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David N. Ammons

Adjunct and Former Albert Coates Professor
919.962.7696

David N. Ammons is a semi-retired faculty member who continues to work with the School of Government on a part-time basis. During his career as a professor of public administration and government he has written and taught about performance measurement, benchmarking, and productivity improvement in local government. His eight books on local government management include Municipal Benchmarks (M.E. Sharpe, 2012), Tools for Decision Making: A Practical Guide for Local Government (CQ Press, 2009), and Leading Performance Management in Local Government (ICMA, 2008). His articles have appeared in Public Administration Review, Journal of Public Administration Research and Theory, American Review of Public Administration, Public Performance and Management Review, State and Local Government Review, and other public affairs journals. He has served on the National Performance Management Advisory Commission, the National Council of the American Society for Public Administration (ASPA), the Executive Council of the Network of Schools of Public Policy, Affairs, and Administration (NASPAA), and the board of directors of ASPA's Center for Accountability and Performance. He was elected as a fellow of the National Academy of Public Administration in 2006 and in 2014 was the recipient of the Joseph Wholey Distinguished Scholarship Award presented by ASPA's Center for Performance and Accountability for work in the field of public sector performance. Ammons earned a PhD from the University of Oklahoma.

 

Selected Publications

"Citizen-Assisted Performance Measurement? Reassessing Its Viability and Impact." With Patrick M. Madej. American Review of Public Administration (forthcoming).

"Getting Real about Performance Management." Public Management 97, no. 11 (2015): 8–11.

Benchmarking and Interorganizational Learning in Local Government.” With Dale J. Roenigk. Journal of Public Administration Research and Theory 25, No. 1 (2015): 309–35.

Performance Management in Local Government: Is Practice Influenced by Doctrine?” With Dale J. Roenigk. Public Performance and Management Review 38, No. 3 (2015): 514–41.

Municipal Benchmarks: Assessing Local Performance and Establishing Community Standards. 3rd ed. Armonk, N.Y.: M.E. Sharpe, 2012.

Tools for Decision Making: A Practical Guide for Local Government. 2nd ed. Washington, D.C.: CQ Press, 2009.

Factors Influencing the Use of Performance Data to Improve Municipal Services: Evidence from the North Carolina Benchmarking Project.” With William C. Rivenbark. Public Administration Review 68, No. 2 (2008): 304–18.

 

Additional Publications

Books

Leading Performance Management in Local Government (ed.). Washington, D.C.:  International City/County Management Association, 2008.

Accountability for Performance: Measurement and Monitoring in Local Government (ed.). Washington, D.C.: International City/County Management Association, 1995.

Administrative Analysis for Local Government: Practical Application of Selected Techniques. Athens, GA: Carl Vinson Institute of Government/University of Georgia, 1991.

Recruiting Local Government Executives: Practical Insights for Hiring Authorities and Candidates, with James J. Glass. San Francisco: Jossey-Bass Inc., Publishers, 1989.

City Executives: Leadership Roles, Work Characteristics, and Time Management, with Charldean Newell.  Albany, NY: State University of New York Press, 1989.

Municipal Productivity: A Comparison of Fourteen High‑Quality‑Service Cities. New York: Praeger, 1984.

 

Articles

“Performance Management Purpose, Executive Engagement, and Reported Benefits among Leading Local Governments,” with Ellen G. Liston and Jordan A. Jones. State and Local Government Review, 45, No. 3 (September 2013), pp. 172-179.

“Signs of Performance Measurement Progress among Prominent City Governments,” Public Performance and Management Review, 36, No. 4 (June 2013), pp. 507-528.

“The Future of Local Government: Will Current Stresses Bring Major, Permanent Changes?” with Karl W. Smith and Carl W. Stenberg.  State and Local Government Review, 44, No. S1 (August 2012), pp. 64-75.

“State-of-the-Art Measures in Economic Development,” with Jonathan Morgan.  Public Management, 93, No. 5(June 2011), pp. 6-10.  Reprinted in Joaquin Jay Gonzalez, III, Roger L. Kemp, and Jonathan Rosenthal (eds.), Small Town Economic Development: Reports on Growth Strategies in Practice. Jefferson, NC: McFarland & Company, 2017, pp. 80-81.

