1986 NAPA ANNUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R001002330016-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 28
• Document Creation Date: December 27, 2016
• Document Release Date: March 13, 2013
• Sequence Number: 16
• Publication Date: December 10, 1987
• Content Type: REPORT

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National Academy of Public Administration
National Academy of Public Administration
Chartered by Congress
DON I. WORTMAN
Advisor to the President and
Member of the Academy
.TERALD D. FOX
Director, Academy Federal Programs
11200 Street, NAV., Suite 340 Washington, D.C. 20005 [phone]
[phone]
[phone]
_
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Table
of Contents
The President's Review
3
About the National Academy
5
The Study Program of the Academy
6
Occasional Papers
13
Seminars and Symposia
14
Scholarships and Awards
14
Financing the National Academy Work Agenda
15
The James E. Webb Fund
16
Financial Comments
16
Academy Leadership
17
Academy Staff
17
Appendices:
Fiscal Year 1986 Audited Combined Financial Statements
18
Auditors' Report
18
Combined Balance Sheets
19
Combined Statements of Revenue, Expenses, and Changes in
Fund Balances?General Funds
20
Combined Statements of Revenue, Expenses, and,Changes in
Fund Balances?Grantor Restricted Funds
21
Combined Statements of Revenue, Expenses, and Changes in
Fund Balances?Board Designated Restricted Funds
21
Notes to Combined Financial Statements
22
Academy Membership
23
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The President's
Review
How weil government
operates at all levels has
become a matter of
critical national concern.
Administrations over the years have
recounted the problems in federal
management and have undertaken
an agenda of management initiatives
to deal with them. The General
Accounting Office and other
management review groups in and
out of government regularly present
case after case of substandard
federal management performance..
And at the state and local level
similar concerns are raised.
Although many notable
achievements have been made in
recent years to improve federal,
state, and local government
performance, the fact remains that
there continues to be room for
improvement.
True management
improvement demands sustained
attention and continuity of effort.
The National Academy of Public
Administration has been an effective
force for better federal, state, and
local government for many years.
, The Academy responds to requests
for assistance in managing the
complex business of the public
interest. That is an important aspect
of our work agenda. But we also
initiate work on problems we
consider most critical in the overall
performance of the public sector.
The National Academy's 1986
activities underscore the importance
of excellence in public management
and the role of the Academy in that
effort. Jim Webb, former NASA
Administrator and one of the
founders of the National Academy,
once said man's progress depends
on searching for "new information
and new knowledge on which to
build a better understanding of
himself and his environment, and
new ways to better apply both
knowledge and understanding to
meet his needs." The Academy has
put knowledge and understanding
to work in public management in a
broad range of activities this year,
from presidential appointments to a
complex state agency's organization
and management to nuclear risk
reduction efforts.
These were major efforts for
the Academy, efforts that public
agencies, corporations and
foundations were vitally interested
in and supported. The 1986
program totalled $1.5 million. And
the James E. Webb Endowment
Fund for Excellence in Public
Adminstration topped the $2 million
mark this year. Both
accomplishments are ones of which
we are particularly proud.
The 1986 work agenda covered
the international, national, and state
and local arena. The National
Academy's future activities promise
advice and counsel covering as
broad a range of public
management. As the Academy
reaches its twentieth anniversary, it
continues to pursue the objective of
the very best management practices
in the public sector, leading the
agenda of innovation in public
administration and policy
Ray Kline
President
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About the
National Academy
he National Academy of
Public Administration is
chartered by Congress as a
source of independent
advice and counsel on making
government work. It provides
support guided by the highest
professional standards on the
organization, processes, and
programs of government at all
levels?federal, state, and local. It
exists solely to help government
achieve excellence in the
performance of public programs. By
seeking the very best management
practices in both the public and
private sectors, National Academy
studies have helped federal, state,
and local agencies achieve new
levels of effectiveness and to lead
the agenda of innovation in public
administration and policy
In 1984, President Reagan
signed the congressional charter, the
first such charter since President
Lincoln signed the charter for the
National Academy of Sciences in
1863. In his letter to the Academy,
President Reagan said: "It is my
hope and conviction that future
Administrations and Congress will
profit from the research and
counsel provided by the National
Academy to increase the
effectiveness of government."
Next year marks the third
decade of the National Academy
Now a mature and well-respected
organization, the Academy starts this
third decade with a growing work
agenda and the expertise to match.
To enhance this capability even
further, the Academy spent a part of
the year developing a new strategic
plan. Academy leadership will be
working out a detailed work agenda
resulting from that plan in the early
part of 1987.
Membership: The Academy's
Unique Resource
The unique resource of the
National Academy is its
membership, composed of more
than 350 distinguished practitioners
and scholars of public
administration?former Cabinet
members and governors, White
House officials, prominent business
executives who have served in
government, and professional
government managers and scholars
specializing in public affairs. Like
other professional academies, the
National Academy's members are
elected by their peers. Each year, a
limited number of new members
are brought into active Academy
membership.
Members represent a diversity
of backgrounds and experience at
every level of government, from
local to national to international. All
share one important characteristic?
they have made a sustained
contribution to the field of public
administration. Participation in the
Academy's work is a requisite of
membership and the members offer
their experience and knowledge on
a voluntary basis.
Participation on standing panels
is one important part of member
contributions. The four Academy
standing panels provide a focus for
development of Academy initiatives
and monitor important
developments in public
administration. The Executive
Organization and Management Panel
considers issues and trends at the
federal level. The State and Local
Panel pays particular attention to
intergovernmental issues of primary
concern to state, regional, and local
government. The Public Service
Panel currently concentrates on
issues of the federal public service.
And the International Panel places
its emphasis on international public
administration issues and problems.
The institutional memory the
National Academy brings to all its
tasks is both an essential thread of
continuity and a springboard for
progress in public sector
management. The National
Academy's membership is
exceptionally qualified to draw
upon lessons learned from the past,
to apply that knowledge to the
problems of the present, and to
devise strategies for success in the
future. A complete membership list
is included as an appendix.
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Advancing Effective Government:
The Study Program of the Academy
Ats it enters its third decade,
he National Academy
Ar
covers a wide
range of international,
federal, state, and local issues. The
Academy has done more than 150
studies, and the results have
contributed significantly toward
better management of government
at all levels. The National Academy
study program is one of the most
innovative and aggressive in public
management today
The National Academy conducts
research and studies under contract
for government, foundations,
corporations, and associations. The
imprimatur of a National Academy
panel on a report assures the
broadest range of experience and
the widest selection of views for the
investigation of issues and
development of options. To
maintain the highest standards for
all National Academy work products,
a rigorous quality control system is
enforced through every phase of a
project from the development of
initial proposals to the production
and dissemination of published
reports.
The National Academy has
conducted studies or performed
services for all three branches of the
Federal Government and for the
several levels of government. Nearly
all of the major federal departments
and agencies have called upon the
National Academy for advice and
counsel, usually in the form of
studies resulting in published
reports. The agenda reflects a
growing awareness that the National
Academy of Public Administration
stands for excellence in public
management, that it is looking to
the future, not to the past.
From better financial control to
innovative human resources
management, from effective public
procurement to less costly
regulation, from new businesslike
approaches in state and local
government to the structure of
federal field operations, the National
Academy's projects contribute to its
reputation as a national leader in
public management and therefore
support the organization's
comparative advantage. The agenda
generally falls into four basic areas
of advantage:
The Quality of Leadership,
including studies of how to attract
and retain highly qualified leaders
at all levels of the public service.
No one else is currently working
this issue with such an aggressive
program.
Policy Management, including
studies of how to implement and
manage specific policies. Here,
the Academy has a unique
advantage in supplying needed
"reality tests" of policy proposals.
Innovations in the Structure of
Government, including studies
of how to structure basic
government operations in an era
of tight resources. The Academy is
one of only a handful of
organizations that understand the
problems and potentials of public
management innovation.
Studies of the Oversight of
Management, including studies
of congressional and executive
oversight of public management
and managers.
There is no other organization
so well suited for this public policy
and management agenda. To
complement the membership
efforts, the National Academy
maintains a core professional staff,
regularly augmented by study teams
recruited for their superior
qualifications for specific projects.
Panels composed of members and
invited experts from science,
business, labor and other relevant
fields direct project and study
activities. Over 90 percent of the
Academy's revenues and
expenditures come in the project
arena.
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The Year's Work Results
This year's work products
demonstrate the breadth and depth
of the National Academy's efforts in
public management.
Leadership in Jeopardy: The
Fraying of the Presidential
Appointments Process
(November 1985)
This study was funded by the Ford
Foundation, Henry Luce Foundation,
Business Roundtable, Atlantic
Richfield Foundation, Carnegie
Corporation, the Earhart
Foundation, the ITT Corporation,
and the Szekely Foundation. It was
designed to improve the
recruitment, training, and working
environment of top presidential
appointments, and how to get the
very best people into government.
After a comprehensive study of
the appointments system, the
Academy Panel concluded that many
changes must be made if that system
is to continue to provide the nation
with talented and creative leaders.
The final report contained the
following recommendations, among
others:
1. Substantive policy knowledge
and administrative experience
are not incompatible with
political qualifications and
should be primary criteria in
the selection and confirmation
of presidential appointees.
2. The personnel information
resources available to new
administrations must be
significantly expanded and the
president's chief personnel
assistant should have regular
and direct access to the
president.
