Much maligned in the past as wasteful and self-serving, government public relations provides several distinct services that can be used to advance the substantive mission of an agency in ways that save money, time, and effort. In the same manner as budgeting, HR, strategic planning, and performance assessment, public relations must be included in the contemporary public administrator's toolbox. Using unorthodox yet cost effective measures, public relations can increase the utilization of governmental goods and services, promote voluntary compliance with new laws, improve media relations, and strengthen the standing of the agency with the public at large. In short, public relations "is" public administration.

Addressing the theory, practice, and context of government public relations, Government Public Relations: A Reader compiles contemporary writings from international sources to provide an understanding of the importance, value, and uses of public relations as tools to advance the goals of government. Each section begins with an introductory overview and short preview of the section topic. The end of each section provides additional reading and a list of discussion questions that can help identify key points.

Beginning with an introduction to the general subject, the book focuses on the discrete purposes of public relations to make their benefit and application more tangible. Topics include media relations, public reporting, responsiveness, and outreach, as well as the integral role of PR in crisis management. The book stresses the "publicness" of government public relations as distinct from business PR and examines the increasing use of non-profit agencies to deliver governmentfunded services. The last section summarizes the overall themes along with trends likely to influence the future of the field such as globalization and e-reporting. An extensive appendix consists of an annotated bibliography of the historical literature.

* Provides public managers with an understanding of the uses of public relations as tools to advance the goals of public agencies, including media relations, an informed public, public branding, listening to the citizenry, and crisis management * Helps managers know what external communications tools are available to them for advancing the mission and results of their agencies. * Focuses on practitioners throughout the public sector, including the US federal government, state and local governments, and public administrators outside of the US * Addresses the use of digital communications as social media and the resultant rapid diffusion of information has transformed the responsibility, accessibility, and vulnerability of government communications * Examines the topic of branding, its growing influence in the public sector, and how it can be used to connect with citizens and increase public engagement.

The 'managing for results' movement that began in the early 1990s has now reached adolescence and is creating new challenges for government managers. After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes through a series of case studies the progress being made in federal, state, and local governments in managing for results. Part I increases our understanding about the potential use of performance information in government. It starts with a chapter on how government leaders can overcome obstacles to using performance information. Another chapter presents a comprehensive framework for tying performance to the budget process. The book provides specific examples of how performance information has been used to dramatically improve program outcomes. Part II presents case studies on the use of performance information to improve results in a range of federal agencies, in Texas state government, and in the City of Baltimore. As pioneering efforts, these examples do not all present success stories; nevertheless, the lessons learned will be instructive to public managers as the 'managing for results' movement advances toward maturity.

Government bureaucracy is something Americans have long loved to hate. Yet despite this general antipathy, some federal agencies have been wildly successful in cultivating the people's favor. Take, for instance, the U.S. Forest Service and its still-popular Smokey Bear campaign. The agency early on gained a foothold in the public's esteem when President Theodore Roosevelt championed its conservation policies and Forest Service press releases led to favorable coverage and further goodwill.

Congress has rarely approved of such bureaucratic independence. In "Congress vs. the Bureaucracy," political scientist Mordecai Lee--who has served as a legislative assistant on Capitol Hill and as a state senator--explores a century of congressional efforts to prevent government agencies from gaining support for their initiatives by communicating directly with the public.

Through detailed case studies, Lee shows how federal agencies have used increasingly sophisticated publicity techniques to muster support for their activities--while Congress has passed laws to counter those PR efforts. The author first traces congressional resistance to Roosevelt's campaigns to rally popular support for the Panama Canal project, then discusses the Forest Service, the War Department, the Census Bureau, and the Department of Agriculture. Lee's analysis of more recent legislative bans on agency publicity in the George W. Bush administration reveals that political battles over PR persist to this day. Ultimately, despite Congress's attempts to muzzle agency public relations, the bureaucracy usually wins.

Opponents of agency PR have traditionally condemned it as propaganda, a sign of a mushrooming, self-serving bureaucracy, and a waste of taxpayer dollars. For government agencies, though, communication with the public is crucial to implementing their missions and surviving. In "Congress vs. the Bureaucracy," Lee argues these conflicts are in fact healthy for America. They reflect a struggle for autonomy that shows our government's system of checks and balances to be alive and working well.

