Who Will Serve? A Conversation with Vince Micone

Fellow for Democracy and Public Service  National Academy for Public Administration and The Bridge Alliance Education Fund

Q: Looking across your career in multiple federal agencies, local government, academia, and nonprofit leadership, what is the defining thread that connects your work in public service?

A: Some of the most important lessons I’ve learned about public service didn’t come from Washington—they started in Butte, Montana.

Public service has been the throughline of my career, but it really began much earlier. My Uncle Mike served as mayor of my hometown when I was growing up. Watching him lead and serve the community shaped my understanding of what government can accomplish when it is focused on people. He showed me that public service isn’t about titles or politics; it’s about improving lives, solving problems, and strengthening communities.

Those early experiences inspired me to pursue a career in public service and eventually led me to opportunities across federal agencies, local government, higher education, and nonprofit organizations. 

While the missions have varied, one thing has remained constant: public service is ultimately about people—both those we serve and those who choose to serve.

Whether you’re a city manager, a teacher, a police officer, a budget analyst, or a cabinet secretary, the goal is fundamentally the same: helping communities thrive and leaving institutions stronger than you found them.

Q: You’ve led large enterprise functions such as HR, acquisition, operations, and shared services. What does it take to make those functions work effectively?

A: Many people think management functions are “back office” activities. I couldn’t disagree more.

Citizens may never meet the acquisition professional who awards a contract, the HR specialist who recruits talent, or the IT professional who keeps systems running. But those individuals determine whether government can actually deliver on its promises.

One lesson I’ve learned throughout my career is that government succeeds or fails not only through policy, but through execution. Great ideas only matter if organizations have the people, systems, and leadership necessary to bring them to life.

That’s why I’ve always believed that effective management isn’t separate from mission delivery—it is mission delivery.

Q: What were some of the biggest barriers you’ve encountered when leading organizational change?

A: Culture is almost always harder to change than process.

Organizations often know what needs to be done. The challenge is building trust, aligning incentives, and helping people understand why change matters. Organizational charts don’t determine success. Success depends on leaders who can create an environment where people understand their role, see how their work contributes to the mission, and feel empowered to solve problems.

When people understand the “why,” they are much more likely to embrace the “how.”

Q: You’ve served in both operational and oversight roles. How do you balance accountability with performance?

A: Accountability and performance are not competing priorities. The strongest organizations recognize that transparency, oversight, and performance are essential components of mission success.

Public trust is built through competence as much as communication. Citizens want government to be responsive, but they also expect it to be accountable.

The most successful organizations I’ve worked in embrace accountability as a tool for improvement rather than viewing it as a burden. When organizations are willing to learn from mistakes, measure results, and continuously improve, they become stronger and more effective.

Q: From your perspective, where do federal management challenges most often originate—structure, culture, incentives, or leadership?

A: All four matter, but leadership is often the deciding factor.

Strong leaders can overcome imperfect structures, outdated processes, and competing incentives. They create clarity, establish priorities, and build trust.

I’ve also learned that leadership isn’t just about making decisions. It’s about creating conditions where good decisions can be made throughout an organization. The best leaders don’t try to have all the answers. They build teams that are capable of solving problems together.

Q: Artificial intelligence is transforming every sector. What should public leaders be thinking about?

A: AI presents tremendous opportunities, but it also raises important questions.

There’s no doubt it can help governments improve service delivery, streamline operations, and make better decisions. At the same time, it raises critical issues involving governance, ethics, transparency, workforce readiness, and accountability.

Ultimately, the AI conversation isn’t really about technology—it’s about leadership. The challenge is ensuring that innovation strengthens public trust, improves outcomes, and expands opportunity while remaining grounded in democratic values.

For public leaders, the question isn’t whether AI will be used. It’s whether we will use it in ways that strengthen public trust, improve outcomes, and keep people at the center of decision-making. Technology should always serve people, not the other way around.

Q: Public trust in institutions remains a major challenge. What are the warning signs leaders should watch for?

A: When people stop raising concerns, leaders should worry.

Healthy organizations encourage questions, dissent, and constructive disagreement. When employees become reluctant to speak up, leaders lose one of their most valuable early-warning systems. Problems rarely emerge overnight; they often develop because people no longer feel comfortable sharing concerns, challenging assumptions, or offering different perspectives.

Leaders have a responsibility to create environments where people feel safe raising issues, proposing new ideas, and engaging in honest dialogue. Trust isn’t built through slogans or mission statements. It’s built through consistent actions that demonstrate respect, transparency, accountability, and a willingness to listen.