3. The Congress and the Office of
Government Ethics should
simplify and clarify the
government's financial
disclosure form. The income
and property reporting
requirements should be
streamlined.
4. A legislative ban should be
placed on the solicitation or
discussion of future
employment in the private
sector by any presidential
appointee during the time of his
or her appointment. At the end
of their service, all presidential
appointees with genuine
financial need should be
provided up to three months of
severance pay to afford them a
period of transition out of the
federal government.
5. Each Senate committee with
confirmation responsibilities
should prevent duplication and
unnecessary detail in the
reporting requirements it
imposes on nominees and to
improve the care with which it
handles sensitive information.
6. The Senate's practice of
permitting individual senators
to place a "hold" on a
nomination should be restricted
so that no senator may delay a
nomination for more than five
working days.
7. A special unit should be
established to assist new
appointees in handling the
personal and official difficulties
they confront in coming into the
government and starting a new
job. All appointees should be
briefed about the clearances
and reviews that are a part of
the appointment process and be
provided an orientation
program that would cover the
many facets of federal
governance processes and
interactions.
8. Procedures for determining
Executive Level compensation
should be remodelled to permit
the president to recommend
periodic salary adjustments to
the Congress. The statutory
linkage that ties the salaries of
presidential appointees to those
of members of Congress should
be severed.
9. Whenever feasible, the
president should provide
upward mobility for appointees
by promoting from within to fill
vacancies.
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10. The number of positions filled
by political appointment has
grown too large and must be
reduced. The Congress should
conduct a government-wide
assessment to identify and
reconvert many of those
positions where career
executives have been replaced
by political appointees.
It was clear that recent
American presidents have been less
successful than their predecessors
in either attracting the highest
qualified Americans into public
service or providing the hospitable
and supportive environment
necessary to use effectively the
talents of noncareer executives.
A Progress Report on the
Organization and Management
of the Florida State Department
of Health and Rehabilitative
Services (April 1986)
This study was sponsored by the
Florida State Legislature to examine
the impact of changing
demographics on the delivery of
health and rehabilitative services
under service integration in the
Department of Health and
Rehabilitative Services, as well as to
examine workforce morale and
effectiveness.
The Academy panel provided
recommendations with two
audiences in mind: policy makers in
the Florida legislature and the
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Governor's Office, and the
Department of Health and
Rehabilitative Services itself. The
Panel suggested many major
changes:
1. The Legislature should reduce
the number of human services
to match available resources or
provide additional resources. It
should investigate strategies of
choice and self-help initiatives
to deal with reductions in the
level of financial support for
human service programs.
2. The legislature should upgrade
staffing to improve coordination
and control. It should also
improve the salary structure and
working conditions of the
Department.
3. The legislature should provide
the necessary funding to secure
the level of automation
necessary to improve
management, financial, and
client information systems; to
increase the efficiency and
effectiveness of the contracting
process; and to support
improved training and
educational opportunities for
employees.
4. The Department should review
intake, case assignment and
management, and client
information systems to 1)
develop interrelated systems
sufficiently practical to
accomplish the complex task of
service delivery to multi-
problem clients within a given
time and with an adequate
supply of resources, and 2)
maximize the effectiveness of
services integration.
5. The Department should
improve the professional
competence of the Department
through better selection and
retention processes, training,
and liaison with Florida's
universities and professional
institutions.
6. The Department should
improve the contracting
process, including its
management capability?
improving areas such as needs
assessments, contract
monitoring, and service
evaluation.
The Panel found that the
organizational environment of the
Department had changed greatly in
the last several years. Demographic
changes increased the demands
upon the organization and
presented difficult decision choices.
The needs of both aged and young
client groups have increased and,
faced with fiscal constraints, the
agency was forced to ration the care
and services provided to both. It
also must decide the degrees to
which it should emphasize
prevention or treatment of social
and health problems. Overlaying the
services issues are structure and
authority and employee motivation
and morale. The Panel
recommendations provided public
management strategies within this
context.
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A Strategy for Implementing
Federal Regulation
of Underground Storage Tanks
(January 1986)
Pk commissioned this study on
how to implement the highly
complicated 1984 regulations for
hazardous waste, and how to help
state and local governments succeed
in dealing with massive new
regulations at the lowest economic
cost. EPA faced several key problems
in regulating underground storage
tanks. There are several million
tanks, operated by more than one
hundred thousand enterprises. Most
of these have little experience in
being regulated. EPA and its state
and local counterparts faced severe
resource constraints and had to find
a strategy that would not require
additional resource demands.
The Panel recommended action
that would stimulate very high levels
of supporting private sector activity
and voluntary compliance. EPA
should:
I. Induce and encourage
companies to voluntarily
upgrade their tank management
practices through consultation
and financial assistance
programs.
2. Create a self-regulating system
to upgrade tank management
practices. A significant amount
of inspection and corrective
action would be funded through
insurance premiums. EPA would
require tank owners and
operators to provide financial-
assurance.
3. Pursue selective and highly
visible inspection and
enforcement efforts to reinforce
and encourage voluntary
compliance.
In addition, the Panel provided
recommendations to Congress,
urging it to study environmental
damages and insurance issues and
to adjust EPA resources to match
program priorities.
Organization of the National
Space Transportation System
(January 1986)
NASA sponsored this study to
examine the organization and
management options for space
shuttle operations in an era of tight
resources and international
competition. The Panel believed that
current organizational arrangements
had served the needs of the
development period, but were not
well adapted to the change in
mission from a research and
development orientation to the
provision of transportation services
in support of NASA, the Department
of Defense, other government
agencies, and commercial users.
The Panel recommended the
creation of a Space Transportation
Service within NASA, entailing
changes in the current
organizational structure and roles.
At the time of the report, the
shuttle system had completed 23
flights, but the Panel found that the
system was not technically mature:
"A few elements ... will require
continuing research and
development activity to attain
performance and durability
objectives.... Successful technical
performance and system safety must
be primary operational
considerations." Organization for
shuttle system operations at the time
of the study was clearly in a
transitional mode: "The basic issue
is whether an organization which
has worked during the development
and demonstration stage is best
suited to operation and
maintenance of a space
transportation system.... In the
future the space shuttle will have to
be justified by its effectiveness in
providing essential services to its
users rather than as a purpose in
itself."
The Air Traffic Control System:
Management by a Government
Corporation
(March 1986)
The Air Transport Association of
America asked the National
Academy to undertake a study on
how to more effectively manage the
Federal Aviation Administration in
an era of tighter resources but
greater demand for flexibility and
quick turnaround times in safety
and airport development
innovation. The Association was
primarily concerned with how
feasible a government corporation
could be in the future management
of the Air Traffic Control System.
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Studies in Progress
The study broadened to include the
FAA's role in the development of
airports and its responsibilities in
safety regulation.
The Academy Panel concluded
there had been a general decline in
the overall ability of the Air Traffic
Control system to perform at top
effectiveness. The Panel found:
1. A government corporation
would, if properly chartered by
Congress, offer substantial
advantages over the current FAA
in the management of the
airports and airways program
for the U.S. government.
2. There are two alternatives for
organizing the corporation. The
corporation could assume all of
the responsibilities of the FAA.
Or, the corporation could
assume all responsibilities
except safety regulation, which
would remain in a regulatory
body within the Department of
Transportation.
The Panel believed that the
most feasible alternative was the
first one, setting up the FAA as a
government corporation that would
assume all of the current FAA
functions.
Organizing for Excellence:
A Management Review of
Federal Prison Industries
(February 1986)
This was a study of the ways to
improve effectiveness at Federal
Prison Industries, while
10
strengthening its relationship with
the Bureau of Prisons. The study
addressed the problems inherent in
the government corporation
structure, particularly as it related to.
the Bureau of Prisons. The key
finding was the need for long-range
planning, moving the Federal Prison
Industries beyond the one-year
operating plan the organization
uses.
The Panel made the following
major recommendations:
1. The development of a
comprehensive marketing
strategy as the first step in
improved organizational
planning. A second step would
be a production planning
process, driven by the
marketing plan.
2. The Federal Prison Industries
pursue policies of increased
inmate productivity
3. The Director of the Bureau of
Prisons establish a single line of
authority for industries work,
placing the authority with the
warden of each institution.
4. Narrow the gap between
vocational and educational
programs at prisons and
industries operations. This
would enhance the ability of
inmates to earn a living once
they leave the prisons.
The Academy is currently
conducting a variety of research
projects:
Improved Forecasting for
Effective Governance
Exxon Corporation and Earhart
Foundation, sponsors
William Morrill, Panel
Chairman, 'Walter Hahn, Robert C.
Holland, Bobby Inman, Lillian
Liburdi, Rufus Miles, and Robert
Reischauer, Panel Members
William Ascher, Duke
University, Project Director
This is a study of the role of
forecasting in government
policymaking and as a tool of
program administration. The project
is designed to ask how government
might improve its forecasting
capability in an uncertain future.
