp. 111-146.
DeHart-Davis, Leisha and B. Bozeman 2001. Regulatory Compliance and Air Quality Permitting: Why Do Firms ‘Overcomply?’, Journal of Public Administration Research and Theory, Vol. 11, No. 4, pp. 471-508.
Bozeman, Barry and L. DeHart-Davis 1999. Red Tape and Clean Air: Title V Air Pollution Permitting Implementation as a Test Bed for Theory Development Journal of Public Administration Research and Theory Vol. 9, No. 1, pp. 141-177.
Willow Jacobson joined the School of Government faculty in 2003. Prior to that, she taught in the Master of Public Administration program at the University of Connecticut and worked on the Government Performance Project and the New Jersey Initiative at the Alan K. Campbell Institute at The Maxwell School of Citizenship and Public Affairs, Syracuse University. She has also assisted with strategic planning for community collatoratives in California and Oregon state government. Currently, Jacobson serves as the Director of the School’s Master of Public Administration program at UNC. She previously served as Director of the LGFCU Fellows program, which she helped create in 2011 to develop local government leaders in North Carolina. She was also involved in the 2005 inaugural session of the Public Executive Leadership Academy. Her research has appeared in Public Administration Review and Public Personnel Management. Jacobson earned a Ph.D. from Syracuse University.
Selected Publications
Jacobson, Willow, and Kristina Lambright. 2018. “The Development of County HR Policies: The Perspectives of Counties in Two States.” Public Personnel Management.
Jacobson, Willow S., and Jessica E. Sowa. 2016. “Municipal Human Resource Management: Challenges and Innovative Practices in Turbulent Times,” State and Local Government Review. Vol. 48, No. 2, 121-131.
Jacobson, Willow S., Jessica Sowa, Kristina Lambright. 2014. “Do Human Resource Departments Act as Strategic Partners? Strategic Human Capital Management Adoption by County Governments” Review of Public Personnel Administration. Vol. 34, No. 3, 289-301.
Jacobson WS, Paynter SR. Verdict Pending: Understanding Leadership Role Identity for North Carolina Judges and Lawyers. Public Personnel Management. 2019;48(2):252-279.
Jacobson, Willow S., and Shannon Howle Tufts. 2013. “To Post or Not to Post: Employee Rights and Social Media,” Review of Public Personnel Administration, Vol.33, No. 1, 84-107.
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).
Jacobson, Willow S., and Christine A Kelleher, Cynthia J. Bowling. 2010. “A Woman’s Touch? Gendered Networks in State Administration”. Journal of Public Administration Research and Theory. Vol. 20 Issue 2.
Additional Publications
Book Chapters
Jacobson, Willow. 2009. “Chapter 12: Planning for Today and Tomorrow: Workforce Planning” in Public Personnel Administration: Prospects and Problems. Richard Kearny, Steven Hays, and Jerrell Coggburn, editors.
Selden, Sally, and Willow Jacobson. 2007. “Chapter Four: Government’s Largest Investment—Human Resource Management in States, Cities, and Counties” in In Pursuit of Performance: Management Systems in State and Local Government. Patricia Ingraham, editor. John Hopkins Press. Pages 82-116.
Donahue, Amy, Willow Jacobson, Mark Robbins, Ellen Rubin, and Sally Selden. 2004. “Management and Performance Outcomes in State Government” in The Art of Governance: Analyzing Management and Administration. Laurence E. Lynn, Jr. and Patricia W. Ingraham, editors Georgetown University Press. Pages 125-151.
Journal Articles
Tufts, Shannon, and Willow Jacobson. 2010. “Visions of Leadership: An Examination of How IT Professionals Prioritize Leadership Attributes” Journal of Information Technology Management. Volume XXI, Number 1.
Jacobson, Willow S., 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.
Jacobson, Willow S. “Creating a Motivated Workforce: How Organizations Can Enhance and Develop PSM,” Public Personnel Management. Forthcoming (Accepted July 2007).
Jacobson, Willow S. “Two’s Company, Three’s a Crowd, and Four’s a Lot to Manage: Supervising in Today’s Intergenerational Workplace,” Popular Government. Vol. 73, No. 1, Fall 2007.
Jacobson, Willow S. “Workforce Planning: Who Will Be There to Serve?,” Popular Government. Vol. 72, No. 2, Winter 2007.
Jacobson, Willow S. 2007. “Managing Multiple Generations” The Governing Management Letter (https://www.governing.com/manage/eletter/bg0207wj.htm) February 2007.
Jacobson, Willow S., Sally Selden, and Ellen Rubin. “Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs,” Public Personnel Management. 2002. Vol. 31, No.4.
Ingraham, Patricia, Sally Selden, and Willow Jacobson. “Human Resource Practice in State Governments: Findings from a National Survey,” Public Administration Review. Sept 2001. Vol. 61, No. 5.
Selden, Sally, Salwa Ammar, Ron Wright, and Willow Jacobson. “A New Approach to Assessing Performance of State Human Resource Management Systems: A Multi-Level Fuzzy Rule-Based System,” Review of Public Personnel Administration. 2000. Vol. 20, No. 3.
Kissler, Gerald, Karmen Fore, Willow Jacobson, William Kittredge, Scott Stewart. “State Strategic Planning: Suggestions from the Oregon Experience.” Public Administration Review, July/August 1998, Vol. 58, No. 4.
Dissertation
“Receptivity to Change in the Public Sector: Two Federal Case Studies.”
White Papers
Sally Selden and Willow Jacobson. 2002 “Lessons Learned Human Resource Management” in Government Performance Project Final Report. Syracuse, New York: Alan K. Campbell Public Affairs Institute.
New Jersey Initiative. 2002 The New Jersey Initiative: Building Management Capacity in New Jersey Municipalities. Syracuse, New York: Alan K. Campbell Public Affairs Institute. (Contributor).
Jacobson, Willow, and Jessica Crawford. “Innovations in State Human Resource Practices: Examples from the States.” (Alan K. Campbell Institute Working Paper Series). 2001.
Selden, Sally, Willow Jacobson, and Jessica Crawford. “State Report 2001: Human Resource Management.” (Alan K. Campbell Institute Working Paper Series). 2001.
Ingraham, Patricia, Sally Selden, and Willow Jacobson. “The State of Human Resource Management in State Government.” (Alan K. Campbell Institute Working Paper Series). 2001.
Jacobson, Willow. “Searching for Synergy: Collaborative Theory vs. Practice.” Master’s Exit Project, 1998.
