Jump to:Page Content
Graduate School: Harvard Kennedy School, University of Virginia School of Business
Entering the Rappaport Fellowship this summer after spending my professional life in the Army, both at home and abroad, I did not have a clear vision of what public service looked like on a day-to-day basis within city government. I had operated in a large bureaucracy before, but it was one that was fast-paced with objectives changing from month to month. In City Hall, I saw that the environment is similar but also different. It is similar in that the real work is done in small teams of people with the guidance from the a single leader, and that there are often various needs that can serve as the "emergency of the day" and may pull you from work towards a long-term vision. I saw that City Hall is different in the way that it must be 100% responsive to a constituency who will stop in to discuss an issue face-to-face. There are many issues that can’t simply be put aside. Because of this, I found that City Hall can be a demanding environment that offers fulfilling work. I also learned the great extent to which City Hall relies on outside organizations to create public good, such as in the creation of Camp HarborView, which would not have come to fruition without critical private support, and which provides a very significant service for at-risk youth in Boston.