Improving U.S.-Soviet
Communications to Reduce
Misunderstandings and Conflict
W. Alton Jones Foundation, the Ford
Foundation, the MacArthur
Foundation, the Ploughshares Fund,
and the George Gund Foundation,
sponsors
Benjamin Read, Panel Chairman
and Project Director, Alexander
Akolovslcy, Madeleine Albright,
Robert Bell, McGeorge Bundy, Frank
Carlucci, Lawrence Eagleburger,
Andrew Goodpaster, Bobby Inman,
Charles William Maynes, Donald
McHenry, William G. Miller (co-
director), Phillip Odeen, Elliot
Richardson, Brent Scowcroft,
Marshall Shulman, Bromley Smith,
Walter Stoessel, and Peter Szanton,
Panel Members
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Major Initiatives for 1987
This is a review of
organizational options (particularly
jointly manned U.S.-U.S.S.R crisis
centers) and implementation
obstacles for reducing U.S.-Soviet
misunderstanding. Begun before the
first Reagan-Gorbachev summit, the
project is designed to provide
concrete advice on ways to improve
international communication. Ben
Read, the project director, and
William Miller, co-director, traveled
to Moscow to discuss Soviet
participation in developing case
studies of past crises.
Public Management and the
OMB Regulatory Review Process
Ford Foundation, sponsor
James Sundquist, Panel
Chairman, Martha Derthick, Stuart
Eizenstat, Edwin Harper, Max Paglin,
Sally Anne Payton, and Richard
Wegman, Panel Members
Gary Bryner, Brigham Young
University, Project Director
This is a study of congressional
and constitutional issues embedded
in the continued tightening of the
OMB review of agency rulemaking.
The study focuses on potential
congressional responses to the OMB
process, and also asks how
regulatory review fits with the
constitutional separation of powers
and the Administrative Procedures
Act.
National Aeronautics and Space
Administration Equal
Opportunity
NASA, sponsor
David Stanley, Panel Chairman,
Mary Berry, Ruth Davis, Alexander
Grant, and Michael Maccoby, Panel
Members
Carole Neves, Project Director
Under the Academy's broad
task-order contract, this project
involves a study of progress at NASA
toward recruitment of women and
minorities at the Headquarters level.
Institutional and Program
Management for NASA's Future
NASA, sponsor
Ray Kline, Advisory Panel
Chairman, Frank Carlucci, Edward
David, Harry Finger, Andrew
Goodpaster, Bobby Inman, and
Robert Seamans, Panel Members
Samuel C. Phillips, General,
USAF (retired), Project Director
This project is a study of
general NASA management,
including agency executive
management, program management,
and institutional management.
The National Academy continues to
move forward in developing
projects in keeping with new
approaches to governance as the
nation approaches the year 2000.
Changes are happening on all fronts
as increased emphasis on
encouraging more public-private
partnerships, technological
innovation, organizational
management styles and structure,
and the demands on government
come together. The Academy will
undertake the following projects in
1987. The list also includes one
planning project that may result in a
study later in the year.
Congressional Oversight:
Building upon the Academy's
current work on the OMB
regulatory review process, the
Academy will undertake a similar
assessment of congressional
oversight. Recognizing the value of
good oversight in directing public
managers, the study will examine
the political obstacles to systematic
oversight and the problems of
piecemeal, micro-level inspection of
policy implementation. Together
with the regulatory review project,
this study should help resolve some
of the administrative tensions
between the two branches.
The project is designed to help
Congress better understand the
kinds of questions that need to be
asked, and how to ensure more
effective oversight without
compromising effective public
management. Because of its unique
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knowledge of the National Security
Council, NASA, and the
Environmental Protection Agency,
the Academy will conduct case
studies of the strengths and
weaknesses of oversight in all three.
The Public Management of
Privatization: With planning grants
from Chase Manhattan and the
Exxon Corporation, this project is
structured to consider whether and
how the privarizzion of certain
governmental programs and/or
agencies should take place. The
study does not assume that
privatization is either good or bad.
Rather, it starts with the assumption
that privatization is extremely
difficult from a public management
perspective. It includes myriad
questions about public
accountability, the transfer of civil
service positions out of government,
potential effectiveness, and issues of
how to value governmental
activities.
Given the Academy's
knowledge of the government
corporation as an alternative to
standard bureaucratic organizations,
this project will move the discussion
of privatization from the abstract to
the concrete. If privatization cannot
succeed, perhaps it is time to
consider the causes of governmental
inefficiency more broadly. If
privatization can move forward, it is
time to resolve the public
management obstacles.
12
Federal Information Resources
Management: The explosion of
information and information
technology requires a
comprehensive approach to
managing requirements and
supporting technologies.
Information resources management
means that planning, managing, and
controlling information resources?
indeed, information itself?simply
cannot be done in a piecemeal
fashion. Yet, putting together and
implementing a comprehensive
information resources management
plan involves complex
organizational considerations,
budgetary constraints, political
pressures, and other public
management priorities of the
moment. How information
resources management is being
approached and how it might be
improved is the focus of the jointly-
sponsored National Academy and
General Services Administration
study as the information revolution
absorbs more and more public
management energy and resources.
Facilities Management for the
US. Courts: This study for the
Administrative Office of the U.S.
Courts examines the question of
whether, and to what extent,
responsibility for facilities
management of the courts should
be transferred from the General
Services Administration to the
Administrative Office. It will look at
facilities management definition,
design, leasing, construction, space
management, and care and
maintenance of court-occupied
space and facilities.
State and Local Governance
Issues: With a planning grant from
the Aetna Life and Casualty
Foundation, the Academy is working
on possible projects in the state and
local arena. Planning panel
members include Charles Bonser,
Enid Beaumont, Michael Carroll,
John DeBolske, Stephen Farber,
Joseph Fisher, Edward Gallas,
Samuel Gove, William Hamm,
Phyllis Kahn, Richard Page, George
Schrader, Carmen 'Rimer, Annrnarie
Walsh, Deil Wright, and Ralph
Widner. Several ideas are now
under consideration. One is the
nature and possible improvement of
the state appointments process. One
is on the nature and possible
improvement of the local
appointments process. Another is
consideration of the "revolving
door" as top state and local
managers move between the public
and private sectors.
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kftoi
?
Occasional
Papers
In addition to study reports, the
National Academy also issues
Occasional Papers that members
take the initiative in writing,
reviewing, and distributing. These
Occasional Papers cover special
issues of governance. Seven papers
have been issued since 1983:
A Quiet Revolution in Local
Government Finance: Policy and
Administration Challenges in
Expanding the Role of Users
Charges in Financing State and
Local Government (1983)
The Presidential Appointment
Process: Panel Discussions on
America's Unelected Government
(1984)
Public Administration in Japan:
Japanese Public Sector
Productivity and Workforce
Management (1985)
Recruiting Presidential Appointees:
A Conference of Former
Presidential Personnel Assistants
(1985)
NASA: The Vision and the Reality
(1985)
The State of American Public
Service: A Tribute to James E.
Webb (1985)
The Quiet Crisis of the Civil Service:
The Federal Personnel System at
the Crossroads (1987)
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Seminars and
Symposia
Scholarships and
Awards
Results of National Academy studies
are shared with public managers
and concerned constituent groups
through the Academy's seminar
program. Through such sharing, the
practical and operational results of
National Academy research and
studies keep a wide community of
practitioners abreast of public
management innovations and issues.
Members of the National Academy
panels who have guided such
research frequently become the
instructors and discussion leaders of
the courses. Participants come not
only from government but also from
business and the independent
sector. As a result, class dialogue is
enriched by varied perceptions of
the public management issues
under review.
Seminars scheduled for 1986-
1987 are:
The Efficiency Mandate: Better
Resource Decisions
This session looks at physical assets
acquisition and replacement
decisions. The topics include the
time value of money, identification
of unsound methods, net present
value and investment returns,
incremental resource comparisons,
cost-effectiveness and cost-benefit
analysis, and risk, uncertainty, and
sensitivity analysis.
Public Management: Changing
Forms of Government Action
Within the context of public and
private sector relationships, this
seminar explores the traditional and
evolving roles of the public
manager. Topics include managing
priorities in an era of scarce
14
resources, legislative and central
management agency impacts, and
human resources development.
Roles and Management of
Government Enterprises
This seminar provides agency and
government corporation officials an
opportunity to discuss issues
concerned with the use,
organization, management,
supervision, and control of
government corporations and
related public enterprises.
The National Academy also
sponsors issue-oriented symposia
and workshops to improve the
quality of government. For example,
its 1986 workshop "Streamlining the
Federal Internal Control Process,"
led by the Comptroller General and
the Deputy Director of OMB, was
endorsed by the President's Council
on Management Improvement and
the President's Council on Integrity
and Efficiency The workshop
showed how internal control
objectives could be met and
provided actual agency examples of
improved internal control review
processes. Another symposium in
1986 covered the innovative
personnel system pilot program at
China Lake, California, and its
application to the federal civil
service system. Called "China
Lake?Roadmap to Reform," the
symposium discussed the initiatives
underway to improve the Federal
personnel system.
New York University and universities
in the Washington, DC, metropolitan
area may nominate students
enrolled in a Master's Degree
program in public administration,
public and international affairs, or
political science for the annual
Herbert Roback Scholarship Award
of $3,000. The annual award goes to
the most outstanding graduating
student. The 1986 award went to
Sarah Johnston of New York
University.
The Louis Brownlow Book
Award is presented annually to
recognize an author who has made
an outstanding original contribution
to public administration literature.
The 1986 award winners were
Martha Derthick and Paul Quirk for
The Politics of Deregulation.
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Financing the
National Academy Work Agenda
The major revenue sources for the
National Academy are foundation
and corporate grants for general
support and specific projects,
contract research, member dues,
endowment income, individual
contributions, and seminar tuitions.
Many contributions are designated
for its endowment funds?the Webb
Fund for Excellence in Public
Administration?but gifts from
individuals, corporations, and
foundations also contribute directly
to current research projects and to
the general support of publications
that grow out of that research.