I think that lesson applies beyond organizations and to our democracy as well. Public trust depends on our ability to disagree without becoming disagreeable. Civility doesn’t require unanimity, and compromise isn’t a sign of weakness—it’s an essential feature of self-government.

Our system was intentionally designed to accommodate different viewpoints and distribute power. Federalism, checks and balances, and separate but equal branches of government were not accidents; they were deliberate choices made by the founders to ensure that no single voice or institution would dominate. That can make governing messy at times, but it is also one of the great strengths of our republic.

Strong institutions, like strong organizations, are built when people feel heard, leaders remain accountable, and we remember that disagreement can be a source of strength rather than division. 

Each one of us bears responsibility.  How do we respond to neighbors with whom we disagree?  How do we show we respect the family member who has political views completely different from our own?  How do we handle dissent without compromising our values?  These questions are baked into our democracy and our culture.  It starts with each of us.

Q: In your role with the National Academy of Public Administration and other organizations, what concerns you most about the future of public service?

A: The challenge that concerns me most is attracting and developing the next generation of public servants.

Many young people are looking for careers that provide purpose, impact, flexibility, and opportunities for growth. Public service offers all of these. The challenge is ensuring that we tell that story effectively and create workplaces that meet the expectations of a new generation.

We need to modernize how we recruit talent, develop leaders, and communicate the value of public service. The mission hasn’t changed, but the way we reach people must.

Q: You’ve spent time recently speaking with students in Arizona State University’s Next Generation Service Corps. What gives you hope?

A: The students themselves.

There’s a narrative that younger generations have become cynical about government and public service. That’s not what I’ve seen.

Despite unrelenting headlines about workforce disruptions, political polarization, and declining trust in institutions, many of these students remain deeply committed to making a difference. They understand that governments endure, communities will always need capable leaders, and opportunities to serve will continue to emerge.

Their optimism gives me hope.

What struck me most was that they haven’t given up on public service. They simply want organizations that demonstrate purpose, authenticity, innovation, and impact.

Q: What should public institutions do differently to attract and retain talent?

A: We need to do a better job telling our story.

Young people want to know how their work contributes to something larger than themselves. They want meaningful work, opportunities for growth, and organizations that embrace innovation while remaining grounded in ethics and accountability. In many ways, those motivations are no different from what inspired people when I started my career.

We need to connect careers in government to the outcomes that matter most to communities and to the values that motivate people to serve. We need to do a better job telling the story of public service using the tools that reach the next generation.

Q: After a long career in public service, what core leadership principle has stayed with you the most?

A: One of the most important lessons I’ve carried with me throughout my career is a simple idea: people support what they help to create.

I first encountered that concept as an undergraduate at Arizona State University in a class taught by Neil Giuliano, who later became one of the most transformative mayors in Tempe’s history. Neil taught us that lasting change doesn’t happen when leaders simply announce decisions—it happens when people are invited into the process, their perspectives are heard, and they have a meaningful role in shaping the outcome.

I’ve found that principle to be true whether you’re leading a federal agency, serving on a local commission, managing a nonprofit organization, or teaching students. Inclusive decision-making doesn’t mean everyone gets their way, but it does mean people understand how decisions are made and feel their voices matter.

Some of the best ideas I’ve encountered have come from people closest to the work, not from the corner office.

Q: What advice would you give to early-career public servants who want to lead with integrity and impact?

A: First, remember that leadership is not about position—it’s about service.

Second, stay curious. The best leaders are lifelong learners. They seek different perspectives, ask thoughtful questions, and remain open to new ideas.

Finally, invest in relationships. Public service is a team sport. Your reputation for integrity, collaboration, and follow-through will often matter more than any title you hold.

If you focus on serving others, solving problems, and helping your colleagues succeed, you’ll be amazed by what a group of committed people can accomplish together.

Q: As we approach America’s 250th anniversary, what gives you the most hope about the future of public service?

A: Every generation inherits the responsibility of strengthening our Nation and preparing it for those who will follow.

My father served in World War II. He was part of what Tom Brokaw famously called the Greatest Generation—a generation that answered the call to service, defeated tyranny, and helped secure freedom for millions around the world. Their sacrifice and sense of duty always inspired me. Other generations in my lifetime carried that work forward—leading the civil rights movement, expanding opportunity, advancing equality, and continuing the unfinished work of building a more perfect union.

As we celebrate our nation’s 250th anniversary, I am reminded that America’s story has always been written by people willing to serve something larger than themselves. Every generation has faced challenges that seemed daunting in the moment, yet each has found leaders willing to step forward and answer the call.