Kara Millonzi joined the School of Government in 2006. She specializes in local government finance law, general county law, school finance, utilities finance, development finance, and incorporation. She administers the Coates’ Canons Local Government Law Blog and has authored well over 100 posts on issues related to local government law and finance. Millonzi also administers NC Finance Connect, an online community portal, centered around the topic of local government finance. She has authored numerous publications, including A Guide to Billing and Collecting Public Enterprise Utility Fees for Water, Wastewater, and Solid Waste Services, Introduction to Local Government Finance (4th edition), and The Governance and Funding Structure of North Carolina Public Schools. She teaches several core finance courses and directs the NC County Attorneys Conference and Fundamentals Workshop and Local Government Finance Officers Conference each year. (A complete list of Kara’s blogs, courses, publications, and other resources are located under the corresponding tabs on this page.)
Millonzi is the lead faculty for Lead for North Carolina, a fellowship program that aims to recruit, train, and place the state’s most promising young leaders in paid local government fellowships as a means of strengthening our public institutions, supporting our local communities, and cultivating a new generation of public service leaders. Before joining the School, Millonzi practiced law with Testa, Hurwitz & Thibeault, LLP in Boston and clerked for the Honorable Louis F. Oberdorfer, United States District Court for the District of Columbia. She is a member of the North Carolina State Bar and the Bar of the Commonwealth of Massachusetts. Millonzi earned a B.A. in economics, summa cum laude, Phi Beta Kappa, from the University at Buffalo and an M.A. in economics from the University of Maryland at College Park. She earned a J.D., with highest honors, Order of the Coif, from the University of North Carolina at Chapel Hill, where she served as editor in chief of the North Carolina Law Review.
Selected Publications
Millonzi, Kara. 2018. Introduction to Local Government Finance (4th ed). The University of North Carolina at Chapel Hill School of Government.
Millonzi, Kara. 2008. A Guide to Billing and Collecting Water, Wastewater, and Solid Waste Utilities. The University of North Carolina at Chapel Hill School of Government.
Coates Canons Local Government Law Blog.
Rick Morse is an associate professor at the School of Government where he has been on the faculty since 2006. His research, teaching, and consulting focus on public leadership, collaborative governance, and civic engagement. He is the author of numerous articles and book chapters. Morse currently serves as Director of the LGFCU Fellows Program, which develops local government leaders in North Carolina. He teaches in a variety of the School’s continuing education programs for local government officials as well as a leadership course in the School’s MPA program. Morse holds bachelor’s and master’s degrees in public policy from Brigham Young University and a Ph.D. in public administration from Virginia Tech.
Selected Publications
Morse, Ricardo S., Sabrina M. Willard, and Michelle Y. Holder. 2017. The Citizens Academy Handbook: Local Government Building Capacity for Civic Engagement. Chapel Hill, N.C.: UNC School of Government.
Morse, Ricardo S., and Charles R. Abernathy. 2015. Towards a Typology of Shared Services Arrangements. In Municipal Shared Services: A Public Solutions Handbook, ed. Alexander C. Henderson, 143-160. New York: Routledge.
Getha-Taylor, Heather, and Ricardo S. Morse. 2013. Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact. Public Administration Quarterly 37 (1): 71-102.
Morse, Ricardo S. 2012. Citizens Academies: Local Governments Building Capacity for Citizen Engagement. Public Performance and Management Review 36(1): 79-101.
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.
Morse, Ricardo S., and Terry F. Buss, eds. 2008.Innovations in Public Leadership Development. Armonk, N.Y.: M.E. Sharpe. 372 pages.
Morse, Ricardo S., Terry F. Buss, and C. Morgan Kinghorn, eds. 2007. Transforming Public Leadership for the 21st Century. Armonk, N.Y.: M.E. Sharpe. 375 pages.
Additional Publications
ARTICLES
Getha-Taylor, Heather, and Ricardo S. Morse. 2013. Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact. Public Administration Quarterly 37 (1): 71-102.
Morse, Ricardo S. 2012. Citizens Academies: Local Governments Building Capacity for Citizen Engagement. Public Performance and Management Review 36(1): 79-101.
Morse, Ricardo S., and John B. Stephens. 2012. Teaching Collaborative Governance: Phases, Competencies, and Case-Based Learning. Journal of Public Affairs Education. 37 (1): 71-102.
Berner, Maureen M., Justin M. Amos, and Ricardo S. Morse. 2011. What Constitutes Effective Citizen Participation in Local Government? Views from City Stakeholders. Public Administration Quarterly 35(1): 128-162.
Bushouse, Brenda K., Willow S. Jacobson, Kristina T. Lambright, Jared J. Llorens, Ricardo S. Morse, and Ora-orn Poocharoen. 2010. Crossing the Divide: Building Bridges Between Public Administration Practitioners and Scholars. Journal of Public Administration Research & Theory 21(Supplement 1): i99-i112.
Getha-Taylor, Heather, 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.
Altman, Lydian, and Ricardo S. Morse. 2008. Creating Their Own Futures: Community Visioning and North Carolina Local Governments. Popular Government 73(2): 20-35.
Morton, Lois W., Yu-Che Chen, and Ricardo S. Morse. 2008. Small Town Civic Structure and Interlocal Collaboration for Public Services. City and Community 7(1): 45-60.
Dudley, Larkin S., Ricardo S. Morse, and James P. Armstrong. 2008. Comparing Content of Two NIF Forum Formats: Face-to-Face Group versus Online. International Journal of Public Participation 2(1): 84-86.
Morse, Ricardo S. 2007. Mary Follett, Prophet of Participation. International Journal of Public Participation 1(1): 1-17.
Morse, Ricardo S., Jeanne Warning, and Paul W. Brown. 2006. Catalytic Leadership: Reconsidering the Nature of Extension’s Leadership Role. Journal of Extension 44(2): 1-10.
Morse, Ricardo S. 2006. Prophet of Participation: Mary Follett and Public Participation in Public Administration. Administrative Theory and Praxis 28(1): 1-32.
Morse, Ricardo S., Larkin S. Dudley, James Armstrong, and Dong Won Kim. 2005. Learning and Teaching about Deliberative Democracy: On Campus and in the Field. Journal of Public Affairs Education 11(4): 325-336.
BOOK CHAPTERS
Morse, Ricardo S. 2014 (forthcoming). “Interlocal Cooperation, Shared Services, and Regional Councils.” In County and Municipal Government in North Carolina, ed. Frayda S. Bluestein, 12 pgs. Chapel Hill, N.C.: UNC School of Government.
Morse, Ricardo S. 2012. Bill Gibson and the Art of Leading Across Boundaries. In Serving the Public Interest: Profiles of Successful and Innovative Public Servants, ed. Norma M. Riccucci, 160-172. Armonk, N.Y.: M.E. Sharpe.
Morse, Ricardo S., and Terry F. Buss. 2008. Introduction. In Innovations in Public Leadership Development, eds. Ricardo S. Morse and Terry F. Buss, 3-18. Armonk, N.Y.: M.E. Sharpe.
Morse, Ricardo S. 2008. Developing Public Leaders in an Age of Collaborative Governance. In Innovations in Public Leadership Development, eds. Ricardo S. Morse and Terry F. Buss, 79-100. Armonk, N.Y.: M.E. Sharpe.