The Watergate scandal of 1973 claimed many casualties, political and otherwise. Along with many personal reputations and careers, President Richard Nixon's bold attempt to achieve a sweeping reorganization of the domestic portion of the executive branch was also pulled into the vortex. Now, Mordecai Lee examines Nixon's reorganization, finding it notable for two reasons. First, it was sweeping in intent and scope, representing a complete overhaul in the way the president would oversee and implement his domestic agenda. Second, the president instituted the reorganization administratively-by appointment of three "super-secretaries"-without congressional approval. The latter aspect generated ire among some members of Congress, notably Sam Ervin, a previously little-known senator from North Carolina who chaired the Government Operations Committee and, soon after, the Senate's Select Committee on Presidential Campaign Activities-known to the public as "the Watergate Committee." Asserting that Nixon's reorganization effort represents a significant event in the evolution of the managerial presidency and public administration, Nixon's Super-Secretaries presents the most comprehensive historical narrative to date concerning this reorganization attempt. The author has utilized previously untapped original and primary sources to provide unprecedented detail on the inner workings, intentions, and ultimate demise of Nixon's ambitious plan to reorganize the sprawling federal bureaucracy. MORDECAI LEE is a professor of governmental affairs at the University of Wisconsin-Milwaukee. He is the author of Institutionalizing Congress and the Presidency: The U.S. Bureau of Efficiency, 1916-1933 (Texas A&M University Press, 2006), among other titles. His PhD in public administration is from Syracuse University.

A Presidential Civil Service offers a comprehensive and definitive study of President Franklin Delano Roosevelt's Liaison Office for Personnel Management (LOPM). Established in 1939 following the release of Roosevelt's Brownlow Committee report, LOPM became a key milestone in the evolution of the contemporary executive-focused civil service.   The Progressive Movement of the nineteenth and early twentieth centuries comprised groups across the political spectrum with quite different. All, however, agreed on the need for a politically autonomous and independent federal Civil Service Commission (CSC) to eliminate patronage and political favoritism. In A Presidential Civil Service, public administration scholar Mordecai Lee explores two models open to later reformers: continuing a merit-based system isolated from politics or a management-based system subordinated to the executive and grounded in the growing field of managerial science.   Roosevelt's 1937 Brownlow Committee, formally known as the President's Committee on Administrative Management, has been widely studied including its recommendation to disband the CSC and replace it with a presidential personnel director. What has never been documented in detail was Roosevelt's effort to implement that recommendation over the objections of Congress by establishing the LOPM as a nonstatutory agency.   The role and existence of LOPM from 1939 to 1945 has been largely dismissed in the history of public administration. Lee's meticulously researched A Presidential Civil Service, however, persuasively shows that LOPM played a critical role in overseeing personnel policy. It was involved in every major HR initiative before and during World War II. Though small, the agency's deft leadership almost always succeeded at impelling the CSC to follow its lead.   Roosevelt's actions were in fact an artful and creative victory, a move finally vindicated when, in 1978, Congress abolished the CSC and replaced it with an Office of Personnel Management headed by a presidential appointee. A Presidential Civil Service offers a fascinating account and vital reassessment of the enduring legacy of Roosevelt's LOPM.

The Watergate scandal of 1973 claimed many casualties, political and otherwise. Along with many personal reputations and careers, President Richard Nixon's bold attempt to achieve a sweeping reorganization of the domestic portion of the executive branch was also pulled into the vortex.
Now, Mordecai Lee examines Nixon's reorganization, finding it notable for two reasons. First, it was sweeping in intent and scope, representing a complete overhaul in the way the president would oversee and implement his domestic agenda. Second, the president instituted the reorganization administratively--by appointment of three "super-secretaries"--without congressional approval. The latter aspect generated ire among some members of Congress, notably Sam Ervin, a previously little-known senator from North Carolina who chaired the Government Operations Committee and, soon after, the Senate's Select Committee on Presidential Campaign Activities--known to the public as "the Watergate Committee."
Asserting that Nixon's reorganization effort represents a significant event in the evolution of the managerial presidency and public administration, "Nixon's Super-Secretaries" presents the most comprehensive historical narrative to date concerning this reorganization attempt. The author has utilized previously untapped original and primary sources to provide unprecedented detail on the inner workings, intentions, and ultimate demise of Nixon's ambitious plan to reorganize the sprawling federal bureaucracy.