The future of public service won’t be determined by legislation, budgets, or technology. It will be determined by whether talented people choose to serve—and whether we create institutions worthy of their commitment.

What gives me hope is the next generation.

I’ve spent time with students and emerging leaders across the country, and I see a generation that cares deeply about purpose, impact, and community. They want to solve problems, strengthen institutions, and make a difference in the lives of others. They may approach service differently than previous generations, but their commitment is real.

Our responsibility is not simply to prepare them for leadership. It is to invest in them, learn from them, and create pathways for them to contribute. We must build organizations that welcome their ideas, value their talents, and give them opportunities to lead.

I am optimistic because I believe the next generation is ready.

The question is whether we are ready for them—and whether we will leave the door open wide enough for them to walk through it.

Q:  The most rewarding part of your career? 

A: That’s actually an easy question.

Growing up in a modest family from a small Montana mining town, I could never have imagined the opportunities that public service would provide. I’ve had the privilege of serving in remarkable organizations, working on issues that matter, and contributing in ways that my younger self could never have envisioned.

But when I look back, the most rewarding part of my career isn’t a title, an award, or a position.

It’s the people.

When I think about my career, I don’t think first about the positions I’ve held. I think about the people who walked alongside me on the journey—the mentors who opened doors, the colleagues who became friends, the employees who taught me as much as I taught them, and the students who continue to inspire me. Every success I’ve had is, in many ways, a reflection of the people who invested in me, challenged me, and helped me grow.

Public service has allowed me to build friendships that span decades, work with incredible teams, and witness the best of what people can accomplish when they come together in service to others. 

And the good news is, I think I still have a few chapters left to write.

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Why I Serve: From Coal Country to Public Service

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When people think about public administration, they often think about government offices, regulations, budgets, and policies. While those are certainly important parts of the profession, my experience has taught me that public administration is ultimately about people. It is about ensuring that workers return home safely to their families, that communities remain strong, and that Government fulfills its responsibility to serve the public good.


I currently serve as a Mine Safety and Health Inspector with the Mine Safety and Health Administration (MSHA), an agency within the U.S. Department of Labor. MSHA’s mission is to prevent death, illness, and injury from mining and promote safe and healthful workplaces for America’s miners. Every inspection, investigation, health survey, and enforcement action supports that mission. The work often takes place far from public view, but its impact is measured in lives protected, injuries prevented, and families kept whole.


For me, this work is deeply personal.


I was raised in southern West Virginia, where coal mining is woven into the identity of our communities. Mining is more than an industry in Appalachia. It has shaped our towns, schools, churches, and families for generations. Many of us grew up knowing miners, working alongside miners, or having family members whose livelihoods depended on the mines.


My connection to mine safety began long before I ever became an inspector. My grandfather worked for MSHA and spent his career helping protect miners throughout the region. Growing up, I heard stories about inspections, accident prevention, and the responsibility that comes with ensuring workplace safety. I did not fully appreciate it at the time, but those conversations were my first introduction to public administration in action. My grandfather showed me that
Government could make a direct and meaningful difference in people’s lives. He demonstrated that public service was not simply a profession—it was a calling.


That legacy eventually inspired me to pursue a career with MSHA myself.


I entered federal service through the Pathways Program, which provides opportunities for students and recent graduates to begin careers in public service while developing the technical knowledge and practical experience necessary to succeed. The program allowed me to combine my academic background, interest in public policy, and commitment to worker safety into a career that directly serves the public.


A defining moment in that journey was attending the National Mine Health and Safety Academy in Beckley, West Virginia. Located just miles from where I grew up, the Academy serves as the central training facility for federal mine inspectors and mine safety professionals from across the nation. It is responsible for training the next generation of inspectors who will carry out the mission of the Mine Act, the Miner Act, and protect miners in every mining region of the country.

As a member of the Mine Training Technician Program, I spent months immersed in training that covered every aspect of mine safety and health for metal/nonmetal and coal mines. The Academy’s curriculum includes inspection procedures, accident prevention, investigations, industrial hygiene, emergency response planning, mine technology, and management techniques. Students train in simulated underground mines, specialized laboratories, and hands-on environments designed to prepare inspectors for real-world conditions.


The training was demanding, but it reinforced something important: mine safety is about far more than enforcing regulations. Effective inspectors must understand mining operations, recognize hazards, communicate effectively, and build credibility with miners and operators. The goal is not simply to identify violations. The goal is to prevent accidents before they occur.


Graduating from the National Mine Academy remains one of the proudest moments of my career. Standing alongside fellow graduates from across the country, I realized that we were joining a long tradition of public servants dedicated to one purpose: ensuring that every miner has the opportunity to return home safely at the end of the day. It was especially meaningful knowing that I was continuing a legacy that my grandfather had helped build decades earlier.