Dudley, Larkin S., and Ricardo S. Morse. 2008. Learning about Deliberative Democracy in Public Affairs Programs. In Deliberation and the Work of Higher Education: Innovations for the Classroom, the Campus, and the Community, eds. John Dedrick, Harris Dienstfrey, and Laura Grattan, 165-190. Dayton, Ohio: Kettering Foundation Press.
Morse, Ricardo S., and Terry F. Buss. 2007. The Transformation of Public Leadership. In Transforming Public Leadership for the 21st Century, eds. Ricardo S. Morse, Terry F. Buss, and C. Morgan Kinghorn, 3-19. Armonk, N.Y.: M.E. Sharpe.
Morse, Ricardo S. 2006. Community Learning: The Process and Structure of Collaborative Engagement. In Modernizing Democracy: Innovations in Citizen Participation, eds. Terry F. Buss, F. Stevens Redburn, and Kristina Guo, 49-77. Armonk, N.Y.: M.E. Sharpe.
Morse, Ricardo S. 2006. Community Learning in Practice: Insights from an Action Research Project in Southwest Virginia. In Modernizing Democracy: Innovations in Citizen Participation, eds. Terry F. Buss, F. Stevens Redburn, and Kristina Guo, 78-103. Armonk, N.Y.: M.E. Sharpe.
BOOK REVIEWS
Morse, Ricardo S. 2011. Review essay titled “The Practice of Collaborative Governance,” reviewing Leading Across Boundaries: Creating Collaborative Agencies in a Networked, by Russell M. Linden and Working Across Boundaries: People, Nature, and Regions, by Matthew J. McKinney and Shawn Johnson. In Public Administration Review. 71(6): 953-957.
Morse, Ricardo S. 2011. Review of Investing in Democracy: Engaging Citizens in Collaborative Governance, by Carmen Sirianni. In American Review of Public Administration. 41(6): 724-726.
SELECTED PROFESSIONAL MONOGRAPHS AND REPORTS
Stenberg, Carl W., and Ricardo S. Morse. 2014. Leveraging Local Change: The States’ Role. A Policy Issue White Paper prepared on behalf of the ICMA Governmental Affairs and Policy Committee.
Stephens, John R., Ricardo S. Morse, and Kelley T. O’Brien. 2011. Public Outreach and Participation. Monograph part of the Local Government Board Builders Series, ed. Vaughn Mamlin Upshaw. Chapel Hill, NC: UNC School of Government. 47 pages.
Westbrook, Andrew, Jeff Hughes, Rick Morse, and Lydian Altman. 2010. Interlocal Water Partnerships in Surry County, North Carolina. A report to the Local Governments of Dobson, Elkin, Mount Airy, Pilot Mountain and Surry County from the School of Government. School of Government, 30 March, Chapel Hill, North Carolina. 30 pages.
Morse, Ricardo S., and collaborators. 2007. Wilson 20/20 Community Vision: Report and Recommendations. School of Government, Chapel Hill, North Carolina. 114 pages.
Morse, Ricardo S. 2005. The Olive Tree Project: Preliminary Findings and Results. Prepared for the Iowa Department of Management, Ames, Iowa.
Morse, Ricardo S., and collaborators. 2003. Wytheville-Wythe Horizons: A Community Vision. Institute for Policy Outreach, Blacksburg, Virginia.
MULTIMEDIA PROJECTS
Citizens Academies website (created Summer 2011). Resource for local government practitioners. Seehttps://www.sog.unc.edu/programs/citizensacademies/
Rothman, Erica (producer, director), Ricardo S. Morse (executive producer), and Donna Warner (executive producer). 2011 (June). The Whittier Sewer Project: Creating Public Value Through Collaboration. Short documentary film (12 minutes). Chapel Hill, NC: UNC School of Government and Nightlight Productions. Available at https://www.youtube.com/user/uncsog
Rothman, Erica (producer, director), Ricardo S. Morse (executive producer), and Donna Warner (executive producer). 2011 (January). The Wayne County Development Alliance. Short documentary film (9 minutes). Chapel Hill, NC: UNC School of Government and Nightlight Productions. Available at https://www.youtube.com/user/uncsog
Rothman, Erica (producer, director), Ricardo S. Morse (executive producer), and Donna Warner (executive producer). 2011 (January). Creating a Culture of Collaboration: Wilkesboro and North Wilkesboro, NC. Short documentary film (10 minutes). Chapel Hill, NC: UNC School of Government and Nightlight Productions. Available at https://www.youtube.com/user/uncsog
Community and Economic Development in North Carolina and Beyond (School of Government Blog maintained by Tyler Mulligan). Regular contributor since November, 2009. See https://ced.sog.unc.edu/author/ctmullig/
Kim Nelson joined the School of Government in August 2013. She was named Albert and Gladys Hall Coates Distinguished Term Associate Professor for 2017–2019. Her research on form of government, corruption, and innovation has been published in Public Administration Review, The American Review of Public Administration, State and Local Government Review, and other journals. As a member of the Center for Public Leadership, she conducts training and advice on leadership and management topics. She is co-author of the book, Managing Local Government: An Essential Guide for Municipal and County Managers and serves on the editorial boards of The American Review of Public Administration and State and Local Government Review. She received an MPA from the University of Texas at San Antonio and a PhD from North Carolina State University.
Selected Publications
Nelson, K.L. and Afonso, W.B. (2019), Ethics by Design: The Impact of Form of Government on Municipal Corruption. Public Admin Review, 79: 591-600.
Nelson, Kimberly L., and Stenberg, Carl W. 2018. Managing Local Government: An Essential Guide for Municipal and County Managers with Carl Stenberg. Washington, DC: CQ Press/Sage.
Nelson, K.L. and Svara, J.H. (2015), “The Roles of Local Government Managers in Theory and Practice: A Centennial Perspective.” Public Admin Review, 75: 49-61.
“Municipal Choices During a Recession: Bounded Rationality and Innovation.” State and Local Government Review, 44 (1S): 44-63. K. L. Nelson, 2012.
“Form of Government Still Matters: Fostering Innovation in U.S. Municipal Governments.” American Review of Public Administration, 42 (3): 257-281. K.L. Nelson, K. L., and J. H. Svara, 2012.
“Conflict and Cooperation in Municipalities: Do Variations in Form of Government Have an Effect?” Urban Affairs Review, 47(5): 696-720. K. L. Nelson and K. Nollenberger. 2011.
“State Level Autonomy and Municipal Government Structure: Influence on Form of Government Outcomes.” American Review of Public Administration, 41 (5): 542-561. K. L. Nelson, 2011.
Additional Publications
Refereed Articles and Book Chapters
Nelson, Kimberly L., and James H. Svara. 2015. The Roles of Local Government Managers in Theory and Practice: A Centennial Perspective. Public Administration Review, 75(1): 49-61.
