John J. DiIulio

"Do you know if you are going to heaven?" Shortly after being appointed the first Director of Faith-Based and Community Initiatives--the "faith czar"--John J. DiIulio Jr. was asked this question. Suddenly DiIulio, a Catholic Democrat who pioneered programs for inner-city children, was acutely aware that he was no longer a private citizen who might have humored the television evangelist standing before him. Now he was, as he recalls in his introduction--"responsible for assisting the president in faithfully upholding the Constitution ...and faithfully acting in the public interest without regard to religious identities." Using his brief tenure in the George W. Bush administration as a springboard, this lively, informative, and entertaining book leaps into the ongoing debate over whether as a nation America is Christian or secular and to what degree church-state separation is compelled by the Constitution. Avoiding political pieties, DiIulio makes an impassioned case for a middle way. Written by a leading political scholar, Godly Republic offers a fast-paced, faith-inspired, and fact-based approach to enhancing America's civic future for one and all.

"The nation's federal, state, and local public service is in deep trouble. Not even the most talented, dedicated, well-compensated, well-trained, and well-led public servants can serve the public well if they must operate under perverse personnel and procurement regulations that punish innovation and promote inefficiency. Many attempts have been made to determine administrative problems in the public service and come up with viable solutions. Two of the most important—the 1990 report of the National Commission on the Public Service, led by former Federal Reserve chairman Paul A. Volcker, and the 1993 report of the National Commission on the State and Local Public Service, led by former Mississippi Governor William F. Winter—recommended ""deregulating the public service.""Deregulating the public service essentially means altering or abolishing personnel and procurement regulations that deplete government workers' creativity, reduce their productivity, and make a career in public service unattractive to many talented, energetic, and public-spirited citizens. But will it work? With the benefit of a historical perspective on the development of American public service from the days of the progressives to the present, the contributors to this book argue that deregulating the public service is a necessary but insufficient condition for much of the needed improvement in governmental administration. Avoiding simple solutions and quick fixes for long-standing ills, they recommend new and large-scale experiments with deregulating the public service at all levels of government. In addition to editor John DiIulio, the contributors are Paul A. Volcker, former chairman of the Federal Reserve, now at Princeton University; former Mississippi Governor William F. Winter; Gerald J. Garvey, Princeton; John P. Burke, University of Vermont; Melvin J. Dubnick, Rutgers; Constance Horner, former director of the Federal Office of Personnel Management, now at Brookings; Mark Alan Hughes, Harvard; Steven Kelman, Harvard; Donald F. Kettl, University of Wisconsin at Madison; Mark H. Moore, Harvard; Richard P. Nathan, State University of New York at Albany; Neal R. Peirce, The National Review; and James Q. Wilson, UCLA."

"The Clinton administration's National Performance Review of the federal government (also called the Reinventing Government Initiative) is the eleventh effort this century to improve the executive branch and reform the federal service. Most previous efforts have faltered. How can present and future recommendations avoid the same fate? This book provides practical and timely guidance to those trying to improve government performance. The focus of successful attempts, the authors argue, should be sustained evolution, not bursts of invention aimed at sweeping transformation. Specific proposals address ways to change government over the long term, ways to streamline bureaucracy, attract more resourceful and innovative workers, and make agencies more responsive to their customers, the citizens."

A comparative study of correctional management that illustrates how the introduction of internal governing systems in prisons can encourage civilized behavior, provide order, and enforce punishment. Challenging the accepted notions about prisons, Governing Prisons argues for the necessity of ensuring these facilities are made safely humane. John J. Dilulio argues that the key to better prisons is a highly disciplined constitutional government that involves employing prison managers that are able toconrol themselves while working to control the inmates.?