Analysis and Critical Thinking
Public administrators are often tasked with addressing challenges that have no simple solutions, requiring a balance of technical expertise, critical reasoning, and practical judgment. Through coursework and research, I have developed a strong foundation in both quantitative and qualitative analysis, allowing me to evaluate data, identify patterns, and generate insights that inform policy and management strategies.
I have learned to question assumptions, weigh alternative explanations, and consider how evidence can be used ethically and effectively in decision-making.
Whether assessing the fiscal sustainability of public pension systems, evaluating FEMA disaster funding outcomes, or examining open government practices, I have approached problems with a mindset that values rigor, clarity, and adaptability. This competency reflects my commitment to making thoughtful, transparent, and data-driven choices in environments where uncertainty and competing priorities are the norm.
Managing Intergovernmental Responses to Terrorism and Other Extreme Events
This paper reviews Louise Comfort’s Managing Intergovernmental Responses to Terrorism and Other Extreme Events (2002), which examines how government agencies and partners responded to the September 11, 2001 attacks. The analysis focuses on the challenges of coordination across federal, state, local, nonprofit, and private organizations. Comfort’s “auto-adaptation” framework outlines five phases—information search, information exchange, sensemaking, adaptation, and interorganizational learning—that are necessary for effective crisis response. The study shows how breakdowns in communication and planning slowed response, while existing trust and collaboration allowed for some coordinated efforts. Ultimately, Comfort argues that stronger information-sharing systems, trust-building, and adaptive strategies are required to manage large-scale crises.
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The Role of Federal Government in Disaster Response and the Impact of Funding Reductions
This project analyzes whether reductions in FEMA funding impact disaster response efficiency and administrative closeouts. Using statistical analysis and evidence-based reasoning, it demonstrates how administrators apply critical thinking and data analysis to evaluate complex intergovernmental challenges and inform better policy and management decisions.
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Measuring What Matters: Performance Management and the Case of Compstat
The paper uses New York City’s Compstat program as a case study, showing how data-driven performance management improved the NYPD’s accountability, organizational culture, and crime reduction strategies. Compstat’s success stemmed from its core components: timely intelligence, rapid deployment, effective tactics, and relentless follow-up, all supported by regular accountability meetings. Beyond crime reduction, Compstat became a broader model for organizational performance management and stakeholder engagement,
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