19 quotes found
"Just as the Jews did after the Holocaust, never again will be allow this many murders in the streets of Washington, D.C. Never again."
"Outside of the killings, D.C. has one of the lowest crime rates in the country."
"Bitch set me up... I shouldn't have come up here... goddamn bitch."
"They made all this up to justify questioning me. It's all made up. I don't know what happened. Whatever they say was all made up."
"There is a sort of an unwritten code in Washington, among the underworld and the hustlers and these other guys that I am their friend."
"We’ve got to do something about these Asians coming in, opening up businesses, those dirty shops. They ought to go. I’ll just say that right now, you know. But we need African American businesspeople to be able to take their places, too."
"The Irish caught hell, the Jews caught hell, the Polacks caught hell. We want Ward 8 to be the model of diversity."
"the mayor of Toronto, Rob Ford...The guy used crack cocaine, and he did his job. Despite what you think of him and his politics, but he came to work every day. He did his job. The same is true even of Marion Barry. He came to work every day, did his job. In fact, he did his job so well, so the people of D.C. thought, that they voted for him even after he was convicted for using crack. But that’s the majority of crack cocaine users. Just like any other drug, most of the people who use these drugs do so without a problem."
"In 1789, for the first time, at least in modern history and in the western world, there was set up an executive who was at one and the same time the chief of state, the leader of the legislature, the leader of a political party, the commander in chief of the military forces of the nation, and toe executive manager of the government."
"Public Administration, in my opinion, is one of the most important things in the world; but it has little sex appeal."
"As the honeymoon draws to its inevitable end, we no longer expect the President completely to fulfill our notion of what the symbol of the nation should be, but by the same token we tend to emphasize and insist upon our expectations that he will do for us certain things."
"I am going to give you for what it may be worth what I think are some of the qualifications a public administrator should have. I have tried to think of it in terms of personality, of training, of experience, and in none of those terms have I been able to discover what to me is a satisfactory answer. And no doubt the one thing that does satisfy my searching is susceptible of being termed as an oversimplification, but as I have looked about for administrators over a quarter of a century, I think I have discovered one thing that characterizes those that have been successful in many administrative positions of different types. It characterizes those that have been successful so far as their administrative work is concerned in the position of Presidents of the United States and Governors of states and Mayors of cities. It characterizes equally those that have been successful as the head of a finance department, the head of a unit of the health department, the head of a minor division in the police department, and the foreman of a garbage collecting gang. That is, to be a successful administrator one must have a catholic curiosity."
"The successful public administrator is curious about everything. Perhaps you don't see just why it is that a public administrator should go about continually asking questions of everything and everybody about him. Well, let us take one functional phase of public administration in a municipal government."
"And what (else} did we discover? We discovered that it was exceedingly profitable to get garbage from large parts of the town; that garbage was rich in grease and in sugar. And we took it to the reduction plant and we turned that grease into a very acceptable and delightful non-odorous product which you a little later bought in the form of soap."
"Administrative efficiency is not merely a matter of paper clips, time clocks, and standardized economies of motion. These are but minor gadgets. Real efficiency goes much deeper down. It must be built into the structure of a government just as it is built into a piece of machinery. Fortunately the foundations of effective management in public affairs, no less than in private, are well known. They have emerged universally wherever men have worked together for some common purpose, whether through the state, the church, the private association, or the commercial enterprise. They have been written into constitutions, charters, and articles of incorporation, and exist as habits of work in the daily life of all organized peoples. Stated in simple terms these canons of efficiency require the establishment of a responsible and effective chief executive as the center of energy, direction, and administrative management."
"The preservation of the principle of the full accountability of the Executive to the Congress is an essential part of our republican system. In actual practice the effectiveness of this accountability is often obstructed and obscured, and sometimes is defeated by the processes of diffusion, processes which are at work, not only in the Executive Branch but in the Congress itself."
"We have called attention to this difficulty with respect to fiscal accountability. We hold that once the Congress has made an appropriation, an appropriation which it is free to withhold, the responsibility for the administration of the expenditures under that appropriation is and should be solely upon the Executive. The Executive then should be held to account through an independent audit made by an independent auditor who will report promptly to the Congress his criticisms and exceptions of the actions of the Executive."
"They [the association directors] worked together in such bodies as the Board of Directors of the Public Administration Service. They worked together well in smaller groups when matters came up of common interest. But I was always careful, extremely careful, not to attempt to bind them together in any way as a corporate body, and I was meticulous in observing their utter independence."
"Brownlow was instrumental in channeling foundation money for research in public affairs. His widespread contacts and conciliatory manner made him an invaluable liaison not only among opposing professional factions but between governmental officials and members of the public service. A clear indication of his talent as a mediator at conferences is revealed in a discussion of a housing conclave which he chaired.. All of these qualities made Brownlow an important figure in the first administration of President Franklin D. Roosevelt. With the expansion of government in order to meet the crisis of the depression, Brownlow was consulted on a number of appointments, as well as with respect to the institutionalization of the prolific bureaus. The culmination of this activity was his selection by President Roosevelt to head the President's Committee on Administrative Management in order to recognize the executive branch of the federal government."