My commitment to mine safety was further shaped by one of the defining events in modern Appalachian history: the Upper Big Branch Mine disaster.


Like many people in southern West Virginia, I lived near the communities affected by the tragedy. On April 5, 2010, an explosion at the Upper Big Branch Mine claimed the lives of twenty-nine miners and became the deadliest U.S. coal mining disaster in nearly forty years. For people outside the region, it was a major news story. For those of us who lived here, it was deeply personal.


The effects of the disaster extended far beyond the mine itself. Families lost fathers, sons, brothers, and friends. Churches held memorial services. Schools supported grieving children. Entire communities mourned together. In southern West Virginia, it often seemed that everyone knew someone who was connected to Upper Big Branch.


The tragedy served as a painful reminder that behind every safety standard, every inspection, and every regulation is a human story. Safety requirements do not exist because someone decided to create more paperwork. They exist because previous generations paid a terrible price for lessons learned through injury, illness, and loss of life.


That lesson stays with me every time I enter the mine.


When I conduct an inspection today, I am not simply evaluating compliance with federal regulations. I am helping ensure that history does not repeat itself. Every citation issued, every hazard corrected, and every conversation about safety has the potential to prevent an injury or save a life.


One of the most meaningful aspects of my work is that success is often invisible.

When a hazard is corrected before an accident occurs, there is no headline. When equipment is repaired before it fails, no one outside the operation may ever know. When ventilation systems function properly, when miners receive appropriate training, or when health hazards are addressed before workers become sick, those successes rarely attract public attention.


Yet these preventative outcomes represent public administration at its very best.


The public often notices the government when something goes wrong. As public servants, however, much of our work is dedicated to ensuring that things do not go wrong in the first place. Whether it is a mine inspection, a public health program, an emergency management plan, or infrastructure maintenance, successful public administration often means preventing problems that never become visible to the public.


This perspective became even clearer during my graduate studies.


While serving with MSHA, I completed a Master of Public Administration at Marshall University. My studies exposed me to the broader field of public service and helped me understand how mine safety fits into the larger mission of government. Courses in public management, ethics, organizational leadership, budgeting, policy analysis, and governance reinforced what I was seeing in the field every day: effective government creates public value.


My education also strengthened my belief that public service requires both technical competence and human understanding. Data matters. Technology matters. Regulations matter. But none of those things are the mission themselves. They are tools that help us serve people more effectively.


That lesson has become increasingly important as Government enters an era defined by rapid technological change. I have a strong interest in emerging technologies, artificial intelligence, data analytics, and innovation in public administration. These tools have tremendous potential to improve decision-making, enhance safety, and increase government effectiveness. However, technology should never replace the fundamental human purpose of public service.


Whether using advanced analytics or conducting a mine inspection, the mission remains the same: protecting people and improving lives.


Outside of my federal service, I have continued to seek opportunities to contribute to the broader public service community. Through my involvement with the American Society for Public Administration, Young Government Leaders, and AFGE Local 3181, I have had the opportunity to connect with public servants from across the country who share a common commitment to service.


Recently, I was honored to be selected as the Local Y.O.U.N.G. Coordinator for AFGE Local 3181, helping engage the next generation of federal employees and public servants. The role focuses on leadership development, inclusion, mentorship, and ensuring that younger workers have opportunities to contribute their ideas and perspectives to the future of public service.

These experiences have reinforced something I have come to believe strongly: the future of public service depends on our ability to prepare the next generation of leaders while preserving the values that have guided previous generations.
If there is one lesson I would share with future public servants, it is this: never lose sight of the people behind the policy.


Every regulation affects a worker.


Every budget affects a family.


Every decision affects a community.


The best public servants understand both the technical and human dimensions of their work.


They pursue excellence in their profession while remaining grounded in empathy, integrity, and
service.


My journey—from growing up in the coalfields of southern West Virginia, to following in my grandfather’s footsteps at MSHA, to attending the National Mine Academy, earning an MPA, and serving miners across the region—has taught me that public administration is ultimately about stewardship.


We inherit institutions built by those who came before us. We learn from the successes and failures of the past. And we carry a responsibility to leave those institutions stronger than we found them.


That is why I serve.


I serve because every miner deserves to return home safely.


I serve because strong communities depend on effective public institutions.


I serve because public service can make a real difference in people’s lives.


And I serve because the lessons learned through generations of sacrifice, including tragedies like Upper Big Branch, must never be forgotten. Through vigilance, professionalism, and a commitment to service, we honor those lessons and help build a safer future for the communities we call home.

