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Philip Joyce

Contributor

Philip Joyce is a professor of public policy at the University of Maryland School of Public Policy. He formerly served as a professor of public policy and public administration at George Washington University, where he also directed the Ph.D. program in public policy and administration. His teaching and research interests include public budgeting, the congressional budget process, performance measurement and intergovernmental relations. He is the author of The Congressional Budget Office: Honest Numbers, Power, and Policy Making.

Alice Rivlin's legacy includes not only the creation of a pathbreaking national institution but also the salvation of the District of Columbia.
We need to know more about what governments are doing -- and how well their efforts are working. A couple of recent studies point the way.
Some of them need collaboration that draws on the strengths of all three sectors -- public, private and nonprofit.
To minimize the impact on services from future spending cuts and economic downturns, governments need to take a proactive, multi-year approach.
Many public-sector management challenges are unique, but there are plenty of private-sector techniques that government can profit from.
The election of Donald Trump should remind us — again — of the vast difference between managing a company and running a government.
Because the incentives for academic research are misaligned, it has little impact on the real world of public administration and policy.
Should voters believe what politicians say to get elected?
Young people are as motivated by the idea of public service as they ever were. Governments aren't doing what they should to take advantage of that.
Impasses over spending do more than confirm the public's worst impressions of government. They make effective governing next to impossible.