Lange, R. and Nelson, K.L. 2014. Advancing Women in Local Government: The Case of Illinois. Public Voices, 13(2): 89–106.
Bryer, T., and Nelson, K.L. 2013. Social Media Adaptation in Urban Governance: A Conceptual Model. In Citizen e-Participation in Urban Governance, Carlos Nunes Silva, Editor. IGI Global Publishers.
Gabris, G.T., and Nelson, K.L. 2013. Transforming Municipal Boards into Accountable, High-Performing Teams: Toward a Diagnostic Model of Governing Board Effectiveness. Public Performance and Management Review, 36(3): 473–496.
Nelson, K.L., Gabris, G., and Davis, T. 2011. What Makes Municipal Councils Effective? An Empirical Analysis of How Council Members Perceive Their Group Interactions and Processes. State and Local Government Review, 43 (3): 196–204.
Nelson, K.L., Wood, C.H., and Gabris, G.T. 2011. Innovation management in local government: An empirical analysis of suburban municipalities. International Journal of Organization Theory and Behavior, 14 (3): 301–328.
Nelson, K.L., and Svara, J. H. 2010. Adaptation of models versus variations in form: Classifying structures of city government. Urban Affairs Review, 45 (4): 544–562.
Gabris, G.T., Davis, T., and Nelson, K. 2010. Demand and supply: Assessing the capacity of MPA programs to satisfy the growing need for professional management in local government. Journal of Public Affairs Education, 16 (3): 379–400.
Non-Refereed Publications
Nelson, K.L. and Svara, J.H. 2014. Upholding and Expanding the Roles of Local Government Managers: State of the Profession 2012. In 2014 Municipal Yearbook. Washington, DC: ICMA.
Nelson, K.L. 2014. Managed Competition. Book chapter in Alternative Service Delivery: Readiness Check (Ed. Kurt Thurmaier). Washington, DC: ICMA.
Gabris, G.T., Nelson, K.L., and Wood, C.H. 2009. Managing for innovation in local government: Three core strategic factors. Government Finance Review. 25 (6): 22–28.
Svara, J.H., and Nelson, K.L. 2008. Taking stock of form and structure in county government. Public Management. 90 (11): 21–26.
Svara, J.H., and Nelson, K.L. 2008. Council-manager government at 100: Growing and making a difference. Public Management. 90 (7): 6–15.
Nelson, K.L. 2002. Assessing the role of CAOs in strong-mayor governments. National Civic Review. 91 (1): 41–54.
Nelson, K.L. 2002. Elected Municipal Councils. Special Data Issue no. 3. Washington, DC: International City/County Management Association.
Nelson, K.L. 2002. Structure of American Municipal Government. Special Data Issue no. 4. Washington, DC: International City/County Management Association.
Bill Rivenbark joined the School of Government in 1999. Prior to that, he worked for the city of Greenville, South Carolina, in various management positions. His research at the School of Government primarily involves performance and financial management in local government and has appeared in Public Administration Review, Government Finance Review, Journal of Government Financial Management, Journal of Public Affairs Education, Journal of Public Budgeting, Accounting & Financial Management, Popular Government, Public Administration Quarterly, Public Finance Review, Public Performance & Management Review, and State and Local Government Review. He also is co-author of Performance Budgeting for State and Local Government (M.E. Sharpe, 2003). He helped to develop the County and Municipal Fiscal Analysis tool, a web-based dashboard designed to help North Carolina local governments analyze their fiscal condition. He served as director of the MPA program at the School of Government from 2011 through 2021. Rivenbark earned a B.S. from Auburn University, an M.P.A. from Auburn University at Montgomery, and a Ph.D. from Mississippi State University.
Selected Publications
Rivenbark, William C., Roberta Fasiello, and Stefano Adamo. 2019. “Exploring Performance Management in Italian Local Government: The Necessity of Outcome Measures and Citizen Participation.” American Review of Public Administration, 49 (5): 545–553.
Rivenbark, W.C., Afonso, W. and Roenigk, D.J. (2018), “Capital spending in local government: Providing context through the lens of government-wide financial statements,” Journal of Public Budgeting, Accounting & Financial Management, Vol. 30 No. 4, pp. 402-414.
Rivenbark, William C., and Willow Jacobson. 2014. Three Principles of Competency-Based Learning: Mission, Mission, Mission. Journal of Public Affairs Education, 20 (2): 181–192.
Rivenbark, William C., Dale J. Roenigk, and Lidia Noto. 2013. Navigating Efficiency and Effectiveness Relationships across Local Government Services: Another Step toward Strategic Resource Management. Journal of Public Budgeting, Accounting & Financial Management, 25 (4): 675–692.
Bianchi, Carmine, and William C. Rivenbark. A Comparative Analysis of Performance Management Systems: The Cases of Sicily and North Carolina. 2012. Public Performance & Management Review, 35 (3): 509–526.
Rivenbark, William C., and Evans C. Ballard. Using Citizen Surveys to Influence and Document Culture Change in Local Government. Forthcoming in Public Performance & Management Review.
Coe, Charles K., and William C. Rivenbark. 2010. Implementing GASB 45: Recommended Best Practices in Local Government.Public Budgeting & Finance, 30 (4): 71–81.
Rivenbark, William C., 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.
Kelly, Janet M., and William C. Rivenbark. 2008. Budget Theory in Local Government: The Process-Outcome Conundrum.Journal of Public Budgeting, Accounting & Financial Management, 20 (4): 457–481.
Ammons, David N., 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.
Rivenbark, William C., and Janet M. Kelly. 2006. Performance Budgeting in Municipal Government. Public Performance & Management Review, 30 (1): 35–46.
Rivenbark, William C. 2006. Evolutionary Theory of Routine: Its Role in Results-Based Management. Journal of Public Budgeting, Accounting, and Financial Management, 18 (2): 223–240.
Rivenbark, William C., and Paul W. Menter. 2006. Building Results-Based Management Capacity in Nonprofit Organizations: The Role of Local Government. Public Performance & Management Review, 29 (3): 255– 266.
Rivenbark, William C. 2005. A Historical Overview of Cost Accounting in Local Government. State and Local Government Review, 37 (3): 217–227.
Rivenbark, William C., and Gregory S. Allison. 2003. The GFOA and Professionalism in Local Government. Journal of Public Budgeting, Accounting & Financial Management, 15 (2): 228-238.
Rivenbark, William C., and K. Lee Carter. 2000. Benchmarking and Cost Accounting: The North Carolina Approach. Journal of Public Budgeting, Accounting & Financial Management, 12 (1): 125–137.
Rivenbark, William C., and Janet M. Kelly. 2000. Performance Measurement: A Local Government Response. Journal of Public Budgeting, Accounting & Financial Management, 12 (1): 74–86.