“Determining the Purpose of the Performance Measurement System: An Important First Step.” Government Finance Review, 26, No. 5 (October 2010), pp. 63-65.

“Economic Stimulus Management.” The Public Manager, 39, No. 1 (Spring 2010), pp. 11-15.

“Misrepresentation of Staffing Standards for Police,” with Joshua S. Edwards. State and Local Government Review, 40, No. 3 (2008), pp. 186-94.

"City Manager and City Administrator Role Similarities and Differences: Perceptions Among Persons Who Have Served as Both.” American Review of Public Administration, 38, No. 1(March 2008), pp. 24-40.

“Benefiting from Comparative Performance Statistics in Local Government,” with William C. Rivenbark and Dale J. Roenigk. Popular Government, 72, No. 3 (Spring/Summer 2007), pp. 34-42.

“Gainsharing in Local Government,” with William C. Rivenbark. Popular Government, 71, No. 3 (Spring/Summer 2006), pp. 31-37.

“Tenure of City Managers: Examining the Dual Meanings of ‘Average Tenure,’” with Matthew J. Bosse. State and Local Government Review, 37, No. 1 (2005), pp. 61-71.

“Rewarding Greater Accountability with Increased Managerial Flexibility in Davidson County,” with William C. Rivenbark. Popular Government, 70 (Winter 2005), pp. 12-19.

"Developing and Applying Analytic Capabilities in Major American Cities," with W. Anderson Williams. Public Administration Quarterly, 27, No. 4 (Winter 2004), pp. 392-409.

“Performance Measurement and Managerial Thinking,” Public Performance and Management Review, 25, No. 4 (June 2002), pp. 344-347.

“Performance Measurement in North Carolina Cities and Towns,” Popular Government, 67 (Fall 2001), pp. 11-17.

"Performance-Comparison Projects in Local Government: Participants’ Perspectives,” with Charles Coe and Michael Lombardo.  Public Administration Review, 61, No. 1 (January/February 2001), pp. 100-110.

“Set Risk Benchmarks: Identify, Then Close Performance Gaps,” Public Management, 82, No. 9 (September 2000), pp. 10-17.

“Taking the Lead in Risk Management,” American City & County, 115, No. 10 (July 2000), pp. 46-50.

“Benchmarking as a Performance Management Tool: Experiences Among Municipalities in North Carolina,” Journal of Public Budgeting, Accounting & Financial Management, 12(Spring 2000), pp. 106-124.

“Performance Measures Revisited . . . Intensively,” North Carolina OSBM (July-September 1999), pp. 8-9.

“A Proper Mentality for Benchmarking,” Public Administration Review, 59, No. 2 (March/April 1999), pp. 105-109.

“Performance Measurement in Local Government,” Municipal Reporter, (Fourth Quarter 1997), p. 34.

“Raising the Performance Bar . . . Locally,” Public Management, 79, No. 9 (September 1997), pp. 10-16.  Reprinted in Popular Government, 63, No. 3 (Spring 1998), pp. 29-35.

“Taking a Pragmatic View of Privatization,” Popular Government, 62, No. 3 (Spring 1997). pp. 12-18.  Reprinted in The South Carolina Policy Forum, 9, No. 1 (Winter 1998), pp. 20-29.

“Competition in Municipal Service Delivery: Privatization and Other Options,” Georgia’s Cities, 7, No. 3 (March 29, 1996), pp. 1, 11-12.  Reprinted as “Competition in Service Delivery,” Georgia County Government, 47, No. 11 (April 1996), pp. 15-19.        

"The Viability of Public-Private Competition as a Long-Term Service Delivery Strategy," with Debra J. Hill.  Public Productivity and Management Review, 19, No. 1 (September 1995), pp. 12-24.

"Overcoming the Inadequacies of Performance Measurement in Local Government:  The Case of Libraries and Leisure Services," Public Administration Review, 55, No. 1 (January/February 1995), pp. 37-47.

"The Role of Professional Associations in Establishing and Promoting Performance Standards for Local Government," Public Productivity and Management Review, 17, No. 3 (Spring 1994), pp. 281-298.

