Paid Internship - PSEG Institute for Sustainability Studies

Who: PSEG Institute for Sustainability Studies

What: Thank you for your interest in the PSEG Institute for Sustainability Studies (PSEG ISS) Green Teams Program. PSEG ISS Green Teams are transdisciplinary teams of students who serve corporations, organizations, non-profits, municipalities, and community groups to address substantial sustainability issues. The PSEG ISS Green Teams Program is a multi-institutional internship program targeted to undergraduates from any discipline who are interested in Sustainability. Teams of 5 students are constructed from the pool of exceptional applicants coming from many different disciplines and multiple institutions, and whose backgrounds match those required to achieve deliverables requested by the hosting organizations. PSEG ISS provides training throughout the course of the program in core sustainability subjects, hands-on experience with sustainability skills, guidance in professional development and communication, and team building.

The program runs from June 1– August 5, 2021. Keeping in mind the safety of all, the program in 2021 may operate 100% virtually (as in 2020), 100% in person (as in 2016-2019), or some combination of these modalities for a hybrid virtual/in-person, depending on the progression and control of coronavirus spread. We will be following the guidance of The State of New Jersey. In this application, we ask your preference.

For more information and to see the projects of the past Green Teams please visit montclair.edu/iss. Apply here by January 28.

Internship - Chicago Federal Executive Board & Government College Relations Council

Who: Chicago Federal Executive Board & Government College Relations Council

What: DO YOU HAVE...

A Passion for Public Service

A Desire to Create Change

An Interest in Local and Regional Issues

Innovative Problem-Solving Skills

The Chicago FEB is looking for students enrolled in the 2020-2021 school year who can bring a unique perspective to the federal government. An internship with the Chicago FEB and Government College Relations Council will provide a specialized collaborative experience across 50+ federal agencies. Projects may also include state and local governments, the private sector, non-profits, and the education community.

Send resume with expected graduation date, a cover letter detailing your interest in public service, and three references to chicagofeb@gsa.gov by Friday, January 29, 2021.

Incomplete packages will not be accepted.

Internship is open to U.S. Citizens | Available for 9-12 month appointment | Stipend Eligible

Graduate Internship - Legislative Analyst's Office of California

Who: Legislative Analyst's Office of California

What: The Legislative Analyst’s Office (LAO) provides nonpartisan fiscal and policy analysis to the California Legislature. The primary activities of the LAO are to:

1. Assist the Legislature in all aspects of the budget process through its analytical and oversight activities.
2. Respond to legislative requests for information about and analysis of the state’s budget and programs.
3. Conduct independent studies and produce self-generated reports on topics of importance to the state.
   

WHAT YOU WILL DO

Interns apply the analytical techniques learned in their graduate programs to a practical issue facing the State of California.

QUALIFICATIONS

The LAO internship program is a rigorous analytical experience open to individuals who:

1. Have completed the first year of a two-year graduate program that includes curriculum that is both quantitative and policy based. 
2. Are interested in becoming a full-time fiscal and policy analyst at the LAO after graduation.
   

MORE INFORMATION

Please visit our website, www.lao.ca.gov/careers, to: 

• Sign up to attend a virtual recruitment panel presentation featuring analysts from our office.
• Find opportunities to attend informal “office hours” and have your questions answered. 
• See detailed instructions for submitting an application.
  

Applications due: February 12, 2021

Program length: 12 weeks

Positions available: 3-4

Compensation: $3,200 per month

GIS intern - Metropolitan Planning Council

Who: Metropolitan Planning Council

What: Metropolitan Planning Council (MPC) is looking for an intern with GIS skills to help work on a dataset of parcel-based projects for conducting outreach. Below you may find a brief description of tasks to be performed. Knowledge or experience about Python scripts or data query would be a plus but optional. This is an unpaid position, although resources might become available as the project progresses. We do have a great network at MPC; several of our MUPP alumni are affiliated with or currently working at MPC. If you are interested, please send me a copy of your resume and some GIS work samples. If you would like to use this experience to fulfil your internship requirements and register for UPP590 this spring, I would suggest you respond to me indicating your interest asap.

To be successful, it's important to be able to quickly run basic analysis (e.g identify clusters, proximity to rivers or water bodies, etc), and conduct visual assessment of project aerials for landscape character (e.g. does it look maintained? Is there Green Infrastructure or other stormwater assets on-site?). The outcome would be a map-based dataset that MPC staff will run queries of a basic set of characteristics, and can use to update fields in the dataset.

 

Contact Ning Ai for more information.

Management Fellow - City of Wichita

Who: City of Wichita

What: The Public Management Fellowship program allows current or recently graduated Master of Public Administration, Public Policy, or a related field student the opportunity to gain valuable career-related experience in virtually all areas of municipal operations. Fellows will be involved in research, analytical work and managing special projects. Management Fellows perform their work in the City Manager's Office and are offered opportunities to work with various government departments. Public Management Fellow positions are for a 12-month period. Fellows are eligible for City health and dental insurance, holiday pay and Sick Leave (not subject to the six-month probationary rule). Professional leave associated with their academic program is also available.

