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, 2^nd 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, 2^nd 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, 2^nd 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 21^st 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 21^st 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.

Gregory S. Allison is a teaching professor at the School of Government, where he lectures and provides technical support in the field of governmental accounting and financial reporting. He has been on the faculty since 1997 and is director of the School’s Municipal and County Administration course. He was an assistant director with the Government Finance Officers Association of the United States and Canada in Chicago, Illinois; former finance director for the City of Morganton, North Carolina; and an auditor with the international accounting firm Deloitte and Touche. He is also co-author of the 8th and 9th Revised and 10th editions of Governmental and Nonprofit Accounting, published by Prentice Hall.

Allison was awarded the Outstanding Conference Speaker Award for both 2000 and 2001, the Outstanding Chapter Speaker Award in 2005, the Outstanding Discussion Leader Award in 2006, 2007, 2008, 2013, and 2015, the 5.0 Discussion Leader Award in 2014, and the 2014 R. Donald Farmer Award by the NC Association of Certified Public Accountants. He was awarded the Association’s Outstanding Member in Government Award for 2000–2001. He was also recognized as the Albert and Gladys Hall Term Lecturer for Teaching Excellence for 2002–2004, and the Term Faculty Achievement Award for 2010–2012.

Whitney Afonso is an associate professor at the University of North Carolina at Chapel Hill’s School of Government. Whitney’s research focuses on state and local public finance with an emphasis on local sales taxes. Whitney won the Burkhead Award for best manuscript published in Public Budgeting and Finance in 2015 and the Curro Award for best student paper in 2010. She also has served on the executive committee of the Association for Budgeting and Financial Management since 2018. In addition to her traditional research and teaching, her position at UNC engages her with elected officials and practitioners within the state. She is the liaison for the North Carolina Local Government Budget Association. Whitney received her bachelor’s degree from Vanderbilt University, completed a master’s program at Texas A&M University, and received her Ph.D. from the University of Georgia.

Selected Publications

Afonso, Whitney B., 2019. “The Barriers Created by Complexity: A State-by-State Analysis of Local Sales Tax Laws in Light of the Wayfair Ruling,” National Tax Journal, National Tax Association; National Tax Journal, vol. 72(4), pages 777-800, December.

Afonso, W.B. (2019), “The Impact of the Amazon Tax on Local Sales Tax Revenue in Urban and Rural Jurisdictions.” Public Budgeting & Finance, 39: 68-90.

Spreen TL, Afonso W, Gerrish E. “Can Employee Training Influence Local Fiscal Outcomes?” The American Review of Public Administration. 2020;50(4-5):401-414.

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.

“Citizens Engaging Government: The Case of Participatory Budgeting in Greensboro” 2017. Public Administration Quarterly 41(1): 7-42.

“Time to Adoption of Local Option Sales Taxes: An Examination of Texas Municipalities.” 2016. Public Finance Review. DOI: 10.1177/1091142116673147

“The Effect of Connecticut’s Income Tax Adoption on Migration.” 2016. Journal of Public Policy. https://doi.org/10.1017/S0143814X16000234

“The Equity of Local Sales Tax Distributions in Urban, Suburban, Rural, and Tourism-Rich Counties in North Carolina.” 2016. Public Finance Review 44(6): 691-721.

“Leviathan or Flypaper: Earmarked Local Sales Taxes for Transportation.” 2015. Public Budgeting & Finance 35(3): 1-23.^[1]

“State Income Taxes and Military Service Members’ Legal Residency Choices.” 2015. Contemporary Economic Policy 33(2): 334-350.

“Fiscal Illusion in State and Local Finances: A Hindrance to Transparency.” 2014. State and Local Government Review 46(3): 219-228.

“Local Sales Taxes as a Means of Increasing Revenues and Reducing Property Tax Burdens: An Analysis Using Propensity Score Matching.” 2014. Public Budgeting & Finance 34(2): 24-43.