The National Academy is
recognized as a charitable non-
profit corporation under Section
501 (C)(3) of the Internal Revenue
Code and contributions to the
Academy are tax deductible. It is not
federally funded.
Since 1980, the following
foundations and corporations have
supported the Academy:
Aetna Life & Casualty
Aerospace Corporation
Air Transport Association
The Annenberg Fund
ARA Services, Inc.
Atlantic Richfield Corporation
Mary Reynolds Babcock Foundation
Mary Duke Biddle Foundation
The Business Roundtable
Carnegie Corporation
Charlotte Chamber of Commerce
The Chubb Corporation
The Cleveland Foundation
Communications Satellite
Corporation
Computer Data Systems, Inc.
Congressional Quarterly, Inc.
Conoco Inc.
Dayton Hudson Corporation
Earhart Foundation
Eastern Airlines
Exxon Corporation
Fairchild Industries
Field Enterprises Charitable
Corporation
Ford Foundation
Frontiers of Science Foundation
Gannett Foundation
Gaylord Broadcasting Co.
General Electric Company
George Gund Foundation
Halaby International Corp.
W. Averell Harriman Charitable Trust
HJ. Heinz II Charitable and Family
Trust
Hughes Aircraft Company
IBM Corporation
ITT Corporation
W Alton Jones Foundation
Keller Family Foundation
Kerr Foundation
Kerr-McGee Foundation
Kettering Foundation
Kirkpatrick Foundation
Klutznick Charitable Trust
Koppers Company, Inc.
Lockheed Corporation
LTV Corporation
Henry Luce Foundation, Inc.
MacArthur Foundation
McGraw-Hill Foundation
McKnight Foundation
Medina Foundation
Andrew W. Mellon Foundation
Metropolitan Life Foundation
The Mitre Corporation
G.G. Monks Foundation
National Geographic Foundation
Frank Pace Jr. Foundation
Peat, Marwick, Mitchell & Co.
Prudential Foundation
Reader's Digest Association
Rockefeller Brothers Fund
Rockefeller Foundation
Rockwell International
Rouse Company
G.D. Searle Corporation
Alfred P. Sloan Foundation
Szekely Foundation
TICOR
Time, Inc.
Union Pacific Corporation
University of Texas
Urban Institute
Sidney J. Weinberg Jr. Foundation
White Burkett Miller Center
Harold and Doris Zellerbach Fund
In 1986, the National Academy
received financial support from a
broad range of foundations,
corporations, and individuals, as
well as government grants. The
following groups and individuals
provided the Academy general and
project support as of September 30,
1986:
General Support
Exxon Corporation
Aetna Life & Casualty
Foundation
David Packard
IBM Corporation
Hughes Aircraft Company
Metropolitan Life Foundation
The Prudential Foundation
McGraw-Hill Foundation
Sperry Foundation
Chrysler Foundation
Peat, Marwick, and Mitchell
Eugene Zucker(
Total General Support
Project Support
Ford Foundation
W. Alton Jones Foundation
MicArthur Foundation
Chase Manhattan Bank
George Gund Foundation
Ploughshares Foundation
Szekely Foundation
National Civil Service League 5,000
Earhan Foundation __ 4,750
Total Project Support $186,250
Total Support $262,750
$20,000
12,000
10,000
10,000
5,000
5,000
5,000
3,000
2,500
2,000
1,000
1,000
$76,500
$65,000
50,000
25,000
10,000
10,000%
10,000
6,500
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The James E. Webb Fund for Excellence
in Public Administration
Financial
Comments
The James E. Webb Fund for
Excellence in Public Administration
was established in 1983 and is now
at the $2 million level. The Fund
honors James E. Webb, whose
career in public service and private
industry serves as a standard for
those concerned with improving
and strengthening the institution of
government. A founding member of
the Academy, Mr. Webb personifies
the concept that the public and
private sectors should work
together, each building on the
strength of the other. Income from
the Fund supports continuing
Academy efforts to increase the
effectiveness of state, local, and
national government
By the provision of a grant by
the Kerr Foundation, one feature of
the Webb Fund program is an
annual lecture. Speakers chosen to
deliver this annual lecture are
prominent Americans whose careers
have contributed most to the
development of an effective
partnership between the public and
private sectors and the achievement
of excellence in public
administration. The 1985 speaker
was Allen H. Neuharth, Chairman of
The Gannett Company, Inc.
In his presentation, Mr
Neuharth spoke of the the
challenges of public service: "It
16
seems to me that perhaps our
biggest challenge is to make sure
that we don't lose the ideals that
make public service attractive and
rewarding to so many, be he or she
a high school history teacher in
Coffeyville, Kansas, or the Chief
Justice of the United States, or the
President [W]e in the media too
often take for granted the
tremendous contributions that the
public sector makes at every level
on our behalf for our own business
or for many, many others in the
private sector. I believe [the] public
service.., is not a national luxury; it
is a national necessity." The National
Academy's work agenda includes
strategies to promote the most
effective working relationships
between the public and private
sectors and to ensure a quality
public service ensures confidence in
governmental institutions.
The National Academy's balance
sheet at September 30, 1986, is the ,
strongest in recent years. The
combined General Funds are at
their highest level, thereby reducing
the need to borrow working capital
for operations. The Endowment
Funds have grown to over $2
million and monies earned will be
available to provide additional
sources of project funding and/or
working capital when required. The
following table summarizes the
Academy's financial resources from
1980 to present:
Fiscal Year
Total Funds
1980
$ 149
1981
232
1982
339
1983
512
1984
1,162
1985
1,537
1986
2,198
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L3 Q
Academy
Leadership
Academy
Staff
The business and leadership
functions of the Academy are guided
by an elected 15-member Board of
Trustees. The President of the
Academy is appointed by the Board
to direct the operational activities.
The 1986 officers of the
National Academy are:
Chairman of the Board
Mark E. Keane
Vice Chairman of the Board
Robert P. Biller
President of the Academy
Ray Kline
Secretary of the Board
Sheldon S. Cohen
Treasurer of the Board
Elsa A. Porter
The members of the Board of
Trustees are:
Mark E. Keane, Distinguished
Professor of Public
Administration and Association
Management, George
Washington University
Anita F. Alpem, Distinguished
Adjunct Professor in Residence,
The American University
Robert P. Biller, Professor and
Executive Vice Provost,
University of Southern
California
William D. Carey, Executive
Director, American Association
for the Advancement of Science
Hale Champion, Executive Dean,
JFK School of Government,
Harvard University
Sheldon S. Cohen, Morgan, Lewis &
Bockius
John M. DeGrove, Director, joint
Center for Environmental &
Urban Problems, Florida
Atlantic University
William V. Donaldson, President,
Zoological Society of
Philadelphia
Harold B. Finger, President and
CEO, U.S. Committee for
Energy Awareness
Joseph L Fisher, Distinguished
Professor of Political Economy
and Special Assistant to the
President, George Mason
University
Philip S. Hughes, Former Under
Secretary, Smithsonian
Institution
Robert A. Kipp, President, Crown
Center Redevelopment Corp.
Hubert G. Locke, Dean, Graduate
School of Public Affairs,
University of Washington
Eileen Shanahan, Congressional
Quarterly
Richard A. Wegrnan, WeIlford,
Wegman, Krulwich, Gold &
Hoff
The Academy maintains a small
core staff to develop and operate its
main activities. The principal staff
members are:
Paul Light, Director of Academy
Studies
Gari Thompson, Director of
Seminars and Symposia
Phyllis Shocket, Director of
Academy Services
Morton Cohen, Chief Financial
Officer
Lynda Langley, Administrative Officer
Judith Milbach, Manager, Finance
and Accounting
Carole Neves, Project Director
Don Wortman, Project Director
Gary Bryner, Project Director
17
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?iiz*/ csi
Appendix
Audited Combined Financial Statements
Board of Trustees
National Academy of Public
Administration
'Washington, D.C.
We have examined the combined
balance sheets of the National
Academy of Public Administration
and Affiliate as of September 30,
1986 and 1985, and the related
combined statements of revenue,
expenses, and changes in fund
balances?general funds, and
revenue, expenses, and changes in
fund balances?grantor restricted
funds and board designated
restricted funds for the years then
ended. Our examinations were
made in accordance with generally
accepted auditing standards and,
accordingly, included such tests of
the accounting records and such
other auditing procedures as we
considered necessary in the
circumstances.
18
In our opinion, the financial
statements referred to above
present fairly the combined
financial position of the National
Academy of Public Administration
and Affiliate at September 30, 1986
and 1985, and the combined results
of their operations and changes in
their fund balances for the years
then ended, in conformity with
generally accepted accounting
principles applied on a consistent
basis.
.4-111L44.1
Ernst & Whinney
Washington, D.C.
December 15, 1986
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c.)