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Summary of the ASPA National Capital Area Chapter 2026 Annual Meeting

The 2026 Annual Meeting of the ASPA National Capital Area Chapter highlighted the importance of public service, innovation, leadership, and community engagement across all levels of government. Chapter President Whitney Meerhoffer opened the meeting by recognizing board members, longtime chapter leaders, new board members,
and volunteers whose dedication supports the chapter’s mission of connecting people to improve government and promote the value of public service.

Keynote Address: Mayor Emily Jabbour

The featured keynote speaker was Emily Jabbour, the newly elected mayor of Hoboken, New Jersey, and a former federal civil servant with 19 years of service at the Administration for Children and Families. Mayor Jabbour reflected on her transition from federal service to local government leadership, emphasizing that meaningful systems change can occur at every level of government—not just in Washington. She discussed how her experience as a federal performance officer shaped her commitment to data-driven decision-making, accountability, and communicating public value to citizens.

Mayor Jabbour highlighted several themes:

  • Performance and Accountability: Citizens want to understand how the government uses their tax dollars and what results are being achieved.
  • Innovation in Local Government: While local governments often lack the resources available at the federal level, innovation can be achieved through partnerships, technology, and learning from peers.
  • Technology and AI: AI and data analytics can improve government operations, though many essential public services will always require human involvement.
  • Community Engagement: Listening to residents through surveys, office hours, and public meetings helps reduce conflict and improve policy outcomes.
  • Public Service Leadership: Success depends on maintaining clarity of mission, building trusted networks of advisors, and remaining committed to public service values despite challenges and political pressures.
  • Mayor Jabbour also shared her personal journey into public service, which began through advocacy on gun violence prevention after witnessing an active shooter drill in her daughter’s preschool. Her involvement with Moms Demand Action eventually led to her election to the Hoboken City Council and later to the mayor’s office.

Chapter Service Award

The chapter recognized Paula Asdourian for over a decade of service to ASPA and nine years of leadership on the chapter board. Paula’s contributions included managing communications, newsletters, member engagement, and supporting chapter operations. President Meyerhoeffer praised her professionalism, dedication, and positive
impact on the organization.

Student Essay Contest Winners

Vice President Joshua Lier announced the winners of the chapter’s annual student essay contest, which received more than a dozen submissions on contemporary public administration issues. All their papers can be found on the NCAC Website.

Third Place:

Marcos Fabian – Language and Robots, Children Words, Adult Prompts, and the New Human Capital Explored language, generative AI, and implications for human capital inequality.

Second Place:

Lydia Woodley – The Storm Ends: Bureaucracy Begins: Rebuilding Recovery Around Social Equity Examined disaster recovery, social equity, and policy reforms.

First Place

Zara Casar – Rethinking the Role of Bureaucrats in Democratic Governance: The Case of Social Welfare Policy in the United States


Argued that modern bureaucrats play critical roles beyond implementation, serving as policy influencers, negotiators, entrepreneurs, and decision-makers. Her presentation highlighted the evolving relationship between democracy and bureaucracy and emphasized the need for accountability, transparency, and public value in contemporary governance.

State of the Chapter

In her State of the Chapter remarks, President Whitney Meyerhoeffer reflected on the value of public administration as a profession and the role ASPA NCAC plays in supporting practitioners, scholars, students, and public servants. She emphasized that public administration often works quietly behind the scenes but remains essential for implementing policy, delivering services, and maintaining public trust.

Looking ahead, the chapter plans to:

  • Expand programming focused on innovation, AI, and practical governance challenges.
  • Strengthen partnerships with organizations such as Young Government Leaders.
  • Continue hosting member-driven discussions through its popular “Drinks and Conversations” series.
  • Enhance chapter governance, sponsorship opportunities, and member engagement.
  • Foster collaboration among practitioners, academics, and students across all levels of government.

Overall Theme

The meeting underscored a common message echoed throughout the keynote, award presentations, student essays, and chapter updates: effective public service depends on mission-driven professionals who combine expertise, innovation, accountability, and community engagement to improve government and create public value. Whether at the federal, state, or local level, public administrators remain essential stewards of democratic governance and institutional trust.

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ASPA NCAC Honors Paula Acevedo for Outstanding Service and Leadership

The ASPA National Capital Area Chapter is proud to recognize Paula Acevedo for her outstanding service, leadership, and dedication to both the chapter and the public service profession.

Paula has been a member of ASPA for 11 years and served on the NCAC Board of Directors for nine years, from 2017 to 2026. During her tenure, she played a critical role in supporting the chapter’s communications and member engagement efforts, serving as Communications Chair, Newsletter Managing Editor, and website manager.