Rivenbark, William C. 1998. The Tax Incidence of Casino Gaming in Mississippi. Public Finance Review, 26 (6): 583–598.
Rivenbark, William C., and Carla M. Pizzarella. 2002. Auditing Performance Data in Local Government. Public Performance & Management Review, 25 (4): 413-420.
Additional Publications
Articles
Rivenbark, William C., Dale J. Roenigk, and Lidia Noto 2014. Exploring Countercyclical Fiscal Policy in Local Government: Moving beyond an Aggregated Approach. International Journal of Public Administration.
Bianchi, Carmine, and William C. Rivenbark. 2014. Performance Management in Local Government: The Application of System Dynamics to Promote Data Use. International Journal of Public Administration.
Rivenbark, William C., Roberta Fasiello, Dale J. Roenigk, and Stefano Adamo. 2017. “Exploring the Relationship between Operational and Financial Indicators: The Case of Water and Sewer Utilities.” International Journal of Public Administration, 40 (10): 888–895.
Rivenbark, William C., and Carmine Bianchi. Teaching Public Administration Abroad through the Fulbright Specialist Program. 2011. Journal of Public Affairs Education, 17 (2): 253–263.
Rivenbark, William C., and Dale J. Roenigk. 2011. Implementation of Financial Condition Analysis in Local Government. Public Administration Quarterly, 35 (2): 238–264.
Rivenbark, William C., and Evans C. Ballard. 2010. A Customer Service Intervention in Local Government. Public Management, 92 (7): 6–9.
Rivenbark, William C., Dale J. Roenigk, and Gregory S. Allison. 2009. Communicating Financial Condition to Elected Officials in Local Government. Popular Government, 75 (1): 4–13.
Rivenbark, William C., and Eric J. Peterson. 2008. A Balanced Approach to Implementing the Balanced Scorecard. Popular Government, 74 (1): 31–37.
Rivenbark, William C. 2007. Financial Forecasting for North Carolina Local Governments. Popular Government, 73 (1): 6–13.
Rivenbark, William C. 2007. Using Cases to Teach Financial Management Skills in MPA Programs. Journal of Public Affairs Education, 13 (2): 451–459.
Rivenbark, William C., David N. Ammons, and Dale J. Roenigk. 2007. Benefiting from Comparative Performance Statistics in Local Government. Popular Government, 72 (3): 34–42.
Ammons, David N., and William C. Rivenbark. 2006. Gainsharing in Local Government. Popular Government, 71 (3): 31–37.
Rivenbark, William C., and David N. Ammons. 2005. Rewarding Greater Accountability with Increased Managerial Flexibility in Davidson County. Popular Government, 70 (2): 12–19.
Rivenbark, William C. 2004. The GASB’s Initiative to Require SEA Reporting. Public Administration Quarterly, 27 (4): 491–508.
Rivenbark, William C., and Janet M. Kelly. 2004. Performance Budgeting in Federal, State, and Local Government. Journal of Government Financial Management, 53 (2): 50–58.
Rivenbark, William C. 2004. Defining Performance Budgeting for Local Government. Popular Government, 69 (2): 27–36.
Rivenbark, William C., and Gregory S. Allison. 2004. The GFOA and Professionalism in Local Government. Government Finance Review, 20 (1): 38–42.
Rivenbark, William C., and Janet M. Kelly. 2003. Management Innovation in Smaller Municipal Government. State and Local Government Review, 35 (3): 196–205.
Rivenbark, William C., Kevin M. FitzGerald, and Shannon H. Schelin. 2003. Analyzing Information Technology Investments in State Government. Social Science Computer Review, 21 (4): 497–505.
Rivenbark, William C. 2003. Strategic Planning and the Budget Process: A Survey of Municipal Government. Government Finance Review, 19 (5): 22–27.
Kelly, Janet M., and William C. Rivenbark. 2002. Reconciling the Research: Municipal Finance Officers on the Role of Performance Data in the Budget Process. Public Administration Quarterly, 26 (2): 218–233.
Rivenbark, William C., and Carla M. Pizzarella. 2002. Ensuring the Integrity of Crucial Data. Popular Government, 67 (2): 28-34.
Rivenbark, William C. 2001. Teaching Performance in Public Affairs Education. Journal of Public Affairs Education, 7 (4):
Rivenbark, William C., and George H. McCall. 2000. Promoting Higher Education in Fire and Emergency Services. Fire Engineering, 153 (9): 45-47.
Rivenbark, William C.2000. Embracing Risk-Based Auditing in Local Government. Government Finance Review, 16 (3): 17–20.
Rivenbark, William C.2000. Managing and Accounting for Fixed Assets. Popular Government, 65 (3): 35-38.
Clynch, Edward J., and William C. Rivenbark. 1999. Need Money? Roll the Dice. International Journal of Public Administration, 22 (11&12): 1681–1703.
Rivenbark, William C., and Bradley B. Rounsaville. 1996. The Incidence of Casino Gaming Taxes in Mississippi: Setting the Stage. Public Administration Quarterly, 20 (2): 129–142.
Books
Kelly, Janet M., and William C. Rivenbark. 2011. Performance Budgeting for State and Local Government, 2nd edition. Armonk, NY: M.E. Sharpe.
Marlow, Justin, William C. Rivenbark, and A. John Vogt. 2009. Capital Budgeting and Finance: A Guide for Local Governments, 2nd edition. Washington, DC: ICMA.
Book Chapters
Ammons, David N., and William C. Rivenbark. 2008. Factors Influencing the Use of Performance Data to Improve Municipal Services. In Leading Performance Management, edited by David N. Ammons, 103–120. Washington, DC: ICMA. Reprinted from Public Administration Review, 68(2): 304–318.
Ammons, David N., and William C. Rivenbark. 2008. Gainsharing in Local Government. In Leading Performance Management, edited by David N. Ammons, 129–139. Washington, DC: ICMA. Reprinted from Popular Government, 71(3): 31–37.
Rivenbark, William C. 2008. Performance Budgeting in Local Government. In Performance Management and Budgeting, edited by F. Stevens Redburn, Robert J. Shea, and Terry F. Buss, 135–148. Armonk, NY: M.E. Sharpe.
Rivenbark, William C.2007. A Manager’s Toolbox. In Managing Local Government Services, edited by Carl W. Stenberg and Susan Lipman Austin, 391–411. Washington, DC: ICMA.
Vogt, A. John and William C. Rivenbark. 2006. Budget Preparation and Enactment. In County and Municipal Government in North Carolina, edited by David M. Lawrence, 15.1–15.43. Chapel Hill, NC: School of Government.
William C. Rivenbark and K. Lee Carter. 2003. Benchmarking and Cost Accounting: The North Carolina Approach. In Case Studies in Public Budgeting and Financial Management, edited by Aman Khan and W. Bartley Hildreth, 2nd edition. New York: Marcel Dekker, 485–492. Reprinted from the Journal of Public Budgeting, Accounting, & Financial Management, 12 (1): 125–137.