Combined Balance Sheets
NATIONAL ACADEMY OF PUBLIC ADMINISTRATION AND AFFILIATE
ASSETS
CURRENT ASSETS
September 30
1985
Cash
$ 145,395
$ 49,158
Short-term investments, at cost, which approximates
market
762,423
1,321,030
Accounts receivable:
Contracts, grants, and seminars
241,174
364,004
Unbilled contract costs
20,598
3,248
Pledges
10,235
356,193
Dues
3,100
6,450
Other
8,759
21,164
Allowance for doubtful accounts
(5,577)
(6,827)
278,289
744,232
Prepaid expenses and other assets
13,147
17,614
TOTAL CURRENT ASSETS
1,199,254
2,132,034
DEPOSITS
8,900
8,900
INVESTMENTS, at cost (market-$1,238,048)
1,255,098
FURNITURE, EQUIPMENT AND LEASEHOLD IMPROVEMENTS,
at cost less accumulated depreciation of $33,721 in 1986
and $27,370 in 1985
32,187
34,082
TOTAL ASSETS
$2,495,439
$2,175,016
LIABILITIES AND FUND BALANCES
CURRENT LIABILMES
Accounts payable and accrued expenses
88,248
$ 94,850
Accrued leave
14,756
4,550
Deferred revenue
75,351
425,148
TOTAL CURRENT LIABILITIES
178355
524,548
FUND BALANCES
General funds
173,200
103,583
Grantor restricted funds
118,658
113,832
Board designated restricted funds
2,025,226
1,433,053
TOTAL FUND BALANCES
2,317,084
1,650,468
TOTAL LIABILITIES AND FUND BALANCES
$2,495,439
$2,175,016
See notes to combined financial statements.
19
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N.az,
' Conibined Statements of Revenue, Expenses, and Changes in Fund Balances-General Funds
NATIONAL ACADEMY OF PUBLIC ADMINISTRATION AND AFFILIATE
Year Ended September 30
1986 1985
REVENUE
Contracts and grants
$1,171,295
$1,182,311
Seminar programs
130,085
95,064
Members' dues
32,375
28,650
Conference registration fees
25,220
21,475
Contributions for general support (including $35,529 in
1986 and $70,000 in 1985 Board Designated
Restricted Funds)
111,198
101,620
Other
17,383
25,291
TOTAL REVENUE .
1,487,556
1,454,411
EXPENSES
Salaries and employee benefits
497,919
452,858
Professional services
414,737
479,204
Office rent
117,845
110,758
Honoraria
25,071
53,625
Conferences and meetings
83,552
43,542
Travel
101,377
52,955
Fundraising expenses
1,854
5,000
Committee on the future
23,497
Development
25,992
Telephone
17,774
19,249
Postage and delivery
18,477
18,051
Duplicating and printing
36,758
34,878
Office supplies
24,100
39,085
Equipment rental
14,787
8,892
Repairs and maintenance
18,890
15,809
Depreciation
9,862
9,254
Books and periodicals
2,606
3,803
Miscellaneous
537
8,078
Bad debt expense
1,825
1,200
Interest (to Board Designated Restricted Funds)
3,593
5,470
Computer services
3,348
10,730
TOTAL EXPENSES
1,444,401
1,372,441
EXCESS OF REVENUE OVER EXPENSES
43,155
81,970
General funds balance at October 1, 1985 and October 1,
1984 and previously reported
103,583
51,613
Adjustment-Note D
(30,000)
General funds balance at beginning of year, as adjusted
103,583
21,613
Unexpended appropriation-J.E. Webb Fund
26,462
GENERAL FUNDS BALANCE AT END OF YEAR
$ 173,200
$ 103,583
See notes to combined statements
20
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Combined Statements of Revenue, Expenses, and Changes in Fund Balances-Grantor
Restricted Funds
NATIONAL ACADEMY OF PUBLIC ADMINISTRATION AND AFFILIATE
Year Ended September 30
1986 1985
REVENUE
Contributions
$ 31,333
$ 21,721
Interest earned
13,166
12,811
Gains on sales of securities
5,315
lUTAL REVENUE
49,814
34,532
EXPENSES
Fund activities and administrative expenses
41,988
29,675
Scholarships and awards given
3,000
7,081
TOTAL EXPENSES
44,988
36,756
EXCESS (DEFICIENCY) OF REVENUE OVER EXPENSES
4,826
(2,224)
Fund balances restricted by grantor at beginning of year
113,832
116,056
FUND BALANCES RESTRICTED BY GRANTOR AT END OF YEAR
$118,658
$113,832
See notes to combined financial statements.
Combined Statements of Revenue, Expenses, and Changes in Fund Balances-Board
Designated Restricted Funds
NATIONAL ACADEMY OF PUBLIC ADMINISTRATION AND AFFILIATE
Year Ended September 30
1986 1985
REVENUE
Contributions
$ 387,737
$ 250,603
Interest earned
171,314
139,522
Interest on loan to affiliates
2,482
5,470
Gains on sales of securities
92,631
TOTAL REVENUE
654,164
395,595
EXPENSES
Appropriation to general fund
61,991
70,000
Other disbursements
2,667
TOTAL EXPENSES
61,991
72,667
EXCESS OF REVENUE OVER EXPENSES
592,173
322,928
Board designated restricted fund balances at beginning
of year
1,433,053
1,110,125
BOARD DESIGNATED RESTRICTED
FUND BALANCFS AT END OF YEAR
$2,025,226
$1,433,053
See notes to combined financial statements.
21
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NOTES 10 COMBINED FINANCIAL STATEMENTS
NOTE A?Summary of Significant
Accounting Policies
PrincOles of Combination and Background:
The combined financial statements include the
accounts of the National Academy of Public
Administration (the Academy) and the National
Academy of Public Administration Foundation
(the Foundation). The Academy and the Foun-
dation were incorporated in 1970 under the
District of Columbia Nonprofit Corporation Act
as a membership, and nonmembership cor-
poration, respectively. On April 10, 1984, the
President of the United States signed HR 3249,
granting a federal charter to the Academy. The
Internal Revenue Service has ruled that the
Academy and the Foundation are exempt from
federal income tax under Section 501(cX3) of
the Internal Revenue Code. These organiza-
tions have the same officers and trustees.
Effective October 1,1985, the National Institute
of Public Affairs (Institute), an organization with
which the Academy has officers and trustees in
common was merged with the Academy. The
Institute is a nonprofit organization which is
exempt from federal income tax under Section
501(cX3) of the Internal Revenue Code. The
financial statements of the Academy for the year
ended September 30, 1985 have been restated
to include the financial position of the Institute
as of September 30, 1985 and the results of its
operations for the year then ended. (Also see
Note D.)
Significant intercompany accounts and trans-
actions have been eliminated in the combina-
tion.
Method of Accounting: The Academy and its
affiliates maintain their records on the accrual
basis of accounting.
Contracts. Income from cost reimbursement
contracts and grants is recognized in amounts
equal to reimbursable costs and fees. Income
from fixed price contracts is recognized on the
percentage of completion method, based upon
the ratio of costs incurred to total projected
costs. A provision for losses, if required, is made
in the year that it is determined that estimated
total cost exceed the reimbursable amounts.
Grantor Restricted Funds and Board Desig-
nated Restricted Funds: Contributions and other
amounts received from donors for specific pur-
poses or for specific funds are recorded as
revenue of the grantor restricted funds and
board designated restricted funds. Such con-
tributions included gifts in the form of corpo-
rate stock of $2,684 for the year ended Septem-
ber 30, 1985, which are recorded based on the
fair market value of the respective shares on
the date of contribution.
Effective October 1, 1985, all gains and losses
on Endowment Funds investments were
accounted for in the operating results of the
Endowment Funds. In previous years these gains
and losses were accounted for in the General
Fund.
Imestmerus: Investments classified as non-cur-
rent assets consist primarily of bonds and com-
mon stocks which are carried at cost.
22
Deferred Revenue: The unexpended portion of
restricted grants and amounts received in
advance for seminars and projects have been
accounted for as deferred income on the com-
bined balance sheet.
Furniture, Fixtures and Leasehold Improve-
ments: Furniture and fixtures are carried on the
combined balance sheet at cost and are being
depreciated on a straight-line basis over their
estimated useful lives (5-10 years). leasehold
improvements are also carried on the com-
bined balance sheet at cost and are being amor-
tized over their estimated useful lives or the
terms of the leases, whichever is shorter.
NOTE B?Unbilled Contract Costs
Unbilled contract costs include costs that exuxd
amounts billed on grants and contracts and in
some cases, cost overruns on completed proj-
ects that are expected to be collectible. On cost
reimbursement type contracts and grants, over-
runs may be partially or totally collectible,
depending on the findings of the contracting
agency. The unbilled costs may also include
amounts by which the actual overhead rate
exceeds the provisional rate allowed by a spe-
cific contract. Overhead rates charged on gov-
ernment grants and contracts are subject to
redetermination based on actual experience.
NOTE C?Direct and Indirect Costs
The accounting practices provide for the seg-
regation of direct project costs and indirect (or
overhead) costs. These costs are combined in
the accompanying combined statement of rev-
enues, expenses, and fund balance and are
summarized as follows for the years ended
September 30, 1986 and 1985:
Foundation
Academy
Toed
1986 direct
costs $ 603,769
$ 38,108
$ 641,877
1986 indi-
rect (over-
head) costs 604,789
197,735
802,524
81,208,558
$235,843
$1,444,401
1985 direct
Foundation
Academy
lbtal
COSIS
598,573
$ 67,832
$ 666,405
1985 indi-
rect (over-
head) costs
540,092
165,944
706,036
$1,138,665
$233,776
$1,372,441
Direct costs include salaries and related
employee benefits (payroll taxes, retirement,
insurance, and leave), honoraria, professional
services, staff and non-staff travel, duplicating
costs, conferences, telephone, and other cost
elements. In general, overhead costs are allo-
cated to projects on the basis of the total direct
COStS.
