National Academy of Public Administration
Projects Events Publications Contact Site Map


Current Projects
Department of Homeland Security to Firefighters Grants: Assessing Performance (posted 7/27/2006)

Client/Funder:

Department of Homeland Security

Purpose and Scope:

The Department of Homeland Security has asked the Academy to perform an independent assessment of the effectiveness of the Assistance to Firefighters Grant Program in meeting the program’s goals of protecting the health and safety of the public and of firefighting personnel.

The Assistance to Firefighters Grant Program awards grants directly to local fire departments to enhance their ability to protect the health and safety of the public, as well as that of firefighting personnel, facing fire and fire-related hazards. The program is now in its fourth year of operation.

The purpose of this project is to develop an evaluation framework that will help ensure the program is meeting its legislative purposes and provide insight into what forms of assistance are most effective in achieving the programs’ primary purposes:

  • To improve the fire fighting and emergency response capabilities of fire departments; and
  • To protect the public and emergency personnel from fire and fire-related hazards.

The evaluation framework will include:

  • An appropriate, practical set of performance measures that are useful to stakeholders -- including the Department, OMB, the Congress, and nine professional associations -- in judging the program’s effectiveness—and that meet requirements under the President’s Management Agenda and the Government Performance and Results Act.
  • A methodological framework to guide an evaluation of the impact of the Assistance to Firefighters Grant Program that is consistent with the OMB Program Assessment Rating Tool (PART) requirement for independent assessments.
  • An assessment of the Assistance to Firefighters Grant Program’s current performance using data readily obtainable within the funding constraints of the project.

The work will incorporate the views of the professional associations, a representative group of fire departments (both career and volunteer), and other experts and interested persons regarding the best measures of progress toward the program’s long-term goals and will yield advice on possible strategic directions for the program.

 

Project Director:

Steve Redburn

Panel:

The Academy has appointed the following individuals to a Panel to oversee and direct the study. The public may send comments on the composition of the panel for a period of seven (7) days after the posted date to mditmeyer@napawash.org.

James Kunde*Chair---Associate Professor and Program Coordinator, University of Texas, Arlington. Former Executive Director, Coalition to Improve Management in State and Local Government; Executive Director, Public Services Institute; Director of Programs, Charles Kettering Foundation; City Manager, City of Dayton, Ohio.

Paul D. Brooks Assistant Fire Chief, Greensboro, North Carolina Fire Department; Manager, Office of Strategic Planning and Information Systems; treasurer and member of NC State Firemen’s Association; Vice-Chair, Commission on Fire Accreditation International; Member of the National Fire Protection Association 1710 Committee; faculty member, Fire and Rescue Management Institute at University of North Carolina, Charlotte; Consultant with Municipalities, non-profits, and other agencies for organizational development, strategic planning, and growth planning for distribution and concentration of fire resources.  Former Program Manager, Greensboro Fire Department.

Harry P. Hatry*— Director, Public Management Program and former Director, State-Local Government Research Program, The Urban Institute. Former Associate, State-Local Finances Project, George Washington University; Office of Assistant Secretary of Defense for Systems Analysis.

Glenn Corbett—Assistant Professor of Fire Science, John Jay College of Criminal Justice, First Assistant Chief of the Borough of Waldwick Volunteer Fire Department, Waldwick New Jersey, and member of the Fire Code Advisory Council, State of New Jersey. Former Administrator of Engineering Services, San Antonio Fire Department.

Bruce D. McDowell*—President, Intergovernmental Management Associates. Former positions with U.S. Advisory Commission on Intergovernmental Relations: Director of Government Policy Research; Executive Assistant to the Executive Director. Former Director, Governmental Studies, National Council on Public Works Improvement. Former positions with the Metropolitan Washington Council of Governments: Director, Regional Management Information Service; Assistant Director, Regional Planning; Director, Program Coordination.

Darrel Stephens*—Police Chief, Charlotte/Mecklenberg, North Carolina. Former Police Chief and City Administrator, St. Petersburg, Florida; Executive Director, Police Executive Research Forum; Police Chief, Newport News, Virginia; Police Chief Largo, Florida; Assistant Police Chief, Lawrence, Kansas.

* Academy Fellow


Meetings:

Meeting 1: August 8, 2006 (posted 7/31/06) (open)

For information on panel meetings, please contact Marty Ditmeyer at mditmeyer@napawash.org.

 

2001 National Academy of Public Administration. All rights reserved.
900 7th Street, N.W., Suite 600 Washington, DC 20001
Phone: 202-347-3190 Fax: 202-393-0993
Academy Staff Only | Contact Webmaster | Privacy Policy
This site created by e.magination network, llc
 
Search Entire Site

Board of Directors Meeting
May 31-June 3, 2006
Las Vegas, Nevada

Academy Calendar

Academy Fellow Tackles
the Ethics of Dissent

Guerrillas in government are all around us, writes Academy Fellow Rosemary O’Leary in her new book, “The Ethics of Dissent: Managing Guerrilla Government.” The term “guerrilla government” describes career public servants who work against the wishes of their superiors which, O’Leary states, happens more than we may realize in government’s bureaucracy.

O’Leary says guerrillas often choose to remain “in the closet,” moving clandestinely behind the scenes, such as “Deep Throat” or the DMV clerk who deliberately slows the processing of a driver’s license application. Guerrilla dissent is carried out by those who are dissatisfied with the actions of public organizations, programs—or by people who choose not to go public with their concerns.

Ultimately, O’Leary found in her research that public servants and managers could benefit from addressing guerrilla activity. She says they should carefully listen to the creative ideas of these dissenters, even encourage debate, so that constructive changes in the system can be made.

Buy “The Ethics of Dissent: Managing Guerrilla Government”.


 

 

National Academy of Public Administration