Suchergebnisse

An avid high school debater and enthusiastic student body president, Craig Smith seemed destined for a life in public service from an early age. As a sought-after speechwriter, Smith had a front-row seat at some of the most important events of the twentieth century, meeting with Robert Kennedy and Richard Nixon, advising Governor Ronald Reagan, writing for President Ford, serving as a campaign manager for a major U.S. senator's reelection campaign, and writing speeches for a contender for the Republican nomination for president. Life in the volatile world of politics wasn't always easy, however, and as a closeted gay man, Smith struggled to reconcile his private and professional lives. In this revealing memoir, Smith sheds light on what it takes to make it as a speechwriter in a field where the only constant is change. While bouncing in and out of the academic world, Smith transitions from consultantships with George H. W. Bush and the Republican caucus of the U.S. Senate to a position with Chrysler CEO Lee Iacocca. When Smith returns to Washington, D.C., as president and founder of the Freedom of Expression Foundation, he becomes a leading player on First Amendment issues in the nation's capital. Returning at long last to academia, Smith finds happiness coming out of the closet and reaping the benefits of a dedicated and highly successful career.

"A First Amendment Profile of the Supreme Courti focuses on the nine justices of the United States Supreme Court and determines their frames for assessing First Amendment cases. In each of the chapters, a justice will be profiled in terms of his or her claims during the nomination hearings and the positions they have taken in significant Supreme Court decisions. The object of these chapters is to provide a rhetorical frame that each of these justices would find appealing regarding First Amendment case law"--

Intro -- Silencing the Opposition -- Contents -- Preface and Introduction -- 1. The Alien and Sedition Crisis -- 2. Lincoln and Habeas Corpus -- 3. The Radical Republicans and Reconstruction -- 4. Suppression of Native American Culture -- 5. Silencing the Union Movement -- 6. Suppression of the Suffrage Movement -- 7. The Red Scares -- 8. Suppression During the Vietnam Era -- 9. Suppressing Political SpeechThrough Broadcast Regulation and Campaign Reform -- 10. 9/11 and the Ensuing Restrictionson Civil Liberties -- 11. Conclusion -- Bibliography -- Contributors -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z.

Collaboration is an increasingly important topic in the public administration and management literatures. A preponderance of studies focuses on how managers can build trust between the government and collaborative partners by means of behavioral attributes and managerial skill. In this article, the author suggests that stable institutions and local government structure facilitate collaboration by allowing public managers to more credibly commit in a policy arena. Using county data on open-space policy, the author finds empirical support for the proposition that county form of government, along with rules governing debt accumulation and administrative commitment, increases the breadth of county collaboration in open-space protection. Adapted from the source document.

"A whole host of fears may motivate calls to restrict First Amendment rights, prioritizing one fear over another. Fear and the First Amendment unveils these negotiations of various fears and related protections as they appear in the contemporary Supreme Court, showing that fear is significant and rhetorical in First Amendment conflicts"--

The fiscal landscape continues to challenge public and nonprofit managers. Against this backdrop, public and nonprofit managers look for new strategies to address the challenges associated with limited resources. Resource dependence theory provides valuable guidance for managers who want to understand the considerations and consequences relevant to different types of interorganizational partnering. In this article, the theory's core ideas are described, along with three common strategies or tactics that organizations use to obtain critical resources from the environment: merging, forming alliances, and co‐opting. For each strategy, the authors derive a set of practical lessons for busy public and nonprofit managers.

This research examines 130 government contracts for legal services, specifically focusing on how decisions to include various accountability clauses are influenced by previous relationships between the government and its private sector contractors. Overall, the findings illustrate that prior positive contract experiences decrease the use of clauses that facilitate disclosure of information but increase the use of contract details. The evidence suggests an important role for relationships in new governance: contracting with familiar contractors may reduce the cost and use of some forms of accountability but not necessarily reduce overall accountability.

Relying on transaction cost logic, the authors consider the likelihood that contract duration and monitoring are jointly determined in 241 cable franchise renewal agreements. Results indicate that municipalities award longer contracts to larger cable companies with more asset-specific investments, but also more actively monitor these contracts. In addition, performance problems in the initial period lead municipalities to choose more active monitoring going forward. The findings have implications for understanding the way contract options are combined to address various hazards but also for contracting officers who want to make reasoned decisions regarding the use of incentives, controls, rewards, and sanctions.