Focus areas: Big data, sustainability

William B. Eimicke is Professor of Practice in International and Public Affairs and the founding director of the Picker Center for Executive Education of Columbia University's School of International and Public Affairs. The Picker Center runs the School's Executive MPA program (EMPA), SIPA's audio-visual case study program, and the school's executive training programs. Eimicke teaches courses in management, cross sector partnerships, applied policy analysis, and innovation. He also teaches at Peking University and the Universidad Externado de Colombia.

Through the Picker Center, Eimicke has helped create and has directed a number of major executive training programs including the Brazil Mayors program, Hong Kong Civil Service Advanced Leadership Program, and a wide range of customized programs for public and private organizations in USA, China, Northern Ireland, South Africa, Singapore, UNDP, Saudi Arabia, Malaysia, and Colombia. Since 2013, the Picker Center has created 10 short documentary film cases with companion written cases covering cross sector partnerships and program innovation in New York City, Brazil, India, Ghana, Afghanistan, Rwanda and the Republic of Congo with new student-initiated cases under development in Peru and Costa Rica.

Professor Eimicke also serves on the Advisory Board of Central Park Conservancy's Institute for Urban Parks which helps urban parks across NYC, around the USA and throughout the world improve their quality, accessibility and financial stability, often through cross-sector partnerships. He is also the co-author (with fellow SIPA faculty member Howard W. Buffett) of Social Value Investing-A Management Framework for Effective Partnerships (Columbia University Press 2018).

He served as FDNY Deputy Fire Commissioner for Strategic Planning and Policy (2007-10) under Mayor Michael Bloomberg where he led numerous innovations to reduce response time to fires, establish a computerized risk-based inspection program, and provide advanced management training for senior Fire and EMS officers (FOMI). The FDNY Officers Management Institute (FOMI) was designated as a Top 50 Innovations in American Government for 2008 and 2009 by the Harvard Kennedy School of Government.

Eimicke previously served as housing "czar" of New York State under the late Governor Mario Cuomo, helping to create and launch the massive Housing New York program, producing over 200,000 units of rehabilitated and new affordable apartments over 15 years.  He also worked on the housing team of Vice President Al Gore's National Performance Review and has worked affordable housing policy and projects across the United States. As New York Governor Cuomo's deputy secretary for policy and programs, he represented the governor on all matters concerning housing, community and economic development and sports. Eimicke also served on the transition teams for NYS Attorney General-elect Andrew Cuomo and NYC Mayor-elect Giuliani, and as an advisor to former Indianapolis Mayor Stephen Goldsmith.

In 2008, he was named to the Irish Voice newspaper's inaugural Irish Education 100, a listing of leading figures in education across North America. Eimicke holds a BA, MPA and PhD from the Maxwell School of Syracuse University. He previously taught at Syracuse University, Indiana University, Russell Sage College, the State University of New York at Albany, and Baruch College of the City University of New York.

 

Research & Publications

May 2018|Columbia University Press|William B. Eimicke, Howard W. Buffett

Social Value Investing presents a new way to approach some of society’s most difficult and intractable challenges. Although many of our world’s problems may seem too great and too complex to solve — inequality, climate change, affordable housing, corruption, healthcare, food insecurity — solutions to these challenges do exist, and will be found through new partnerships bringing together leaders from the public, private, and philanthropic sectors.

In their new book, Howard W. Buffett and William B. Eimicke present a five-point management framework for developing and measuring the success of such partnerships. Inspired by value investing — one of history’s most successful investment paradigms — this framework provides tools to maximize collaborative efficiency and positive social impact, so that major public programs can deliver innovative, inclusive, and long-lasting solutions. It also offers practical insights for any private sector CEO, public sector administrator, or nonprofit manager hoping to build successful cross-sector collaborations.

Social Value Investing tells the compelling stories of cross-sector partnerships from around the world — Central Park and the High Line in New York City, community-led economic development in Afghanistan, and improved public services in cities across Brazil. Drawing on lessons and observations from a broad selections of collaborations, this book combines real life stories with detailed analysis, resulting in a blueprint for effective, sustainable partnerships that serve the public interest. Readers also gain access to original, academic case material and professionally produced video documentaries for every major partnerships profiled — bringing to life the people and stories in a way that few other business or management books have done.

