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Federal Communications Commission Study (posted 3/21/2005)

Client/Funder:

Federal Communications Commission

Purpose and Scope:

The Universal Service Fund (USF) is designed to provide communities across the country with affordable telecommunication services. It encompasses a number of programs, providing discounted services to schools, libraries, and rural health care providers, as well as subsidies to high-cost telephone carriers and low-income consumers. USF is administered by a private, non-profit corporation Universal Service Administrative Company (USAC) under the direction of the Federal Communications Commission (FCC). USAC was established by the FCC, and the FCC is involved in approving its budget and directing other activities.

All telecommunications companies that provide service between states, including long distance companies, local telephone companies, wireless telephone companies, paging companies, and payphone providers, are required to contribute to USF. Carriers providing international services also contribute. The FCC allows companies to recover their contributions directly from their customers, and most do.

The FCC contracted with the National Academy of Public Administration (the Academy) to conduct a study of USF to determine if it is analogous to other special funds, and the pros and cons of continuing with the current structure or switching to an alternative model.

The project will be divided into two phases. The first phase will involve obtaining an understanding of the origins and operations of USF and USAC as well as other Federal entities that operate similar funds and/or programs. The end product will provide alternative models to the current organizational and governance structure together with the advantages and disadvantages of each option. The second phase is designed to be more detailed in nature and will provide specific guidance on the operational aspects of the models identified in the first phase.

Center:

Academy Studies

Project Director:

Joe Thompson 

Project Status:

Ongoing

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 following the posted date to csterling@napawash.org.

E. Colin Campbell, Chair—Canada Research Chair, Department of Political Science, and Chair, U.S. Studies Program, University of British Columbia. Former positions with Georgetown University: University Professor of Public Policy; Executive Director; Director, Public Policy Institute; University Professor in the Martin Chair. Former positions with York University: Assistant Professor; Associate Professor, Professor; Founding Coordinator, Public Policy and Administration Program.

Murray B. Comarow—Attorney. Former Distinguished Adjunct Professor in Residence, School of Public Affairs, American University; Executive Director, President's Advisory Commission on Executive Organization; Partner, Booz, Allen, and Hamilton; Of Counsel, Seyfarth, Shaw, Fairweather & Geraldson; Executive Director, President's Commission on Postal Organization; Senior Assistant Postmaster General; Executive Director, Federal Power Commission; Acting Deputy General Counsel, Office of the Secretary of the Air Force.

Herbert N. Jasper—Senior Consultant, McManis-Monsalve Associates, Inc. Former Executive Vice President, American Council for Competitive Telecommunications; Specialist in American Government, Congressional Research Service; Legislative Counsel, Research Director and Chief Counsel, U.S. Senate Committee on Labor and Public Welfare; Assistant Director, Office of Legislative Reference; Assistant Chief, Government Organization Branch, U.S. Bureau of the Budget.

Jane Patterson—Executive Director, Rural Internet Access Authority. Former positions with the State of North Carolina: Senior Advisor to the Governor for Science and Technology; Senior Advisor to the Governor for Policy, Budget, and Technology; Secretary of Administration; Acting Secretary, Department of Administration; Assistant Secretary of Administration. Former positions with the University of University of North Carolina at Wilmington: Vice Chancellor for Public Service and Extended Education; Acting Vice Chancellor for Advancement.

Charles W. Washington—Dean, School of Arts and Sciences, Clark Atlanta University. Former Professor of Public Administration, Florida Atlantic University; Chair and Director, John C. Stennis Institute of Government, Mississippi State University; Associate Dean and Professor, School of Government and Business Administration, George Washington University.

Edward Wenk, Jr.—Former Professor, Engineering and Public Affairs, University of Washington; Executive Secretary, National Council on Marine Resources and Engineering Development, Executive Office of the President; Technical Assistant to President's Science Advisor.

Ralph R. Widner—Chairman, Fairfax House International, and Director, Civic Network Television. Former President, Academy for State and Local Government; President, National Training and Development Service for State and Local Government; Executive Director, Appalachian Regional Commission.

Further Information:
For further information, contact Christine Sterling at (202) 347-3190, or at csterling@napawash.org.

Meetings:
TBD



 

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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”.


 

 

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