NOTE D?Restatement
In 1980, unfunded costs of 8180,000 for the
project on the Role of the President in Managing
the Federal Government were capitalized. These
costs were believed by management to provide
continuing benefit and were being amortized
over a 6-year period on a straight-line basis.
In 1986, management decided to restate the
1985 financial statements to conform to gen-
erally accepted accounting principles. As a result,
fund balance at October 1, 1984 was decreased
by $30,000 and the excess of revenue over
expenses increased by $30,000 for the year
ended September 30, 1985.
NOTE E?Pension Expense
A defined contribution plan was established for
employees under which retirement benefits
will be provided through individual annuity
contracts purchased from the Teachers Insur-
ance Annuity Association of America. Full-time
employees with one year of service are eligible.
Pension expense included in the accompanying
combined financial statements is $27,900 in
1986 and $28,956 in 1985.
NOTE F?lease Commitments
The Foundation is obligated under a long-term
lease, expiring in 1992, for its present office
facilities. The Foundation also leases certain
office equipment under an operating lease,
which expires in 1989. Future minimum rent-
als, including escalation provisions for the office
facilities, for the next five years and thereafter
are as follows:
Year Ended September 30
Amount
1987
$134,430
1988
140,544
1989
144,000
1990
141,797
1991
148,887
Thereafter
64,070
$773,728
The Foundation has a 5-year operating lease
for its telephone system and is obligated to pay
a monthly rental of 8529. The Foundation has
an option to purchase the equipment at com-
pletion of the initial lease.
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Appendix
Active Members
Dr. Philip H. Abelson
Editor, American Association for the
Advancement of Science
Dean Graham T. Allison
JFK School of Government
Harvard University
Mr. Alvin L Alm
CEO and Chairman of the Board
Thermo Analytical, Inc.
Hon. Anita F. Alpern
Distinguished Adjunct Professor in Residence
The American University
Dr. Alan Altshuler
Dean, Graduate School of Public
Administration
New York University
Mr. Wayne F. Anderson
Dist. Professor of Public Admin.
George Mason University
Mr. Thomas J. Anton
Director
Center for Public Policy and American
In.stitutions
Brown University
Dr. Kathleen A. Archibald
Lakewood, CO
Mr. Robert M. Ball
Visiting Scholar
Center for Study of Social Policy
University of Chicago
Dr. James A. Bayton
Professor of Psychology
Howard University
Mr. Alan Beals
Executive Director
National league of Cities
Dr. Enid Beaumont
Director
Academy for State and Local Govt.
Dr. Norman Beckman
Washington Office
Council of State Governments
Mr. James M. Beggs
Bethesda, MD
Professor David E. Bell
Department of Population Sciences
Harvard School of Public Health
Mr. Douglas Bennet
President and CEO
National Public Radio.
Mr. Seymour S. Berlin
Silver Spring, MD
Dr. Marver H. Bernstein
Washington, DC
Hon. Mary F. Berry
Professor of History and Law
Department of History
Howard University
Mr. Dale F. Bertsch
Professor
Ohio State University
Mr. Robert P. Biller
Professor and Exec. Vice Provost
University of Southern California
Mr. Charles F. Bingman
Distinguished Visiting Professor/Executive in
Residence
School of Government and Bus. Adm.
The George Washington University
Dean Guthrie Birkhead
The Maxwell School
Syracuse University
Dr. Mary G. F. Bitterman
Director
Institute of Culture and Communication?
Hawaii
Mr. Ralph C. Bledsoe
Special Assistant to the President
Mr. Terrell Blodgett
Mike Hogg Professor of Urban Mgt.
LBJ School of Public Affairs
University of Texas
Mr. Edwin A. Bock
President
Inter-University Case Program, Inc.
Hon. Richard Bolling
Crumpton, MD
Dean Charles F. Bonser
School of Public & Envir. Affairs
Indiana University
Dr. Don L Bowen
Professor of Management and Policy
College of Business and Public Adm.
University of Arizona
Hon. Charles A. Bowsher
Comptroller General of the U.S.
General Accounting Office
Mr. Alan Stephenson Boyd
President, Airbus Industrie of North America,
Inc.
Hon. Tom Bradley
Mayor, City of Los Angeles
Dr. Lewis M. Branscomb
Professor From Public Service
JFK School of Government
Harvard University
Mr. David Broder
The Washington Post
Mr. George L Brown
Vice President
Grumman Corporation
Hon. Lee P. Brown
Chief of Police
City of Houston
Dr. Phillip M. Burgess
Arlington, VA
Hon. Alan IL Campbell
Executive Vice President
ARA
Dr. Mark W. Cannon
Director
Bicentennial Commission on the Constitution
Professor William M. Capron
Department of Economics
Boston University
Mr. William D. Carey
Executive Director
American Association for the Advancement of
Science
Mr. Norman A. Carlson
Director, Bureau of Prisons
Department of Justice
Hon. Frank C. Carlucci
Assistant to the President for National
Security Affairs
Dr. James D. Carroll
Senior Staff
The Brookings Institution
Mr. Michael A. Carroll
VP for Community Development
Lilly Endowment, Inc.
Dr. William N. Cassella,Jr.
Senior Consultant
Citizens Forum on Self Government
National Municipal league
23
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.1 ?
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Mr. Hale Champion
Ex. Dean, JFK School of Government
Harvard University
Mr. Henry G. Cisneros
Mayor, City of San Antonio
Dr. John M. Clarke
Consultant
The Brookings Institution
Mr. T. Ross Clayton
Professor and Dean
School of Public Administration
University of Southern California
Dr. Frederic N. aeaveland
Chapel Hill, Ne
Mr. Harlan Cleveland
Dean, Hubert H. Humphrey Institute of
Public Affairs
University of Minnesota
Mr. Matthew B. Coffey
President
National Tooling and Machining Association
Mr. David Cohen
Advocacy Institute
Mr. Henry Cohen
Graduate School of Management and Urban
Professions
New School for Social Research
Mr. Sheldon S. Cohen
Morgan, Lewis & Bockius
Mr. Samuel M. Cohn
Falls Church, VA
Dr. Morris W. H. Collins, jr.
John C. Stennis Chair in Political Science
Mississippi State University
Mr. William G. Colman
Private Consultant
Potomac, MD
Dr. James E. Coivard
Deputy Director
Office of Personnel Management
Mr. Murray Comarow
Distinguished Adjunct Professor in Residence
The American University
Mr. Keith Brian Comrie
City Administrative Officer
City of Los Angeles
Mr. David 0. (Doc) Cooke
Deputy Asst. Secretary of Defense
Department of Defense
24
Mr. F. Robert Coop
President
Coop Management Services, Inc.
Mr. Roy W. Crawley
Phoenix, Arizona
Mr. Emilio Q. Daddario
Attorney at law
Hedrick & Lane
Ms. Alice Daniel
Amherst, MA
Dr. Edward F.. David, jr.
President
EED, Inc.
Dr. Roger H. Davidson
Sr. Specialist in American National
Government & Public Adm.
CRS, Library of Congress
Mr. David W. Davis
Executive Director
MASSPORT
Dr. Ruth M. Davis
President
Pyrnatuning Group, Inc.
Mr. Alan L Dean
Arlington, VA
Mr. John J. DeBolske
Executive Director
League of Arizona Cities and Towns
Mr. Manuel Deese
Senior Vice President for Government
Business Development
The Computer Company (TCC)
Dr. John M. DeGrove
Director, Joint Center for Environmental &
Urban Problems
Florida Atlantic University
Mr. Paul G. Dembling
Partner
Schnader, Harrison, Segal & Lewis
Mr. Charles I.. Dempsey
Consultant
Arlington, VA
Mr. Brewster C. Denny
Professor of Public Affairs
Graduate School of Public Affairs
University of Washington
Dr. Martha Derthick
Department of Government and Foreign
Affairs
University of Virginia
Mr. L Mac Deader
Senior Fellow
Institute for International Economics
Mr. John F.. Dever
City Manager
Long Beach, CA
Dr. Marshall F.. Dimock
Scrivelsby
Mr. Thomas R. Donahue
Secretary-Treasurer
AFI-CIO
Mr. William V. Donaldson
President
Zoological Society of Philadelphia
Dr. Anthony Downs
Senior Fellow
The Brookings Institution
Mr. Thomas M. Downs
City Administrator & Deputy Mayor
Washington, DC
Mr. William Drayton, Jr.
Chairman
Ashoka Society
Mr. Christopher F. Edley
President
United Negro College Fund, Inc.
Mr. Stuart E. Eizenstat
Powell, Goldstein, Frazer & Murphy
Mr. James R. Ellis
Partner
Preston, Thorgrimson, Ellis & Holman
Dr. Harold L Enarson
Western Interstate Commission for Higher
Education
Mr. George H. Esser
Consultant
Chapel Hill, NC
Hon. Daniel j. Evans
United States Senate
Mr. Robert L Fairman
Vice President
Equitable Life Assurance Society
Mr. Stephen Farber
Chairman
Concordia Group
Mr. Harold B. Finger
President and CEO
U.S. Committee for Energy Awareness
Mr. C. William Fischer
Vice President for Budget and Finance
University of Colorado
Hon. Joseph I.. Fisher
Distinguished Professor of Political Economy
and Special Assistant to the President
George Mason University
Dr. Lyle C. Fitch
Chairman
Institute of Public Administration
Mr. Joel Fleishman
Director, Capital Campaign for the Arts and
Sciences
Duke University
Hon. Arthur S. Flemming
Director, Coalition for Quality Integrated
Education
National Education Association
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Mr. Thomas W. Fletcher
Partner, Center for Excellence in Local
Government
Dr. Patricia S. Florestano
Vice President for Governmental Relations
University of Maryland
Dr. Houston I. Flournoy
Professor of Public Administration
University of Southern California
Mr. R. Scott Fosler
Vice President and Director of Government
Studies
Committee for Economic Devel.