"Industrial Engineering in Local Government:  An Avenue to Greater Efficiency Remains Uncongested," with Charles K. Coe.  International Journal of Public Administration, 16, No. 10 (October 1993), pp. 1501-1518.

"Industrial Engineering:  A Productivity Improvement Discipline Underutilized by Government," with Charles K. Coe.  American Review of Public Administration, 23, No. 3 (September 1993), pp. 247-261.

"Does Your County Have Professional Management. . . or Just Limited Professional Assistance?" with Richard W. Campbell.  Georgia County Government, 44, No. 2 (July 1992), pp. 24-27.

"Reputational Leaders in Local Government Productivity and Innovation," Public Productivity and Management Review, 15, No. 1 (Fall 1991), pp. 19-43.

"Performance Appraisal in Local Government:  Warranty Conditions," with Stephen E. Condrey.  Public Productivity and Management Review, 14, No. 3 (Spring 1991), pp. 253-266.

"Cable Television Refranchising Studies:  An Important Role for Citizen Surveys," with James J. Glass.  International Journal of Public Administration, 12, No. 5 (September 1989), pp. 821-834.

"Headhunters in Local Government:  Use of Executive Search Firms in Managerial Selection," with James J. Glass.  Public Administration Review, 48, No. 3 (May/June 1988), pp. 687-693.

"'City Managers Don't Make Policy:' A Lie; Let's Face It," with Charldean Newell.  National Civic Review, 77, No. 2 (March-April 1988), pp. 124-132.  Reprinted in Public Management, 70, No. 12 (December 1988), pp. 14-17; Bruce Stinebrickner, ed., State and Local Government, 4th ed. (Guilford, CT: Dushkin, 1989); and in Urban Georgia, 39, No. 2 (March 1989), pp. 23-27.

"Unapproved Imagemakers:  Political Cartoonists' Topic Selection, Objectives and Perceived Restrictions," with John C. King and Jerry L. Yeric.  Newspaper Research Journal, 9, No. 3 (Spring 1988), pp. 79‑90.

"Executive Satisfaction with Managerial Performance Appraisal in City Government," Review of Public Personnel Administration, 8, No. 1 (Fall 1987), pp. 33‑48.

"Role Emphases of City Managers and Other Municipal Executives,” with Charldean Newell.  Public Administration Review, 47, No. 3 (May/June 1987), pp. 246-253.

“Performance Appraisal Practices for Upper Management in City Governments," with Arnold Rodriguez.  Public Administration Review, 46, No. 5 (September/ October 1986), pp. 460‑467.

"Assessing a Community's Need for a Domestic Violence Shelter:  A Multidimensional Approach," with James J. Glass.  Journal of Health and Human Resources Administration, 8, No. 4 (Spring 1986), pp. 374‑392.

"Common Barriers to Productivity Improvement in Local Government," Public Productivity Review, 9, No. 4 (Winter 1985), pp. 293‑310. 

"Evaluating Supervisory Training in Local Government:  Moving Beyond Concept to a Practical Framework," with Phillip A. Niedzielski-Eichner.  Public Personnel Management, 14, No. 3 (Fall 1985), pp. 211‑230.

"Performance and Service Level Comparisons Among Texas Cities," The Municipal Matrix, 16, No. 3 (November 1984), pp. 1‑5.

"Peer Participation in Local Government Employee Appraisal,"  Administration and Society, 16, No. 2 (August 1984), pp. 239‑256.

"Local Government Professionalism," with Joseph C. King.  The Bureaucrat, 13, No. 2 (Summer 1984), pp. 52‑57.

"Productivity Improvement in Local Government:  Its Place Among Competing Priorities," with Joseph C. King.  Public Administration Review, 43, No. 2 (March‑April 1983), pp. 113‑120.

"Professionalism and Local Government Administration," with Joseph C. King.  American Review of Public Administration, 16, No. 4 (Winter 1982), pp. 386‑402.

"The Local Option Sales Tax as a Means of Reducing the Property Tax:  Assessing the Impact on Individual Citizens," Municipal Management, 5, No. 2 (Autumn 1982), pp. 67‑74.