March 2017|TheHill|William B. Eimicke, Alison Miller
March 2017|Manhattan Institute |William B. Eimicke, Steven Cohen, Alison Miller
October 2009|Journal of Public Administration Research and Theory|William B. Eimicke
November 2008|Jossey-Bass|Steven Cohen, William B. Eimicke, Tanya Heikkila

Since it was first published more than twenty years ago, The Effective Public Manager has become the classic resource for public administrators and students. The fourth edition of groundbreaking work synthesizes the current thinking in the field and presents practical lessons and tools in a highly accessible format. Focused on helping real-world managers and managers-to-be meet the demands of their jobs head-on rather than working around the constraints of government, this book offers a fresh approach to implementing effective management tools in a dynamic political, organizational, economic, and technological context.

November 2008|Georgetown University Press|Steven Cohen, William B. Eimicke

Contract management is a critical skill for all contemporary public managers. As more government duties are contracted out, managers must learn to coordinate and measure the performance of private contractors, and to write contract requirements and elicit bids that obtain important services and products at the best possible price and quality. They must also learn to work in teams that include both public and private sector partners.

The Responsible Contract Manager delves into the issues of how to ensure that the work done by private sector contractors serves the public interest and argues for the necessity of making these organizations act as extensions of the public sector while maintaining their private character. Government contract managers have a unique burden because they must develop practices that ensure the production advantages of networked organizations and the transparency and accountability required of the public sector.

The Responsible Contract Manager fills a major gap in public management literature by providing a clear and practical introduction to the best practices of contract management and also includes a discussion of public ethics, governance and representation theory. It is an essential guide for all public management scholars and is especially useful for students in MPA graduate programs and related fields.

November 2008|Public Integrity|William B. Eimicke

As attorney general for the State of New York, Eliot Spitzer went after Wall Street’s masters of the universe, air-polluting power plants, gun manufacturers, and organized crime. His relentless efforts earned him such accolades as “Crusader of the Year,” “Sheriff of Wall Street,” and “The Enforcer.” Spitzer used his exemplary record as attorney general to win the 2006 race for governor by a record margin. His fourteen month tenure as governor was marked by confl ict, failure, allegations of abuse of office, and lying. On March 12, 2008, Spitzer resigned in the face of an investigation into his involvement with high-priced prostitutes. This article examines how someone once viewed as an ethical exemplar could fall so far in so short a time and considers what those who attempt to assess exemplars can learn from this case.

October 2008|Public Integrity|William B. Eimicke
November 2002|Jossey-Bass|William B. Eimicke, Steven Cohen

Since it was first published more than a decade ago, The Effective Public Manager has become the standard manual for public administrators and students. This practical provides core concepts to help real-world managers and mangers-to-be meet the demands of their jobs head on rather than work around the constraints of government and gives them the tools to shape events rather than be shaped by them. This thoroughly revised third edition

  • Presents an updated and detailed examination of management innovation
  • Examines the centrality of government in an era of global communication and transportation, economic interdependence, and the threat of global terrorism
  • Contains information on the opportunities and challenges of managing public policy from and with private and nonprofit organizations
November 1998|Jossey-Bass|William B. Eimicke, Steven Cohen

While many books hype the latest fad, here at last (!) is a ?realist's' toolbox designed for public administrators who need to know the costs as well as the benefits of managerial theories and technologies.
-- Mel Dubnick, Department of Public Administration at Rutgers University and former Managing Editor of the Public Administration Review

Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.

This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.

The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.

November 1998|Jossey-Bass|William B. Eimicke

Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.

This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.

The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.

November 1998|Jossey-Bass|Steven Cohen, William B. Eimicke

Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.

This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.

The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.

November 1995|Jossey-Bass|Steven Cohen, William B. Eimicke

This updated and expanded edition shows managers how to meet the new challenges of public management head-on rather than simply working around the constraints of government. New information includes the response to the crisis in management as reflected in ideas and recommAndations generated from the Volcker, Winter, and Gore commission reports; the effectiveness of the reinvention and reengineering movements in public management; applying hands-on, real-world tested total quality management techniques to the public sector; and much more. Will benefit both public management practitioners and students of public administration and management.

November 1995|Jossey-Bass|Steven Cohen, William B. Eimicke

This updated and expanded edition shows managers how to meet the new challenges of public management head-on rather than simply working around the constraints of government. New information includes the response to the crisis in management as reflected in ideas and recommAndations generated from the Volcker, Winter, and Gore commission reports; the effectiveness of the reinvention and reengineering movements in public management; applying hands-on, real-world tested total quality management techniques to the public sector; and much more. Will benefit both public management practitioners and students of public administration and management.

November 1974|Sage Publications|William B. Eimicke