The issue of faculty sexual misconduct is pervasive within academia, and more specifically, our public affairs graduate programs. At least 13% of women in academia experience sexual harassment by a faculty member. For too long, we have relied upon an underground network of individuals who work behind the scenes to protect our students. In this statement to the discipline of public affairs, we call out the institutional designs that permit complicity. An unbalanced student-professor power dynamic, exploited student vulnerabilities, and a lack of effective checks and balances nurture an environment that lets misconduct proliferate. Perpetrators are shielded by institutional protections and loopholes designed to protect universities from liability. In this call to action, we employ the social ecological framework to define achievable steps for confronting sexual misconduct at all levels of our academic system. Finally, we unequivocally demand action, now.

The United States places great emphasis on the public administration–politics dichotomy, but what happens to public management when the dichotomy breaks down? The authors critically evaluate the public management frameworks, New Public Management and New Public Governance, in the context of two major public management failures: the U.S. State of Illinois Budget Impasse during 2015–2017 and the COVID-19 Pandemic. A definition of public management failure is proffered, and both public management frameworks are found to have polarized and opposing views on whether process or outcome should have priority in crisis. We question whether the two major seminal theories in our field are still generalizable when their assumptions about the dichotomy and political neutrality are challenged in times of crises. The polarized perspectives were found to contribute to the public management failures. Ultimately, both frameworks were found to minimize the political influences that public administration and public management operate under, leaving a need for a more holistic and realistic framework.

The lens of administration burden is used to examine the behavior of nonprofit organizations when managing regulations attached to public funding and public policy implementation. Interviews with leaders of nonprofit domestic violence advocacy organizations dependent on public funding streams were qualitatively content analyzed to answer three questions. How do nonprofit managers respond to burdensome bureaucratic reporting measures when they are at odds? How do they determine when to comply and when compliance is not possible? What is the outcome for service recipients? The authors find that these nonprofit organizations simultaneously implement multiple public policies while absorbing the accountability costs. They do this to shield their clients from the laborious task of obtaining a spectrum of services across public systems.

Social entrepreneurship uses a radically innovative way to address social problems, with sustainable financing and a scale that can be expanded for broader social impact. Social entrepreneurship courses have a growing presence in U. S. public affairs programs, but the content of these courses has not yet been mapped. For this paper, we reviewed 16 syllabi from courses taught in U. S. schools of public affairs and administration, largely from schools ranked in the top 30 nationwide in 2012 by U. S. News & World Report. We identified patterns in program approaches, course content, and evaluation methods in order to offer information to others who may be teaching these classes now or in the near future. We conclude that the confluence of values, skills, and knowledge offered by public affairs programs is highly relevant to students who endeavor to be social entrepreneurs or intrapreneurs at any level of government or nonprofit organization.

Nonprofits are slow adopters of new social media platforms, yet many have joined TikTok. Successful microvlogging on sites like TikTok, Instagram, and SnapChat requires different types of engagement than microblogging on sites like Facebook and Twitter. The authors conduct a mixed‐method social media analysis to answer three questions: Do microvlogs support traditional social media functions? How are nonprofits engaging with stakeholders through microvlogging? Which function in the hierarchy of engagement framework best engages stakeholders? The authors qualitatively coded 1160 microvlogs on TikTok from 58 nonprofits. The qualitative dataset was merged with TikTok metadata to capture quantitative measures of user engagement. Findings indicate nonprofits employ community‐building strategies more than information‐sharing and action strategies. Users engage more often with the nonprofits' community‐building microvlogs. The authors conclude that nonprofits adapt their strategy to more effectively engage stakeholders when microvlogging, which suggests there may be a “new hierarchy” of engagement for microvlogging platforms.