"Oak Ridge:  Doing More with Less," Fire Service Today, 48, No. 10 (October 1981), pp. 16‑20.

"Taking the Best of a Private Fire Service and Making It Public," Municipal Management, 2, No. 3 (Winter 1980), pp. 103‑109.  Reprinted as "Dual‑trained Firefighters Save $," Tennessee Town and City, 31, No. 10 (November 1980), pp. 9‑11.

  

Monographs and Policy Papers

Local Governments in the Wake of the Great Recession: Are Big Changes Ahead? with Karl W. Smith and Carl W. Stenberg. Posted as an Alliance for Innovation White Paper at http://transformgov.org/en/learning/big_ideas, October 2011.

A Performance Management Framework for State and Local Government.  Chicago, IL: National Performance Management Advisory Commission, 2010.  Participated as commission member and contributor.

Budget-Balancing Tactics in Local Government, with Trevor A. Fleck.  Chapel Hill, NC: School of Government/University of North Carolina, 2010.

Measuring the Results of Economic Stimulus Investments: Local Government Leading the Way.  A Policy Issue White Paper prepared on behalf of the Governmental Affairs and Policy Committee of ICMA.  Washington, D.C.: International City/County Management Association, October 2009.

Development Review in Local Government: Benchmarking Best Practices, with Ryan A. Davidson and Ryan M. Ewalt.  Chapel Hill, NC: School of Government/University of North Carolina and Alliance for Innovation, 2009.

Performance Measures and Benchmarks in Local Government Facilities Maintenance, with Erin S. Norfleet and Brian T. Coble.  Washington, D.C.: International City/County Management Association and Institute of Government/University of North Carolina at Chapel Hill, 2002.

The Option of Prison Privatization, with Richard W. Campbell and Sandra L. Somoza.   Athens, GA:  Carl Vinson Institute of Government/University of Georgia, 1992.

Selecting Prison Sites:  State Processes, Site-Selection Criteria, and Local Initiatives, with Richard W. Campbell and Sandra L. Somoza.   Athens, GA:  Carl Vinson Institute of Government/University of Georgia, 1992.

 

Book Chapters

“State-of-the-Art Measures in Economic Development,” with Jonathan Morgan, pages 80-81 in Joaquin Jay Gonzalez, III, Roger L. Kemp, and Jonathan Rosenthal (eds.), Small Town Economic Development: Reports on Growth Strategies in Practice. Jefferson, NC: McFarland & Company, 2017.  Reprinted from Public Management, 93, No. 5 (June 2011), pp. 6-10.

"Benchmarking the Performance of City Governments." Chapter 33, pp. 345-353 in Christine Kelleher Palus and Richardson Dilworth, eds., The CQ Press Guide to Urban Politics and Policy in the United States. Thousand Oaks, CA: CQ Press, 2016. DOI: http://dx.doi.org/10.4135/9781483350011.n34

“Measuring and Benchmarking Human Resource Management,” pp. 208-224 in Richard C. Kearney and Jerrell D. Coggburn, eds., Public Human Resource Management: Problems and Prospects, sixth edition. Washington, DC: CQ Press, 2016.

“Performance Measurement: A Tool for Accountability and Performance Improvement,” Chapter 16, pp. 257-269 in Frayda S. Bluestein (ed.), County and Municipal Government in North Carolina, second edition (Chapel Hill: University of North Carolina/School of Government Press, 2014).

“Benchmarking Performance,” pp. 691-713 in Stephen E. Condrey (ed.), Handbook of Human Resource Management in Government, third edition (San Francisco, CA.: Jossey-Bass, 2010).

“Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services,” pp. 29-46 in Patria de Lancer Julnes and Marc Holzer (eds.), Performance Measurement: Building Theory, Improving Practice (An ASPA Classics Volume) (Armonk, NY: M. E. Sharpe, 2008).  Reprinted from Public Administration Review, 55, No. 1 (January/February 1995), pp. 37-47.

“Analyzing Performance Data,” pp. 145-170 in Patria de Lancer Julnes, Frances S. Berry, Maria Aristigueta, and Kaifeng Yang (eds.), International Handbook of Practice-Based Performance Management(Sage Publications, 2008).