Book Reviews
Measuring the Performance of the Hollow State, David G. Frederickson, and H. George Frederickson, Georgetown University Press, 2007. International Public Management Journal, 11 (2): 247–251.
Virtue, Fortune, and Faith, Marieke De Goede, University of Minnesota Press, 2005. Perspective on Political Science, 34 (3): 180.
Financial Sector Governance, Robert E. Litan, Michael Pomerleano, and V. Sundararajan, eds., Brookings Institution Press, 2002. Perspectives on Political Science, 32 (3): 178.
If Americans Really Understood the Income Tax: Uncovering Our Most Expensive Ignorance, John O. Fox, Westview Press, 2001. Perspectives on Political Science, 31 (1): 49–50.
American State and Local Politics, Ronald E. Weber and Paul Brace, eds., Seven Bridges Press, 1999. Perspectives on Political Science, 29 (3): 171.
Inter and Intra Government Arrangements for Productivity, Arie Halachmi, and Peter B. Boorsma, eds., Kluwer Academic Publishers, 1998. Public Productivity & Management Review, 22 (1): 119–122.
High-Impact Hiring, Joseph Rosse and Robert Levin, Jossey-Bass Publishers, 1997. Public Productivity & Management Review, 22 (1): 119–122.
Power Steering, Michele M. Hoyman, University Press of Kansas, 1997. Public Productivity & Management Review, 22 (1): 119–122.
Partners in Public Service, Lester M. Salamon, The John Hopkins University Press, 1995. Perspectives on Political Science, 25 (2): 93.
The Language of Public Administration, David John Farmer, University of Alabama Press, 1995. Public Administration Quarterly, 19 (4): 512–514.
Applied Research
Rivenbark, William C., Justin Marlowe, and A. John Vogt. 2010. Promote Economic Development with Public-Private Partnerships. ICMA InFocus, 42 (1): 1–21.
McLaughlin, Christopher B., and William C. Rivenbark. Statement of Revenue-Neutral Tax Rate: Questions and Answers. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 39, August 2009, 8 pages.
Millonzi, Kara A., and William C. Rivenbark. Phased Implementation of the 2007 and 2008 Medicaid Funding Reform Legislation in North Carolina. Local Finance Bulletin. The University of North Carolina at Chapel Hill, Number 38, September 2008, 19 pages.
Millonzi, Kara A., and William C. Rivenbark. Analyzing the Financial Impact of the 2007 Medicaid Funding Reform Legislation on North Carolina Counties. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 37, November 2008, 18 pages.
Rivenbark, William C., Shea R. Denning, and Kara A. Millonzi. 2007 Legislation Expands Scope of Project Development Financing in North Carolina. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 36, November 2007, 15 pages.
Rivenbark, William C., and Shea R. Denning. Project Development Financing: Combating Blight and Promoting Economic Development through Tax Increment Funding. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 35, October 2006, 14 pages.
Rivenbark, William C., David N. Ammons, and Dale J. Roenigk. Benchmarking for Results. The University of North Carolina at Chapel Hill: School of Government, December 2005, 25 pages.
Denning, Shea R., and William C. Rivenbark. Statement of Revenue-Neutral Tax Rate and Provision for Mid-Year Property Tax Rate Change. Local Finance Bulletin. The University of North Carolina at Chapel Hill: School of Government, Number 32, November 2004, 6 pages.
Rivenbark, William C., et al. Information Technology Investments — Metrics for Business Decisions. The University of North Carolina at Chapel Hill: Institute of Government, October 2001, 56 pages.
Rivenbark, William C., editor. A Guide to the North Carolina Local Government Performance Measurement Project. The University of North Carolina at Chapel Hill: Institute of Government, February 2001, 176 pages.
Rivenbark, William C.The Art of Using Performance and Cost Data. Local Finance Bulletin. The University of North Carolina at Chapel Hill: Institute of Government, Number 31, October 2000, 5 pages.
Rivenbark, William C., and Don E. Slabach. Who Pays to Play? Voluntary Tax Incidence and Mississippi Gaming. Mississippi State University: Institute of Government, 1996, 38 pages.
Technical Reports
Rivenbark, William C., and Dale J. Roenigk. Final Report on City Services for FY 2004–05. The University of North Carolina at Chapel Hill: School of Government, February 2006, 348 pages.
Rivenbark, William C. Final Report on City Services for FY 2003–04. The University of North Carolina at Chapel Hill: School of Government, February 2005, 328 pages.
Rivenbark, William C., and Matthew H. Dutton. Final Report on City Services for FY 2002–03. The University of North Carolina at Chapel Hill: School of Government, February 2004, 284 pages.
Rivenbark, William C., and Matthew H. Dutton. Final Report on City Services for FY 2001–02. The University of North Carolina at Chapel Hill: Institute of Government, February 2003, 270 pages.
Rivenbark, William C., and Carla M. Pizzarella. Final Report on City Services for FY 2000–01. The University of North Carolina at Chapel Hill: Institute of Government, February 2002, 250 pages.
Rivenbark, William C., and Carla M. Pizzarella. Final Report on City Services for FY 1999–00. The University of North Carolina at Chapel Hill: Institute of Government, February 2001, 278 pages.
Rivenbark, William C., and Carla M. Pizzarella. Final Report on County Services for FY 1999–00. The University of North Carolina at Chapel Hill: Institute of Government, February 2001, 180 pages.
Rivenbark, William C., and Paula K. Few. Final Report on City Services for FY 1998–99. The University of North Carolina at Chapel Hill: Institute of Government, February 2000, 239 pages.
Rivenbark, William C., and Paula K. Few. Final Report on County Services for FY 1998–99. The University of North Carolina at Chapel Hill: Institute of Government, February 2000, 143 pages.
Rivenbark, William C., and James B. Kaatz (Principal Investigators). The City of Gulfport Personnel Study. Mississippi State University: Institute of Government, 1996, 250 pages.
Rivenbark, William C. (Principal Investigator). The City of Ocean Springs Personnel and Compensation Study. Mississippi State University: Institute of Government, 1996, 84 pages.
Rivenbark, William C.(Principal Investigator). The City of Petal Personnel and Compensation Study. Mississippi State University: Institute of Government, 1996, 48 pages.
Rounsaville, Bradley B. (Principal Investigator), Gary C. Varsel, Brian Paul Freese, and William C. Rivenbark. The City of New Albany Personnel and Compensation Study. Mississippi State University: Institute of Government, 1995, 150 pages.
Rounsaville, Bradley B. (Principal Investigator), Gary C. Varsel, and William C. Rivenbark. DeSoto County Organization, Compensation, and Personnel Study. Mississippi State University: Institute of Government, 1995, 151 pages.