Throughout her years of service, Paula consistently demonstrated a commitment to excellence and a willingness to step forward wherever support was needed. Her contributions helped strengthen communication with members, enhance the chapter’s visibility, and ensure important chapter information remained accessible and engaging.

Beyond her volunteer leadership, Paula exemplifies the values of public service in her professional role as a Grants Management Specialist at the National Institute of Allergy and Infectious Diseases. During the unprecedented challenges of the COVID-19 pandemic, she continued to serve with dedication and professionalism while maintaining the positive, can-do attitude that colleagues and fellow board members have come to know and appreciate.

Paula’s leadership has been marked not only by her hard work and reliability, but also by her kindness, resilience, and unwavering commitment to supporting others. She has been a valued colleague, a trusted board member, and a role model for both public servants and ASPA members.

On behalf of the ASPA National Capital Area Chapter, we extend our sincere gratitude to Paula for her years of service and congratulate her on this well-deserved recognition.

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Marcos Fabian Wins Third Place in the 2026 Student Essay Contest

NCAC congratulates Marcos Fabian for winning Third Place of the National Capital Area Chapter’s (NCAC) 2026 Public Administration Student Essay Contest for the essay Language and Robots: Children Words, Adult Prompts, and the New Human Capital

Marcos Fabian is a PhD candidate at the University of Maryland’s School of Public Policy and, along with the distinction of winning the Chapter’s Essay Contest, will receive a cash award of $750 that we hope will go toward furthering your education and a three-year membership to the American Society for Public Administration.

Marcos joined us at our Chapter’s Annual Meeting on June 4.

A link to view the recording of the meeting will be posted when we have it.

Congratulations, Marcos, on winning Third Place for your essay in our Chapter’s 2026 Student Essay Contest!

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Lydia Woodley Wins Second Place in the 2026 Student Essay Contest

NCAC congratulates Lydia Woodley for winning Second Place of the National Capital Area Chapter’s (NCAC) 2026 Public Administration Student Essay Contest for the essay The Storm Ends, Bureaucracy Begins: Rebuilding Recovery Around Social Equity

Lydia Woodley is a master’s student at the Trachtenberg School of Public Policy and Public Administration at The George Washington University and, along with the distinction of winning the Chapter’s Essay Contest, will receive a cash award of $1,500 that we hope will go toward furthering your education and a three-year membership to the American Society for Public Administration.

Lydia joined us at our Chapter’s Annual Meeting on June 4.

A link to view the recording of the meeting will be posted when we have it.

Congratulations, Lydia, on winning Second Place for your essay in our Chapter’s 2026 Student Essay Contest!

Categories: Annual Conference, Essay Contest, Leadership, NCAC, Policy Tags: Tags: ,

Zara Qaiser Wins First Place in the 2026 Student Essay Contest

NCAC congratulates Zara Qaiser for winning First Place of the National Capital Area Chapter’s (NCAC) 2026 Public Administration Student Essay Contest for the essay Rethinking the Role of Bureaucrats in Democratic Governance: The Case of Social Welfare Policy in the United States.

Zara Qaiser is a Ph.D. Candidate at the Trachtenberg School of Public Policy and Public Administration at The George Washington University and, along with the distinction of winning the Chapter’s Essay Contest, will receive a cash award of $2,000 that we hope will go toward furthering your education and a three-year membership to the American Society for Public Administration.

Zara joined us at our Chapter’s Annual Meeting on June 4 to discuss the essay and express gratitude for being selected.

A link to view the recording of the meeting will be posted when we have it.

Congratulations, Zara, on winning First Place for your essay in our Chapter’s 2026 Student Essay Contest!

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Bringing AI to Main Street: What It Means for Communities and Public Service

Written by NCAC Board Member, Ryan Heimer

As artificial intelligence (AI) continues to reshape industries and institutions, its most profound impacts may not be felt in Silicon Valley or Washington, D.C., but on “Main Street”—in the cities, towns, and communities where public services are delivered and local economies thrive. A recent discussion led by Brenna Isman of the National Academy of Public Administration (click here to view the recording) offers a timely and grounded look at how AI is transforming public administration at the local level—and what it will take for communities to succeed. 

AI’s Promise—and Its Limits 

At the national level, projections suggest AI could significantly boost productivity and economic growth over the next decade. But as Isman emphasized, those gains are not guaranteed at the local level. Communities must take deliberate steps to ensure AI-driven benefits are equitably distributed and aligned with local needs. 