Dr. H. George Frederickson
President
Eastern Washington University
Mr. Elisha C. Freedman
Consultant
West Hartford, Connecticut
Dean Ernest C. Friesen
California Western School of Law
Dr. A. Lee Fritschler
Director
Center for Public Policy Education
The Brookings Institution
Mr. Alton Frye
Washington Director & Senior Fellow
Council on Foreign Relations
Mr. Edward C. Gallas
President
Buck's International Associates, Inc.
Dr. Nesta M. Gallas
Buck's International Associates, Inc.
Mr. Louisj. Gambaccini
Assistant Executive Director/Trans-Hudson
Transportation
Port Authority of NY and NJ
Mr. David Pierpont Gardner
President
University of California System
Mr. John W. Gardner
Chairman Emeritus
Independent Sector
Mr. Louis C. Gawihrop
Arlington, MA
Professor Mitchell I. Ginsberg
Columbia University
School of Social Work
Mr. Bernard L Gladieux
Management Consultant
Alexandria, VA
Mr. William T. Golden
New York, NY
Mr. Peter C. Goldmark
Vice President
Times Mirror Co.
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lk.x)
Hon. W. Wilson Goode
Mayor, City of Philadelphia
General Andrew J. Goodpaster
Trustee
Institute for Defense Analysis
Mr. William Gorham
President
The Urban Institute
Mr. Samuel K. Govt
Professor of Political Science
Institute of Govt. & Public Affairs
University of Illinois
Dr. George A. Graham
Chapel Hill, NC
Mr. Alexander Grant
Assoc. Comm. for Consumer Affairs
U.S. Food and Drug Administration
Ms. Sally H. Greenberg
College Park, MD.
Professor John A. Gronouski
LBJ School of Public Affairs
University of Texas
Hon. Gilbert Gude
Writer
Bethesda, MD
Dr. Luther Gulick
Chairman Emeritus
Institute of Public Administration
Mr. Walter A. Hahn
Futurist in Residence
School of Govt. and Business Adm.
The George Washington University
Mr. Howard W. Hallman
President
Civic Action Institute
Mr. Edward K. Hamilton
HRS, Inc.
Dean Randy H. Hamilton
Graduate School of Public Adm.
Golden Gate University
Mr. William G. Hamm
Vice President
World Savings and Loan
Mr. William H. HanselLJr.
Executive Director
International City Management Association
Mr. Royce Hanson
Professor and Associate Dean
Hubert Humphrey Institute of Public Affairs
University of Minnesota
Mr. Bertrand M. Harding
Consultant
Alexandria, VA
Mr. Douglas Harman
City Manager, Fort Worth
Mr. Edwin L Harper
Senior Vice President and Chief Financial
Officer
Campbell Soup Company
Dr. John E. Harr
Vice President, Creative Services
ABC Television Network
Mr. Harry P. Hatry
Dir., State-Local Research Program
The Urban Institute
Mr. Harry S. Havens
Assistant Comptroller General
US General Accounting Office
Mr. Frederick O'R. Hayes
Lexington, MA
Dr. Hugh Heclo
Professor of Government
Harvard University
Dr. Walter G. Held
Consultant
McLean, VA
Dean Laurin L Henry
School of Community & Pub. Affairs
Virginia Commonwealth University
Mr. Stephen Hess
Senior Fellow
The Brookings Institution
Hon. A. Leon Higginbotham
Philadelphia, PA
Mr. Bernard F. Hillenbrand
President
Hillenbrand-Wohlbruck Consulting
Mr. Harlan Hobgood
President & CEO
Meals for Millions/Freedom from Hunger
Foundation
Hon. Matthew Holden
Henry L and Grace M. Doherty Prof. of Govt.
and Foreign Affairs
Dept. of Govt. and Foreign Affairs
University of Virginia
Mr. Robert C. Holland
President
Committee for Economic Development
Mr. Porter W. Homer
Washington, DC
Dr. Stephen Horn
President
California State University, Long Beach
Ms. Virginia Housholder
U.S. member, UN Advisory
Commission on Administrative & Budgetary
Questions
Mr. Jonathan B. Howes
Director, Center of Urban and Regional
Studies
The University of North Carolina
Ms. Mary Evelyn Huey
President
Texas Vitiman's University
lion. Phillip S. Hughes
Port Republic, MD
25
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14 Ur. Walter R. Hundley
Superintendent
Seattle Parks & Recreation Dept
Mr. T. N. Hurd
Loudonville, NY
Mrs. Alice Stone [Lehman
President
Sarah Lawrence College
Mr. Warren F. Hellman
Director
Rockefeller Institute of Government
Mr. Dwight A. Ink
Assistant Administrator
Bureau for Latin America & the Caribbean,
AID
Mr. Bobby IL Lnman
Chairman & CEO
Westmark Systems, Inc.
Mr. Herbert N. Jasper
Senior Associate
McManis Associates, Inc.
Ms. Harriett G.Jenkins
Assistant Administrator for Equal Opportunity
Programs
National Aeronautics & Space Administration
Mr. Haynes Johnson
The V/ashington Post
Dr. Norman J. Johnson
Ass. Vice President
Office of Academic Affairs
Carnegie-Mellon University
Mr. Tobe Johnson
Director
Urban Studies Program
Morehouse College
Dr. Phyllis L Kahn
Member, Minnesota House of Reps.
Mr. Mark E. Keane
Dist. Visiting Prof. of Public Adm. &
Association Management
The George Washington School of
Government and Business Adm.
Dr. John P. Keith
President
Regional Plan Association, Inc.
Mr. Alan F. Klepper
General Manager
Metropolitan Transit Authority
Houston, pc
Mr. Robert A. Kipp
President
Crown Center Redevelopment Corp.
Mr. JohnJ. Kirlin
Emery E. Olson Chair in Public-Private
Entrepreneurship
School of Public Administration
Univeristy of Southern California
26
Ms. Rossyln Shore Kleeman
Senior Associate Director
U.S. General Accounting Office
Mr. Ray Kline
President
National Academy of Public Administration
Mr. Dewey Willard Knight
Assistant County Manager
Metropolitan Dade County
Hon. Carol C. Lase
Retired Ambassador
Ms. Gllda H. Lambert
Secretary of Administration
Dept. of Adm.?State of Florida
Mrs. Phyllis Lamphere
Washington State Trade and Convention
Center Board
Mr. Martin landau
Professor of Political Science
University of California, Berkeley
Mr. Todd R. LaPorte
Professor of Political Science
Institute of Government Studies
University of California
Mr. Eugene C. lee
University of California
Mr. Ronald B. Lee
President
Phoenix Group International, Ltd.
Mr. Charles Howard Levine
Senior Specialist in American National Govt.
and Public Adm.
Congressional Research Service
Library of Congress
Ms. Lillian C. 1.1burdi
Director
Management & Budget Division
Port Authority of NY and NJ
Mr. Hubert G. Locke
Dean, Grad. School of Public Affairs
University of Washington
Hon. Richard G. Lugar
United States Senate
Mr. Laurence Edwin Lynn, Jr.
Dean, School of Social Service Adm.
University of Chicago
Ms. Naomi B. Lynn
Dean, College of Public and Urban Affairs
Georgia State University
Mr. Edward B. McConnell
President
National Center for State Courts
Mr. 'Wayne F. McGown
Special Assistant to the Chancellor
University of Wisconsin-Madison
Mr. Michael Maccoby
Director
Project on Technology Work and Character
Mr. Larry Margolis
Executive Secretary
Pooled Money Investment
State of California
Mr. Howard Thomas Markey
Chief Judge, US Court of Appeals for the
Federal Circuit
Mr. David Mathews
President
The Charles F. Kettering Foundation
Mr. Kent Mathewson
Counsel on Urban Affairs
Ray Associates, Inc.
The Public Management Company
Mr. Charles William ?daynes
Editor
Foreign Policy
Hon. Edwin Meese, HI
Attorney General of the United States
Ms. Astrid E. Merget
Director
School of Public Administration
Ohio State University
Mr. Robert E.. Merriam
Partner
Alexander Proudfoot Co.
Mr. Howard M. Messner
Assistant Administrator for Adm.
Environmental Protection Agency
Mr. Rufus Miles
Rutland, vr
Mr. Gerald H. Miller
Executive Director
National Association of State Budget Officers
Mr. William G. Miller
President
American Committee on U.S.-Soviet Relations
Dr. John D. Millet
Oxford, OH
Mr. Ronald C. Moe
Specialist in American Government
Congressional Research Service
Library of Congress
Hon. Tom Moody
Of Counsel
Porter, Wright, Morris & Arthur
Mr. Robert C. Moot
Annandale, VA
Mr. William Morrill
President
MATHTECH, Inc.
Mr. Bradford Morse
Administrator
UN Development Programme
Dr. Frederick C. Mosher
Miller Professor of Public Affairs
Miller Center
Mr. GeraldJ. Mossinghoff
President
Pharmaceutical Manufacturers Assn.