“Performance Measurement: A Tool for Accountability and Performance Improvement,” Article 16, pp. 1-12 in David Lawrence (ed.), County and Municipal Government in North Carolina (Chapel Hill: University of North Carolina/School of Government Press, 2007).

“Benchmarking Performance,” pp. 623-647 in Stephen E. Condrey (ed.), Handbook of Human Resource Management in Government, second edition (San Francisco, CA.: Jossey-Bass, 2005).

"Productivity Barriers in the Public Sector," pp. 139-163 in Marc Holzer and Seok-Hwan Lee (eds.), Public Productivity Handbook, second edition (New York: Marcel Dekker, 2004).

“Performance Appraisal Practices for Upper Management in City Governments,” with Arnold Rodriguez, pp. 256-265 in Douglas J. Watson and Wendy L. Hassett (eds.), Local Government Management: Current Issues and Best Practices (An ASPA Classics Volume) (Armonk, NY: M. E. Sharpe, 2003).  Reprinted from Public Administration Review, 46, No. 5 (September/October 1986), pp. 460-467.

"Urban Services," pp. 254-282, in John P. Pelissero (ed.), Cities, Politics, and Policy: A Comparative Analysis(Washington, D.C.: CQ Press, 2003).

“County Government Structure,” with Richard W. Campbell, pp. 9-27 in Betty J. Hudson and Paul T. Hardy (eds.), Handbook for Georgia County Commissioners, Fourth Edition (Athens, GA: University of Georgia/Carl Vinson Institute of Government, 2002).

“Securing A Favorable Return On An Investment In Benchmarking,” Chapter Six, pp. 59-65, in William C. Rivenbark (ed.), A Guide to the North Carolina Local Government Performance Measurement Project(Institute of Government/University of North Carolina, 2001).

“Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services,” pp. 364-381 in Ronald J. Stupak and Peter M. Leitner (eds.), Handbook of Public Quality Management (New York: Marcel Dekker, 2001).  Reprinted from Public Administration Review, 55, No. 1 (January/February 1995), pp. 37-47.

“A Proper Mentality for Benchmarking,” pp. 419-426 in Gerald J. Miller, W. Bartley Hildreth, and Jack Rabin (eds.), Performance-Based Budgeting: An ASPA Classic (Boulder, CO: Westview Press, 2001).  Reprinted from Public Administration Review, 59, No. 2 (March/April 1999), pp. 105-109.

“Common Barriers to Productivity Improvement in Local Government,” pp. 83-100 in Richard C. Kearney and Evan M. Berman (eds.), Public Sector Performance: Management, Motivation, and Measurement. An ASPA Classics Volume. (Boulder, CO: Westview Press, 1999).  Reprinted from Public Productivity Review, 9 (Winter 1985), pp. 187-202.

“Measures of Performance in State and Local Governments,” pp. 367-390 in Carlos Losada i Marrodan (ed.), From Bureaucrats to Managers (Washington, D.C.: Inter-American Development Bank, 1999).  Published in Spanish.

“Performance Measurement: Its Use in Productivity Improvement,” pp. 57-72 in Fleming Bell and Jake Wicker (eds.), County Government in North Carolina, Fourth Edition (Chapel Hill: University of North Carolina/Institute of Government Press, 1999).

“Benchmarking Performance,” in Stephen E. Condrey (ed.), Handbook of Human Resource Management in Government (San Francisco, CA.: Jossey-Bass, 1998), pp. 391-409.

"Cedar Valley Slowdown," with M. Lyle Lacy, III, in James M. Banovetz (ed.), Managing Local Government:  Cases in Decision Making (Washington:  International City-County Management Association, 1990 and 1998), pp. 176-186 in 1990 edition.

“Performance Measurement for Library Services: Being Relevant and Interesting,” in Managing for Results: Advancing the Art of Performance Measurement (Austin: Board of Regents of the University of Texas, 1996), pp. 71-72.

“Local Government Standards via Professional Associations: How Useful Are They for Gauging Performance?”  pp. 201-221 in Arie Halachmi and Geert Bouckaert (eds.), Organizational Performance and Measurement in the Public Sector: Toward Service, Effort and Accomplishment Reporting (Westport, CT: Quorum Books, 1996).