Rather than eliminating jobs outright, AI is more likely to reshape the nature of work—automating routine tasks while enabling workers to focus on higher-value responsibilities. However, this transition brings real risks, particularly for workers in roles susceptible to automation. The takeaway is clear: adaptation,not avoidance,is the path forward. 

Understanding the AI Ecosystem 

The report introduces a helpful framework for understanding how AI operates within communities. It identifies three key groups: 

  • Innovators, who develop AI technologies 
  • Implementers, who apply those technologies in real-world settings
  • Enablers, who provide the infrastructure, policy support, and resources needed to sustain AI systems 

No single group can drive success alone. Effective AI adoption depends on coordination across sectors, including government, private industry, academia, and civil society. 

What Makes a Community “AI-Ready”? 

  1. Strong Digital Infrastructure Reliable broadband, cloud computing capacity, and modern power grids are foundational. Without these, AI adoption simply cannot scale. From digital literacy to advanced technical training, communities must invest in reskilling and upskilling their workforce. Partnerships with universities, community colleges, and even public libraries are proving critical. 
  2. Workforce Development
  3. Open Data and Governance High-quality data is the fuel of AI. But as participants noted, “garbage in, garbage out” remains a real concern. Effective data governance, transparency, and privacy protections are essential to building trust and ensuring ethical use. 
  4. Community Engagement Perhaps most importantly, successful communities treat AI not as something done to them, but something developed with them. Town halls, surveys, and public forums help ensure that residents understand—and help shape—the role of AI in their lives. 

Opportunities and Tradeoffs 

Communities that are successfully integrating AI tend to share several core characteristics: AI is already improving service delivery in areas such as customer service, lending decisions, and municipal operations. Case examples highlighted uses ranging from AI-powered loan processing in Kansas City to automation in manufacturing and recycling in California.

But these benefits come with tradeoffs. One of the most debated issues is the rise of data centers, which are essential to AI infrastructure but raise concerns about energy consumption, water usage, and environmental impact. Some states are even considering moratoriums on new data center development as they weigh economic benefits against community costs. 

The Workforce Question 

A particularly striking insight from the research is that AI often delivers the greatest productivity gains for less experienced workers, helping close performance gaps. This underscores the importance of accessible training programs and inclusive workforce strategies. Encouragingly, communities of all sizes are finding creative ways to build capacity. Smaller towns, often in partnership with nearby universities, are offering training programs and leveraging free tools such as online learning platforms. The common thread is not size or wealth—but commitment and creativity.

Governance, Ethics, and Trust 

As AI adoption accelerates, questions of governance loom large. Who ensures systems are fair? Who audits algorithms? How do we prevent bias and protect privacy? 

Emerging policies—such as requirements for chatbots to disclose that they are AI—signal a growing recognition of these challenges. Still, many public organizations are only beginning to grapple with the need for robust governance frameworks, ethical guardrails, and accountability mechanisms. For public administrators, this represents both a challenge and an opportunity: to shape AI in a way that reflects the values of equity, transparency, and public service. 

A Call to Action 

The overarching message from the discussion is one of urgency balanced with responsibility: 

  • Start now—waiting increases the risk of falling behind 
  • Invest in foundations—infrastructure, workforce, and governance
  • Center equity—ensure all communities benefit, not just the most resourced
  • Collaborate widely—no single entity can do this alone 

For communities like those in Appalachia and across West Virginia, the stakes are especially high. AI presents an opportunity to overcome long-standing barriers in education, healthcare, and economic development—but only if implemented thoughtfully and inclusively. 

Looking Ahead 

AI is not a distant future—it is already reshaping how governments operate and how communities function. The question is not whether to engage with AI, but how to do so responsibly. As public servants, the task ahead is clear: to ensure that this powerful technology strengthens, not undermines, the trust, effectiveness, and humanity at the heart of public service.

Categories: NCAC, Public Administration Toolbox

Recap of Federal Employees to Be Honored at Community Coffee Event in Beckley

On April 18, 2026, Young Government Leaders (YGL) hosted a Federal Employee Appreciation Coffee Event at Chocolate Moose in Beckley, West Virginia. As part of YGL’s broader national initiative to recognize and uplift public servants, the event offered a space for connection, conversation, and community among federal employees in the region.


The event was organized and hosted by Ryan Heimer, a member of the American Society for Public Administration National Capital Area Chapter (NCAC), where he serves as Communications Officer. Demonstrating a strong commitment to public service and community engagement, Ryan led local coordination efforts, brought together key partners, and helped ensure that attendees had access not only to a welcoming environment, but also to meaningful resources.