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Lo)
,
Hon. Daniel P. Moynihan
United States Senate
Mr. Keith F. Mulrooney
Executive Director, American Society for
Public Administration
Ms. Alicia H. Munnell
Senior Vice President and Director of
Research
Federal Reserve Bank of Boston
Dr. Thomas R. Murphy
Wheaton, MD
Mr. Sylvester Murray
San Diego, CA
Mr. Richard P. Nathan
Professor of Public and International Affairs
Princeton University
Mx Robert R. Nathan
Chairman
Robert R. Nathan Associates, Inc.
Dr. Elmer K. Nelson
Professor
University of Southern California
Dr. Richard E. Neustadt
Lucius N. Littauer Professor of Public
Administration
Kennedy School of Government
Harvard University
Dr. Chester A. Newland
Professor of Public Administration
University of Southern California
Dr. Felix A. Nigro
Professor, Emeritus
University of Georgia
Dr. James A. (Dolph) Norton
Director, Institute of Government
University of Virginia
Ms Janet Norwood
Commissioner
Bureau of Labor Statistics
Mr. Brian O'Connell
President
Independent Sector
Mr. Philip A. Odeen
Regional Managing Partner
Coopers & Lybrand
Mr. John B. Olsen
Senior Vice President
Mellon Bank, NA
Dr. Richard S. Page
President
Washington Roundtable
Mr. William J. (Pete) Page
Secretary
Florida Dept of Health & Rehabilitation
Services
Mr. Max D. Paglin
Executive Director
Golden Jubilee Commission on
'Ielecommunications
Mr. Chong Mo Pak
Director
Virginia Dept. of Personnel and Training
Mr. William W. Parsons
Dist. Practitioner in Residence
School of Public Administration
University of Southern California
Mr. Bradley H. Patterson, Jr.
Sr. Staff, Advanced Study Program
The Brookings Institution
Mr. Neal R. Peirce
Contributing Editor
The National Journal
Mr. Michael Pertschuk
Co-Director
Advocacy Institute
Mr. Nelson W. Polsby
Professor of Political Science
Department of Political Science
University of California, Berkeley
Ms. Elsa A. Porter
The Production Group
Hon. Ersa H. Poston
Personnel Management Consultant
McLean, VA
Mr. Don K. Price
Emeritus Professor of Public Mgt
JFK School of Government
Harvard University
Mr. Frank Press
President
National Academy of Sciences
Dr. Francine F. Rabinovitz
Vice President
Hamilton, Rabinovitz & Alschuler, Inc.
Mr. Benjamin H. Read
Attorney-Consultant
Washington, DC
Dr. Emmette S. Redford
Ashbel Smith Professor of Government and
Pubic Affairs
LBJ School of Public Affairs
University of Texas
Dr. Henry Reining
Dean Emeritus and Professor
School of Public Administration
University of Southern California
Mr. Robert D. Reischauer
Senior Fellow
The Brookings Institution
Mr. Ray Remy
President
Los Angeles Area
Chamber of Commerce
Hon. Elliot L. Richardson
Milbank, Tweed, Hadley and McCloy
Dr. Fred W. Riggs
Professor of Political Science
University of Hawaii at Manes
Ms. Alice M. With
Director of Economic Studies
The Brookings Institution
Mitchell Rogovin, Esquire
Rogovin, Huge & tenser
Dr. William Ronan
Vice Chairman
COL Inc.
Mr. Bernard Rosen
Dist. Adjunct Professor in Residence
The American University
Mr. David H. Rosenbloom
Prof. of Public Administration
The Maxwell School
Syracuse University
Prot Elspeth Rostow
Stiles Professor in American Studies and
Government
LBJ School of Public Affairs
University of Texas
Mr. Donald Rzmasfeld
Chicago, Illinois
Mr. Philip J. Rutledge
Director, Division of Public & Env. Affairs &
Political Science
Indiana University
Dr. John W. Ryan
President, Indiana University
Mr. Lester M. SaLlmon
Director
Institute of Policy and Public Affairs
Johns Hopkins University
Mr. Edward Gordon Sanders
President
International Planning and Analysis Center,
Inc.
Mr. Terry Sanford
United States Senate
Mr. Theodore M. Schad
Consultant on Water Resources
Arlington, VA
Dr. Wendell G. Schaeffer
Senior Management Specialist
National Association of Schools of Public
Affairs and Administration
Mr. Walter A. Scheiber
Executive Director
Metropolitan Washington Council of
Governments
Dr. Allen Schick
Professor of Public Policy
School of Public Affairs
University of Maryland
Mr. George R. Schrader
President
Schrader Investments
Mr. Richard F. Schubert
President
American Red Cross
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?ck
Dr. Glenn T. Seaborg
University Professor of Chemistry
Lawrence Berkeley laboratory
University of California, Berkeley
Mr. Richard L Seggel
Director, Robert Wood Johnson Health Policy
Fellowship Program
Institute of Medicine
National Academy of Sciences
Dr. Harold Seidman
Guest Scholar
The Brookings Institution
Hon. Donna E. Shalala
President, Hunter College
Ms. Eileen Shanahan
Congressional Quarterly
Mr. Joseph H. Sheri&
Inspector General
Department of Defense
Mr. Max Sherman
Dean
IBJ School of Public Affairs
University of Texas
Dr. Frank P. Sherwood
Professor and Chairman
Department of Public Administration
Florida State University
Mr. Rocco SiciLiano
Of Counsel
Jones, Day Reavis & Pogue
Mr. John R. Simpson
Director
U.S. Secret Service
Mr. Daniel L Skoler
Director
Division of Continuing Education and
Training
Federal Judicial Center
Gen. William Y. Smith
President
Institute for Defense Analysis
Mr. MiltonJ. Socolar
Special Assistant to the Comptroller General
of the U.S.
U.S. General Accounting Office
Dr. Herman M. Somers
Professor of Politics and Public Affairs
Woodrow Wilson School
Princeton University
Hon. Elmer B. Staats
Harry S. Truman Scholarship Foundation
Mr. David T. Stanley
Consultant
Vienna, VA
Mr. Charles B. Stauffacher
Greenwich, CT
Dr. Robert E Steadman
Consultant
Arlington, NA
28
Mr. Carl W. Stenberg
Executive Director
The Council of State Governments
Mr. Michael Stern
Vice President
R. Duffy Wall & Associates
Dr. Donald Stewart
President ?
College Entrance Examination Board
Mr. John G. Stewart
Manager, Office of Corporate Administration
and Planning
Tennessee Valley Authority
Mr. Richard E. Stewart
Chairman
Stewart Economics, Inc.
Dean Donald E. Stokes
Woodrow Wilson School of Public and
International Affairs
Princeton University
Dr. Donald C. Stone
Distinguished Public Service Professor
Carnegie-Mellon University
Mr. Carl F. Stover
College Park, MD
Mr. James L Sundquist
Senior Fellow
The Brookings Institution
Mr. Mitchell Sviridoff
Professor
New School for Social Research
Mr. Joseph C. Swidler
Swidler, Berlin & Strelow
Mr. Peter L Szanton
President
Szanton Associates
Mr. Lee M. Thomas
Administrator
Environmental Protection Agency
Mr. Wayne E. Thompson
Chairman of the Board
Merritt Peralta Medical Center
Mr. Phillip Thorson
Bethesda, MD
Ms. Alair A. Townsend
Deputy Mayor for Finance and Economic
Development
New York City
Mr. Alexander Trowbridge,Jr.
President
National Assoc. of Manufacturers
Ms. VictoriaJ. Tschinkel
Tallahassee, Florida
Ms. Carmen Turner
General Manager
Washington Metropolitan Area Transit
Authority
Mr. E. Robert Turner
Executive Director, Department of
Administration
State of Colorado
Mr. Joel D. Valdez
City Manager
ilicson, AZ
Mr. Homer C. Wadsworth
Cleveland, OH
Dr. David B. Walker
Director
Institute of Public & Urban Affairs
Dr. Annmarie H. Walsh
President
Institute of Public Administration
Mr. J. Jackson Walter
President
National Trust for Historic Preservation
Mr. William E. Warne
Vriater Resources Consultant
Sacramento, CA
Mr. Graham W. Watt
Fort Lauderdale, FL
Mr. James E. Webb
Washington, DC
Mr. William H. Webster
Director
Federal Bureau of Investigation
Mr. Richard A. Wegman
Wellford, gman, Krulwich, Gold & Hoff
Mr. William Harrison Wellford
Nriellford, gman, Krulwich, Gold & Hoff
Mr. Edward Wenk, Jr.
Professor of Engineering and Public Affairs
Prg. in Social Mgt. of Technology
University of Washington
Mr. Joseph S. Wholey
Professor of Public Administration
University of Southern California
Mr. Ralph R. Widner
Executive Director
Greater Philadelphia First Corporation
Mr. Aaron Wildavslcy
Professor of Political Science
Survey Research Center
Universwalinia?
Mr. Don I. Wortman
Management Consultant
National Academy of Public Administration
Dr. Deil S. Wright
Carl Hatch Visiting Professor, Division of
Public Administration
University of New Mexico
Mr. Joseph R. Wright, Jr.
Deputy Director
U.S. Office of Management and Budget
Mr. Paul Yh4saker
Cambridge, MA
Hon. John D. Young
Professor of Public Management
American University
Mr. Alfred M. Zuck
Executive Director
National Association of Schools of Public
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330016-1