Amy Wade serves as the Director of the Faculty Network for the MPA program at the School of Government, where she is responsible for the hiring, on-boarding, and continued support of live session faculty, ensuring the MPA program engages in high-impact teaching practices to maximize student learning. Recently, Amy also served as a team member for the School’s Opioid Response Project, where she facilitated the development and implementation of collective impact approaches for opioid prevention and treatment in ten communities across North Carolina and served as a liaison for two of the larger urban centers within the state, Mecklenburg and Forsyth counties. Amy has over ten years of progressive work in nonprofit management and consulting experience in strategic planning, strategic fund development, database and dashboard development, and program design, implementation, and evaluation. During her work in the nonprofit field, Amy received a College Board CollegeKeys Compact Innovation Award for a program she designed to help low-income students and parents get ready for college. She also supported the receipt of a Kresge Foundation Award for the successful development of a program to help low-income high school students complete the Free Application for Federal Student Aid (FAFSA). She obtained a bachelor’s degree, a master’s degree in public administration, and a doctorate of philosophy in higher education policy and leadership from The Ohio State University.

Jonathan Morgan joined the School of Government in 2003, where he teaches, advises public officials, and conducts applied research on economic development.  His research has focused on industry cluster-based development, the role of local government in economic development, business incentives, development impact analysis, and innovative, homegrown approaches to job creation.  His articles have been published in leading journals such as Economic Development Quarterly, Policy Studies Journal, and Community Development.  Morgan directs the Basic Economic Development Course at UNC, which is accredited by the International Economic Development Council (IEDC).  Prior to joining the School of Government, he worked for Regional Technology Strategies, Inc., an economic and workforce development consulting firm located in Carrboro, NC.  He has also served as Director of Economic Policy and Research for the NC Department of Commerce, and Research and Policy Director for the NC Institute of Minority Economic Development.  He holds a B.A. in Economics from the University of Virginia, an MPA from Clark Atlanta University, and a Ph.D. in Public Administration from North Carolina State University.

Selected Publications

Regional Clusters and Jobs for Inner City Workers: The Case of Transportation, Distribution, and Logistics. 2012.  Community Development: Journal of the Community Development Society vol. 43, no. 4: 492-511.

State-of-the-Art Measures in Economic Development (with David Ammons).  Public Management (PM), vol. 93, no. 5, June 2011.

Governance, Policy Innovation, and Local Economic Development in North Carolina. 2010.  Policy Studies Journal vol. 38, no. 4: 679-702.

Analyzing the Benefits and Costs of Economic Development Projects, Community and Economic Development Bulletin, No. 7, April 2010.

Optimizing the Use of Economic Development Incentives, Municipal Lawyer, vol. 51, no. 1, 2010.

Additional Publications

Book Chapters

Community Development and Affordable Housing, Chapter 8 (with Anita Brown-Graham), in Managing Local Government Services, Carl Stenberg, ed., International City/County Management Association, 2006.

Articles, Monographs, and Bulletins

State-of-the-Art Measures in Economic Development (with David Ammons).  Public Management (PM), vol. 93, no. 5, June 2011.

Small Towns, Big Ideas: Local Ingredients for Innovation in Rural Economic Development (with Will Lambe).  Rural Research Report (Illinois Institute for Rural Affairs), vol. 21, no. 3, Winter 2010.

The Role of Local Government in Economic Development: Survey Findings from North Carolina.  Special Report published by the UNC School of Government, 2009.

Find a Way or Make One: Lessons Learned from Case Studies of Small Town Economic Development (with Will Lambe). Economic Development Journal, vol. 8, no. 3, 2009.

Homegrown Responses to Economic Uncertainty in Rural America (with Will Lambe and Allan Freyer). Rural Realities, vol. 3, no. 2, 2009.

Using Economic Development Incentives: For Better or for Worse.  Popular Government, vol. 74, no. 2, 2009, 14 pages.

Questions about Tax Increment Financing in North Carolina (with Joseph Blocher). Community and Economic Development (CED) Bulletin, No. 5, August 2008.

Clusters and Competitive Advantage: Finding a Niche in the New Economy, Popular Government, Spring/Summer 2004, vol. 69, no. 3.

Legislative Action in Community and Economic Development (with Anita Brown-Graham). Community and Economic Development Bulletin, No. 2, 2004.

Refereed Academic Articles

Governance, Policy Innovation, and Local Economic Development in North Carolina. 2010.  Policy Studies Journal vol. 38, no. 4: 679-702.

The Relationship between Industry Clusters and Metropolitan Economic Growth and Equality.  2007.  International Journal of Economic Development 9(4): 307-375.