Federalist No. 23: Can the Leviathan Be Managed?

Authors

  • Kathryn E. Newcomer,

    Corresponding author
    1. George Washington University
      Kathryn E. Newcomer is director of the Trachtenberg School of Public Policy and Public Administration at George Washington University, where she teaches courses on public and nonprofit organizations, program evaluation, research design, and applied statistics. She routinely conducts evaluations and training for federal and local government agencies and nonprofit organizations. She has published five books, including The Handbook of Practical Program Evaluation (2010). She is a Fellow of the National Academy of Public Administration.
      E-mail:newcomer@gwu.edu
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  • James Edwin Kee

    Corresponding author
    1. George Washington University
      James Edwin Kee is a professor in the Trachtenberg School of Public Policy and Public Administration at George Washington University. He also has held a series of legal and cabinet level positions in New York State and Utah. His teaching and research interests focus on leadership, public–private partnerships, and public financial management. He is the coauthor of Transforming Public and Nonprofit Organizations: Stewardship for Leading Change (2008) with Kathryn Newcomer.
      E-mail:jedkee@gwu.edu
    Search for more papers by this author

Kathryn E. Newcomer is director of the Trachtenberg School of Public Policy and Public Administration at George Washington University, where she teaches courses on public and nonprofit organizations, program evaluation, research design, and applied statistics. She routinely conducts evaluations and training for federal and local government agencies and nonprofit organizations. She has published five books, including The Handbook of Practical Program Evaluation (2010). She is a Fellow of the National Academy of Public Administration.
E-mail:newcomer@gwu.edu

James Edwin Kee is a professor in the Trachtenberg School of Public Policy and Public Administration at George Washington University. He also has held a series of legal and cabinet level positions in New York State and Utah. His teaching and research interests focus on leadership, public–private partnerships, and public financial management. He is the coauthor of Transforming Public and Nonprofit Organizations: Stewardship for Leading Change (2008) with Kathryn Newcomer.
E-mail:jedkee@gwu.edu

Abstract

Federalist No. 23 offers a strong case for national power and the need to grant “means proportional to the end” to the new government. This essay argues that the founders could not have anticipated the breadth of today's national agenda and offers a framework for designing a more strategic and effective public enterprise.

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