For additional information please visit: https://wichita.gov/CMO/Fellowship/Pages/default.aspx

Examples of Work Performed

• Assists the City Manager's Office in researching high-level current issues.
• Acts as a liaison between the City and the community at City events.
• Attends meetings on behalf of or in conjunction with management.
• Plans and coordinates various meetings and conferences.
• Attends conferences and seminars that develop skill and knowledge.
• Participates in developing the City budget and Capital Improvement Program.
• Reviews, updates and implements operations policies and procedures.
• Assists in employee conflict remediation, Accident Review Board, and other employee-related issues.
• Conducts financial studies, and develops and presents recommendations.
• Develops portions of financial reports.
• Completion of work assignments may require operation of a vehicle.
• Reports directly to the City Manager and Assistant City Manager.
• Meets weekly with the City Manager regarding assignment status and workload.
• These examples are not intended to be all-inclusive.
• Other related duties may be assigned as needed.
  

 

Requirements of Work

• Knowledge obtained from academic study and/or experience of the principles and practices of Public Management.
• Knowledge of the functions, practices and principles of information processing, analysis and management.
• Knowledge of the principles and practices of financial and management analysis.
• Ability to use a computer to access, interpret and record information, including developing spreadsheets involving basic mathematical and statistical operations.
• Ability to work with the four functions of mathematics.
• Ability to research, analyze, summarize and report findings.
• Ability to develop and maintain effective working relationships with associates, representatives of other organizations, and the public.
• Ability to communicate clearly and effectively, both orally and in writing.
• May require ability to acquire and maintain a valid Kansas Driver's License.
• An employee will not pose a direct threat to the health or safety of other individuals in the workplace.

 

Required Experience and Training

Applicants must be nearly completed in coursework toward a Master of Public Administration degree.

 ALL APPLICATIONS MUST INCLUDE:

• A cover letter stating interest and intent attached to the application under the attachments section
• A current resume including education, universities attended, degree awarded and completion dates attached to the application under the attachments section
• Scanned or an electronic copy of your undergraduate and graduate transcripts
• Three references with daytime phone numbers and email addresses
•  LGMF Management CaseStudy Assessment attached to the application under the attachments section

 

LGMF Management Case Study

Assignment: In no more than 900 words (about three (3) double-spaced pages), developed an approach that is analytical and inclusive that recognizes the explosive political climate.  Be sure to proofread and eliminate or correct any special characters that may be generated when you paste in your assignment.
 
 NOTICE: This is a professional assessment case study; it is an assessment of your professional management ideas not an academic paper, and may not be reviewed by a professor, writing center, peer or other individual or group.  No outside resources may be used or consulted.
Transit was a long-time responsibility of the local government.  The jurisdiction of some 100,000 residents was free-standing and full-service and was located about an hour from a metro area.  The jurisdiction owned and operated the bare bones transit system.  Financially, it was losing money consistently.  Recently, a newly elected member of the governing body had taken office, pledging to the voters that she would run a tight ship and that all "sacred cows" would be scrutinized in an effort to save tax dollars.  She replaced a member of the governing body who had supported transit, and now a bare majority, including the chair, was known as fiscally conservative even though the chair could go either way (the chair is a voting member of the governing body). 
At budget time, the new member requested detailed information about the transit operation.  The staff gave her a lot of information, but she clearly was most interested in whether the transit operation was making or losing money.  It was losing money.  No doubt.  She asked whether it was appropriate for the county to be running transit when there were potential private providers.  "We could be using this money to fund a fleet of taxis at half the cost," she claimed during a study session.  There were nods of approval from a group attending the study session as observers.
The issue began to attract a lot of attention, including letters to the editor and the threat of a packed house during the budget hearing.  People were split on the issue, but the most active citizens were those who favored the status quo. 
The challenge was that too many of the transit users could not afford the true cost of their transportation.  Under the present arrangement, the jurisdiction had no choice but to subsidize the financial losses.  Further, slowly but surely there was a steady influx of new residents, taking service industry jobs, who were dependent on public transit.  There was no foreseeable end to the financial loses given the economic profile of the transit users.
The chief administrative officer presented a staff report that examined two options.  The first would seek a contract with a private provider.  He did not include the taxi option believing that a majority of the governing body was not in favor of it. The second option would sell the transit operation outright. 
Critics of the proposals contended that it was unfair to show this kind of "callous disregard" for those least able to come to their own defense.  "What will happen to these people?"  "They will not be able to afford the cost of transit." But the financial facts could not be denied, and voters were not in a sympathetic mood, according to the majority of the commission.
A further concern was with what would happen to the transit employees-which included many minority workers.  Considered public employees, they had benefits that would not be matched if transit was privatized in some fashion.  Their spokesperson, a respected member of the clergy, pointed out that "some are long-time, dedicated public employees."  "Don't these employees deserve to be treated better?"
An editorial in the newspaper criticized the local government for failing to protect tax dollars.  "The voters have spoken!" was the headline to the editorial.  A few days later, a racially diverse coalition of respected clergy, responded with a strong letter raising an equity issue and arguing that the governing body's decision would speak loudly to the minority community.
When the transit budget came up for review and public comment, the room was packed.  There were placards in the back of the room blasting the governing body.  There also was a grim faced group of citizens who had previously accused the jurisdiction of wasting money.  Everyone knew it was going to be a tough evening.
At the end of the meeting it was clear that no decision would be made.  The council was divided, citizens were divided, and the staff was exasperated.  A majority of the governing body agreed that a "cooling off period" was needed.  They would revisit the issue in two months, which still would give plenty of time to approve the budget.  There were groans from all parties except several members of the governing body who were glad for the breathing room.  To his credit, the chair announced "We are going to use this period to revisit the issue.  We will try to develop a proposal during this time that is the result of an analytical and yet inclusive approach. And, if we need more than the six weeks, so be it.  This issue is not going to go away."