Rounsaville, Bradley B. (Principal Investigator), Anita Owens Crowe, and William C. Rivenbark. Lauderdale County Organizational, Personnel, and Compensation Study. Mississippi State University: Institute of Government, 1995, 160 pages.
Carl Stenberg joined the School of Government in 2003. Previously, he served as dean of Yale Gordon College of Liberal Arts, University of Baltimore; director of the Weldon Cooper Center for Public Service, University of Virginia; executive director of the Council of State Governments; and assistant director of the US Advisory Commission on Intergovernmental Relations. He is former feature editor of Public Administration Review and co-author of America’s Future Work Force. Stenberg is a Fellow and former chair of the Board of Directors of the National Academy of Public Administration and past president of the American Society for Public Administration. He served as director of the MPA program at the School of Government from 2006 to 2011. Stenberg holds a BA from Allegheny College and an MPA and a PhD from the State University of New York at Albany.
John Stephens joined the School of Government in 1996. Previously, he was research director of the Ohio Commission on Dispute Resolution and Conflict Management. His publications include Guidebook to Public Dispute Resolution in North Carolina and Public Management Bulletin: Using a Mediator in Public Disputes. He is co-author of Reaching for Higher Ground: Tools for Powerful Groups and Communities and School Funding Disputes: Mediate, Don’t Litigate. He serves on the steering committee of the University Network for Collaborative Governance. Stephens earned a BA from Earlham College, a Master of Philosophy from The City University, London, and a PhD from George Mason University’s School for Conflict Analysis and Resolution.
Selected Publications
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. 22 pages.
R.S. Morse and Stephens, John B. (2012). Teaching Collaborative Governance: Phases, Competencies, and Case-Based Learning, Journal of Public Affairs Education. 30 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.
Additional Publications
Books and Book Chapters
Stephens, John B.; Morse, R.S.; O’Brien, K. 2011. Public Outreach and Participation. School of Government, University of North Carolina at Chapel Hill. 47 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.
Stephens, John B. 2008. Energy – Governor-Elect Perdue’s Transition Advisory Group (report based on Energy Issue Group consultation, December 2008 – One of 14 issue papers prepared by various SOG editors). 12 pages.
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.
Stephens and Maureen Berner. 2006. Citizens’ Involvement. County and Municipal Government in NC (Article 9). Chapel Hill: School of Government. 15 pages. 50% contribution.
Stephens.2003.A Guidebook to Public Dispute Resolution in North Carolina. Chapel Hill: School of Government. 184 pages.
Kirk Emerson, Tina Nabatchi, Rosemary O’Leary and John B. Stephens. 2003. The Challenge of Environmental Conflict Resolution, in The Promise and the Performance of Environmental Conflict Resolution, Lisa Bingham and Rosemary O’Leary (eds.) Washington, DC: Resources for the Future. 24 pages. 25% contribution.
E. Franklin Dukes, Marina A. Piscolish, and John B. Stephens. 2000. Reaching for Higher Ground in Conflict Resolution: Tools for Powerful Groups and Communities. 256 pages, collaborative authorship. San Francisco: Jossey-Bass. 33% contribution.
William O. Stephens, John B. Stephens, and E. Franklin Dukes. 1995. The Ethics of Environmental Mediation, in Environmental Mediation: Theory and Practice, J. Walton Blackburn and Willa Marie Bruce (eds.) Westport, CT: Quorum Books. 18 pages. 35% contribution.
Stephens. 1994. ‘Gender Conflict’: Connecting Feminist Theory and Conflict Resolution Theory and Practice, in Conflict and Gender, Anita Taylor and Judi Beinstein Miller (eds.). Cresskill, NJ: Hampton Press, Inc. 19 pages.
Stephens. 1988. Acceptance of Mediation Initiatives: A Preliminary Framework, in New Approaches to International Mediation, C.R. Mitchell and K. Webb (eds.). Westport, CT: Greenwood Press. 22 pages.
Refereed Papers and Articles
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.
https://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.
https://services.bepress.com/jpd/vol7/iss1/art10/
Christine Carlson and John B. Stephens. 2004. Governance and Institutionalization; Sustaining Consensus-based Processes for Improved Stakeholder Collaboration on Public Issues. In Environmental Dispute Resolution for the 21st Century. S. Senecah (ed.). Washington, D.C: Association of Conflict Resolution. 13 pages. 50% contribution.
Meredith Miller and John B. Stephens. 1998. A Partnership Paradigm: A Case Study in Research Assistant and Faculty Interaction. Journal of Staff, Professional and Organization Development, Vol. 15, No. 3, 9 pages. 50% contribution.
Monographs, Bulletins, and Other Works
Stephens, John B and colleagues 2012. Chapel Hill 2020: An Assessment of Public Participation – Analysis and Recommendations for Near- and Longer-term Public Involvement. Chapel Hill, NC: School of Government, University of North Carolina at Chapel Hill. 62 pages. Client: Town of Chapel Hill, NC.
Stephens, John B. 2011. SOG offers help with engaging citizens in budgeting process, County Lines, Volume 37, No. 6 (June) , Raleigh, NC: North Carolina Association of County Commissioners. Pages: 1.
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.
Stephens, John B. (ed.). 2007. Hands on the Pulse, Eyes on the Future. Popular Government, Vol. 72, No. 3. School of Government, University of North Carolina at Chapel Hill. 8 pages.
Stephens, John B., 2007. Consensus Building and Leadership: The Contributions of Public Conflict Resolution Practitioners. ACR Environment and Public Policy Section Quarterly (Summer). 7 pages.
Stephens, John B., [reprint] 2007. Do it Yourself Citizen Participation. ACR Environment and Public Policy Section Quarterly(Summer). 2 pages.
Stephens, John B., 2007. “Do it Yourself Citizen Participation?” PA Times 30:2 (February). 1 page.
StephanieCoplinand John B. Stephens. 2005. School Budget Mediation: Three Cases from 2004, School Law Bulletin. Vol. 36, No. 2. 7 pages. 40% contribution.
Stephens, John B.. 2003. Alternative dispute resolution, Arbitration and Mediation. [three entries]. For David Schultz (ed.),Encyclopedia of Public Administration and Public Policy, New York: Facts on File, Inc., 2003. 3 pages.
Stephens, John B.. 2001. Achieving Better Group Performance, Popular Government, Vol. 66, No. 4. Institute of Government, University of North Carolina at Chapel Hill. 8 pages.
Stephens, John B., [book review]. 2001. The Making of a Mediator: Developing Artistry in Practice by Michael D. Lang and Alison Taylor. International Journal of Conflict Management, Vol. 12, No. 2. Center for Advanced Studies in Management, Bowling Green, KY: Winter 2001. 4 pages.