"Adjusting for Inflation When Comparing Revenues or Expenditures," in Jack Rabin, W. Bartley Hildreth, and Gerald J. Miller (eds.), Budgeting: Formulation and Execution (Athens:  Carl Vinson Institute of Government/ University of Georgia, 1996), pp. 192-195.  Reprinted from Ammons, Administrative Analysis for Local Government (Vinson Institute, 1991).

"Identifying Full Costs of a Program,” in Jack Rabin, W. Bartley Hildreth, and Gerald J. Miller (eds.), Budgeting: Formulation and Execution (Athens:  Carl Vinson Institute of Government/ University of Georgia, 1996), pp. 462-468.  Reprinted from Ammons, Administrative Analysis for Local Government(Vinson Institute, 1991).

"City Manager Roles in a Changing Political Environment," with Charldean Newell and James J. Glass in H. George Frederickson (ed.), Ideal and Practice in Council-Manager Government, 1st and 2nd eds. (Washington:  International City/County Management Association, 1989 and 1995), pp. 53-67.

"Role Emphases of City Managers and Other Municipal Executives," with Charldean Newell in H. George Frederickson (ed.), Ideal and Practice in Council-Manager Government, 1st and 2nd eds (Washington:  International City/County Management Association, 1989 and 1995), pp. 97-107 and 131-140.  Reprinted from Public Administration Review, 47, No. 3 (May/June 1987), pp. 246-253.

"Performance Appraisal in Local Government:  Warranty Conditions," with Stephen E. Condrey in Arie Halachmi and Marc Holzer (eds.), Competent Government:  Theory and Practice (Burke, Virginia:  Chatelaine Press, 1995), pp. 297-310.  Reprinted from Public Productivity and Management Review, 14, No. 3 (Spring 1991), pp. 253-266.

"Municipal Government Structure," with Richard W. Campbell in J. Devereux Weeks and Paul T. Hardy (eds.), Handbook for Georgia Mayors and Councilmembers, 3d edition (Athens:  Carl Vinson Institute of Government/University of Georgia, 1993), pp. 13-28.

"Leading a Manager's Life," in Charldean Newell (ed.), The Effective Local Government Manager, 2d edition (Washington, D.C.:  International City/County Management Association, 1993), pp. 199-222.

"'City Managers Don't Make Policy':  A Lie; Let's Face It," with Charldean Newell in John R. Baker (ed.), Readings on American Subnational Government:  Diversity, Innovation, and Rejuvenation (New York:  Harper Collins, 1993), pp. 220-226.  Reprinted from National Civic Review, 77, No. 2 (March-April 1988), pp. 124-132.

"County Government Structure," with Richard W. Campbell in J. Devereux Weeks and Paul T. Hardy (eds.), Handbook for Georgia County Commissioners, 3d edition (Athens:  Carl Vinson Institute of Government/ University of Georgia, 1993), pp. 5-21.

"Productivity Barriers in the Public Sector," in Marc Holzer (ed.), Public Productivity Handbook (New York:  Marcel Dekker, 1992), pp. 117-136.

"'City Managers Don't Make Policy':  A Lie; Let's Face It," with Charldean Newell in Bruce Stinebrickner (ed.), Annual Editions:  State and Local Government (Fourth Edition).  (Guilford, CN:  Dushkin, 1989), pp. 109-111.  Reprinted from National Civic Review, 77, No. 2 (March-April 1988), pp. 124-132.

"Productivity Emphasis in Local Government:  An Assessment of the Impact of Selected Policy Environment Factors," with David J. Molta in R.M. Kelly (ed.), Promoting Productivity in the Public Sector:  Problems, Strategies, and Prospects (New York:  Macmillan Press, 1988), pp. 69‑83.

"Common Barriers to Productivity Improvement in Local Government" in Marc Holzer and Arie Halachmi (eds.), Strategic Issues in Public Sector Productivity: The Best of Public Productivity Review, 1975‑1986 (San Francisco:  Jossey‑Bass, 1986), pp. 187-202.  Reprinted from Public Productivity Review, 9, No. 4 (Winter 1985), pp. 293-310.