Among those partners was Fayette Federal Credit Union, which supports federal employees across the region. Their involvement highlighted the importance of local institutions in sustaining and supporting the federal workforce, particularly in communities like Beckley. By connecting attendees with practical financial resources and services, the event extended beyond appreciation to tangible support.


While attendance was modest, the event underscored an important truth: meaningful engagement does not require a large crowd. The smaller setting created an environment where attendees could connect more personally by sharing stories from their careers, reflecting on the challenges facing today’s federal workforce, and reaffirming a shared commitment to public service.


A highlight of the event was the participation of the American Federation of Government Employees (AFGE) Women’s and Fair Practices Department. Their presence brought added depth to the gathering by providing valuable resources and information focused on workplace equity, employee rights, and support systems available to federal workers. Their engagement complemented YGL’s mission by ensuring attendees left not only feeling appreciated, but also better informed and supported.


Throughout the morning, conversations touched on professional development, navigating change within federal service, and the importance of building strong networks—particularly in smaller communities like Beckley. Events like this reinforce that public service is not just about the work itself, but about the people who carry it forward every day.


The Beckley coffee event reflects YGL’s and AFGE’s continued commitment to reaching federal employees where they are, from across agencies, regions, and roles. Through leadership, partnership, and intentional outreach, even small gatherings can create lasting impact. YGL is helping to strengthen the fabric of public service—one conversation, one connection, and one community at a time.

Categories: Event, Latest News, NCAC

New and Returning Board Members Bring Deep Public Service Experience and Fresh Energy

The chapter’s board includes a strong mix of nonprofit leadership, long-term federal service, local government expertise, higher education, and organizational development. Creating a well-rounded team focused on stability, growth, and member value in the year ahead.

Whitney Meyerhoeffer works in the nonprofit sector and is especially focused on helping the chapter strengthen sustainable governance. Her priority is building durable practices that support continuity and long-term effectiveness.

Connie Berhane brings three decades of federal government experience. She is committed to supporting membership growth and closely monitoring participation trends over the upcoming year to ensure the chapter remains strong in key membership areas.

Judy England-Joseph has served as a federal employee since 1975, retiring from U.S. Government Accountability Office and continuing her work today by helping organizations improve employee engagement. She is interested in supporting chapter programming and contributing her experience to strengthen member-facing activities.

Dale Jones, serves as the immediate past president and brings a diverse background spanning the United States Air Force, higher education, and executive coaching. His focus is on ensuring smooth leadership transitions, supporting the new president and board, and helping sustain ongoing work already in progress.

Keesha Gill works in human services with Fairfax County Government. She plans to provide operational support to the board, particularly through organizing administrative processes and maintaining board files to keep the chapter’s work efficient and well-documented.

Joshua Lanier has more than 15 years of federal government experience and currently works with the United States Secret Service in a congressional committee context. He supports the board’s essay contest and brings a creative side as someone who enjoys photography and beach travel.

Dennis McBride, teaches at Georgetown University and has a background in behavioral neuroscience and experimental psychology. He is interested in helping the board with strategy and long-range thinking.

Hao Sun is a tenure-track assistant professor at Gallaudet University, where he teaches economics, business, finance, and public policy. His research focuses on public finance, international economic development, and comparative public policy, with work examining budgeting, fiscal institutions, and sustainable economic governance. As a newer member of the board, he is interested in strengthening connections between academic research and the public service community while expanding opportunities for student and early-career engagement.

Katherine McKinney recently began a new role with Washington State Government, where she is establishing a project management office. She is eager to support programming and membership efforts, with a special focus on ensuring members feel welcomed, valued, and connected.

Steven Putansu is a public servant at the US Government Accountability Office (GAO), a professorial lecturer at American University, an author, and a public management scholar. He tries to find connections between research and practice, and across academic fields and disciplines, to advocate for thoughtful development and use of policy knowledge in government decisions.

Ryan Heimer earned an MPA last year and works in the coalfields supporting the health and safety of coal miners. He is interested in contributing through chapter communications—especially by helping with the newsletter and assisting with written comments and advocacy-oriented writing when needed.

Allen Lomax has served on the NCAC Board since 2013, when he was appointed by ASPA National’s Board of Directors to help revitalize the chapter. His work with the City of Alexandria has helped inform chapter discussions on key issues such as affordable housing and the opioid crisis, while also bringing valuable intergovernmental perspectives to NCAC programming.

Together, this group blends experience and enthusiasm. Strengthening the chapter’s leadership capacity, supporting effective transitions, and expanding the board’s ability to deliver meaningful programs and a welcoming member experience.

Categories: Leadership, NCAC