Stephens, John B., [article reprinted online, January 2001]. Using a Mediator in Public Disputes. Public Management Bulletin No. 2. Available, as of November 28, 2007: https://www.mediate.com/articles/stephensJ.cfm
Debra Henzey, John B. Stephens and Patrick Liedtka. 1999. Listening to Citizens: County Commissioners on the Road, Popular Government, Vol. 64, No. 3. Institute of Government, University of North Carolina at Chapel Hill. 12 pages. 40% contribution.
Stephens, John B.. 1998. Using a Mediator in Public Disputes. Public Management Bulletin No. 2. Institute of Government, University of North Carolina and Chapel Hill. 6 pages.
Stephens, John B.. 1998. Perspectives on Public Participation. National Civic Review, Vol. 87, No. 3. National Civic League, Washington, D.C. 8 pages.
Stephens. 1998. [book review]. Public Participation: Review of Three Resources. Popular Government, Vol. 63, No. 4 Institute of Government, University of North Carolina at Chapel Hill. 4 pages.
Stephens, John B.. 1998. Public Dispute Resolvers Lack Consensus on ‘Consensus.’ SPIDR News, Vol. 22, No. 2, Society of Professionals in Dispute Resolution, Washington, D.C. 3 pages.
Stephens, John B.. 1998. When Boards Clash, Mediation Can Help. CountyLines, Vol. 24, No.11, North Carolina Association of County Commissioners, Raleigh, NC. 3 pages.
Stephens, John B.. 1998. Mediation of Budget Disputes between School Boards and County Commissioners, Dispute Resolution Vol. 5, No. 4. North Carolina Bar Association, Dispute Resolution Section, Cary, NC. 6 pages.
John B. Stephens and Matthew J. Michel. 1998. School Funding Disputes: Mediate, Don’t Litigate, School Law Bulletin, Vol. 29, No. 2. Institute of Government, University of North Carolina and Chapel Hill. 14 pages. 70% contribution.
Stephens, John B. [book review]. 1998. Public Participation in Public Decisions: New Skills and Strategies for Public Managers by John Clayton Thomas, in Participation Quarterly, International Association for Public Participation, Alexandria, VA. (First Quarter, 1998). 2 pages.
Stephens, John B., 1998. Liberal-Conservative Dialogue in the United Methodist Church. Conflict Resolution Notes, Vol. 15, No. 3. Conflict Resolution Center International, Pittsburgh, PA: January 1998. 2 pages.
John B. Stephens, and A. Fleming Bell, II. 1997. Public Comment at Business Meetings of Local Government Boards, Part One: Guidelines for Good Practices. Popular Government, Vol. 62, No. 4. Institute of Government, University of North Carolina at Chapel Hill. 13 pages. 60% contribution.
A. Fleming Bell, II, John Stephens, and Christopher Bass. 1997. Public Comment at Business Meetings of Local Government Boards, Part Two: Common Practices and Legal Standards. Popular Government, Vol. 63, No. 1. Institute of Government, University of North Carolina at Chapel Hill. 10 pages. 30% contribution.
Stephens, John B., [book review]. 1997. Review of Making Community Meetings Work: Ten Tips for Successful Public Events, by Debra Stein in The Alternative Newsletter, March 1997. 1 page.
Stephens, John B., [dissertation]. 1997. Conflicts over Homosexuality in the United Methodist Church: Testing Theories of Conflict Analysis and Resolution. University of Michigan Microforms. 396 pages.
Stephens, John B., 1995. Peace/Conflict Resolution Electronic Resources. Conciliation Quarterly, Vol. 14, No. 2. Mennonite Central Committee: Spring 1995. 1 page.
Stephens, John B., [book review]. 1995. Review of A Consumer Guide to Selecting a Mediator. NAFCM News. National Association for Community Mediation, Washington, D.C. (Autumn). 1 page.
Stephens, John B., [book review]. 1995. Review of Community Mediation: A Handbook for Practitioners and Researchers, edited by Karen Grover Duffy, James W. Grosch, and Paul V. Olczak. in International Journal of Conflict Management, Vol. 6 No. 1. International Association for Conflict Management, Bowling Green, Kentucky: Winter 1995. 5 pages.
Richard E. Rubenstein, E. Franklin Dukes, John B. Stephens and Johannes Botes. 1994. Frameworks for Interpreting Conflict: A Handbook for Journalists. Fairfax, VA: Institute for Conflict Analysis and Resolution, George Mason University. 85 pages. 15% contribution.
Stephens, John B., 1993. Exploring Conflict over Sexual Orientation, Conflict Resolution Notes, Vol. 10, No. 4. Conflict Resolution Center International: Pittsburgh, PA. (April). 2 pages.
Resource Websites
Public Dispute Resolution Program, 1997-present. Content provider and manager https://www.sog.unc.edu/node/93
Citizen Participation, 2006-present. Initiated and designed content, coordinated material from six colleagues. https://www.sog.unc.edu/programs/participation
Local Government Citizen Surveys, 2010-present. Co-developed with Maureen Berner. https://www.sog.unc.edu/node/522
Retreats for Local Government Elected Boards– https://www.sog.unc.edu/node/99 (Co-designer and content provider, with Lydian Altman and Vaughn Upshaw).
Blog Posts
Local Government Actions to Promote Sustainability: 2010 National Survey Results – https://ced.sog.unc.edu/local-government-actions-to-promote-sustainability-2010-national-survey-results/
Shannon Tufts is a professor of public law and government and is the director of the University of North Carolina at Chapel Hill’s Center for Public Technology. She designed and implemented the first local government Certified Government Chief Information Officers (CGCIO) program in the nation in 2004 and continues to run multiple CIO certification programs across the US for local and state government IT professionals. Dr. Tufts’ areas of expertise include the intersection of law and technology in the public sector, cybersecurity, cloud computing, social media, and strategic IT investments, as well as CIO leadership and development. Tufts earned a B.A. from UNC–Chapel Hill, an M.P.A. from UNC–Charlotte, and a Ph.D. in public administration with a concentration in public sector information systems from North Carolina State University.
Selected Publications
Tufts, Shannon H. 2020. Teleworking Guidance: Best Practices, Sample Policies, and Cybersecurity.
Tufts, Shannon H., Willow S. Jacobson, and Mattie Sue Stevens. “Status Update: Social Media and Local Government HR Practices.” Review of Public Personnel Administration, June 2015, vol. 35, no. 2193-207.
Tufts, Shannon H. 2013. “Citizen Engagement 2.0: An Analysis of Official City Facebook Pages to Determine Antecedents to Digital Civic Engagement.” Journal of Information Technology Management, Volume XXV, Number 2, 2014.
Tufts, Shannon H., and Meredith L. Weiss. 2013. “Cloudy with a Chance of Success: Contracting for the Cloud in Government.” IBM Business of Government.
Jacobson, Willow S., and Shannon H. Tufts. “To Post or Not to Post: Employee Rights and Social Media.” Review of Public Personnel Administration, Volume 33, Issue 1, March 2013.