 

Bulletins and E-Publications

“Engaging Program Managers in Performance Management,” Performance Management & Analytics Blog, International City/County Management Association, January 12, 2017.

“Performance Management,” pp. 32-34 in the International City/County Management Association e-book, 17 on 2017: Predictions on Local Government from 17 Experts. Washington, D.C.: ICMA, 2017.

“Cookingham Connection: Guidepost #8,” Emerging Local Government Leaders Newsletter.  West Linn, Oregon: September 12, 2014. 

“Street Condition Ratings: Their Use among North Carolina Cities,” with T. Dwane Brinson, Public Management Bulletin, No. 5.  Chapel Hill, NC: University of North Carolina, School of Government, January 2011. 

“Benchmarking the Development Review Process,” Public Management Bulletin, No. 4.  Chapel Hill, NC: University of North Carolina, School of Government, November 2009. 

“Reinventing Administrative Prescriptions: Commentary on Rosenbloom’s Article,” with Carl W. Stenberg, pp. 1-8.  Posted by the American Society for Public Administration as an invited commentary for the “Theory to Practice” feature of Public Administration Review (January/February 2007) at http://www.aspanet.org/scriptcontent/index_par_t2p_commentary.cfm.

 

Reports

Development Review in Local Government: Benchmarking Best Practices, with Ryan A. Davidson and Ryan M. Ewalt.  Chapel Hill, NC:School of Government/University of North Carolina, June 2008.  Final report of a benchmarking project sponsored by nine North Carolina cities and towns.

Benchmarking for Results, with William C. Rivenbark and Dale J. Roenigk.  Chapel Hill, NC: Institute of Government/University of North Carolina, December 2005.

Carrboro Inspections Division: An Evaluation of Processes and Performance, with MPA students.  UNC MPA Student Project for the Town of Carrboro, PUBA 224, Fall Semester, December 20, 2004.

Tracking Performance In Local Government Property Maintenance: A Catalog of Performance Measures, with Erin S. Norfleet and Brian T. Coble.  Chapel Hill, NC: Institute of Government/University of North Carolina, December 2001.  Report prepared for the Property Maintenance Department, City of Winston-Salem, NC.

Performance Benchmarks in Local Government Property Maintenance, with Erin S. Norfleet and Brian T. Coble.  Chapel Hill, NC: Institute of Government/University of North Carolina, December 2001.  Report prepared for the Property Maintenance Department, City of Winston-Salem, NC.

“Performance Benchmarks in Local Government Risk Management,” 2000.  Paper prepared for Public Entity Risk Institute.

Tracking Performance In Local Government Risk Management: A Catalog of Performance Measures, with Benjamin B. Canada.  Report prepared for Public Entity Risk Institute, 2000.

“Reputational Leaders in Local Government Risk Management,” 1999.  Paper prepared for Public Entity Risk Institute.

Development of Goals, Objectives, and Performance Measures: Child Support Enforcement, Solid Waste, and Water Resources.  Chapel Hill, NC: Institute of Government/University of North Carolina, 1999.  Report prepared for North Carolina Office of State Budget and Management and Office of State Planning.

A Review of Structural and Operational Alternatives for Enhancing the Effectiveness of the North Carolina Progress Board, with Leslie Anderson, Kurt Jenne, Allen Mast, Joanne Scharer, John Stephens, and Gordon Whitaker.  Chapel Hill, NC: Institute of Government/University of North Carolina, March 1998.

An Assessment of Service Delivery Arrangements and Opportunities for Cooperation in the City of Rome and Floyd County, with Harry Hayes, Rex Facer, and Haoran Lu.  Athens, GA: Carl Vinson Institute of Government/University of Georgia, September 1997.

Benchmarking Best Practices.  A training module developed in 1997 for the Southern Growth Policies Board and the Southern Consortium of University Public Service Organizations.

Performance Measurement.  A training module developed in 1997 for the Southern Growth Policies Board and the Southern Consortium of University Public Service Organizations.

 

 

Fields of Expertise
Benchmarking
Performance Measurement
Privatization
Productivity Improvement in Local Government
Public Administration
Public Management
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