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AICP-Leadership, Adm
| Question | Answer |
|---|---|
| What does parochialism (pəˈrōkēəlˌizəm) mean? | a limited or narrow outlook, especially focused on a local area; narrow-mindedness. |
| What are the signs of a successful partnership? | allows you to recognize your own weaknesses, and draw on a partner’s strengths. Partners must value trust . Collaboration begins with mutual understanding and respect and collaboration be more important than competition. |
| What is collective impact? | putting aside self-interests and collaborating to build a new civic infrastructure to advance their shared objectives |
| Five lessons for driving large-scale social change through collaboration? | a) Clearly define what you can do together that you could not do alone, b) Transcend parochialism (balcony view), c) Adapt to data (committed to data-informed decision making), d) Feed the field (share what you learn), e) Support the backbone |
| What can help catalyze change in the face of complex challenges? | a) Get the right players to the table (the right mix of partners, with the right experience, knowledge, and power are at the table) b) Reimagine roles, c) Build, measure, learn, and declare. |
| What are three basic forms of organizations? | vertical, horizontal, and matrix. In a matrix organization this combines both vertical and horizontal. Matrix organizations encourage interdisciplinary approaches to problem solving. They are difficult to management. |
| What are eight elements to a strategic plan? | 1) Analyze the community needs. 2) Identify results - 3) Admit uncertainties (SWOT)- 4) Involve strategic stakeholders. 5) Develop and evaluate alternatives. 6) Identify the role of the city. 7) Develop a funding policy. 8) Evaluate performance. |
| A strategic plan is for how many years (typically )? | for five or fewer years. |
| What is the main characteristic of strategic planning? | It is short term in focus and is specific in accomplishing certain objectives. It is not comprehensive in scope. It is helpful in looking at the needed organizational changes or a particular issue, but it cannot be used to plan a city as a whole. |
| What is the rising concept related to Technology and Related Applications? | the concept of smart cities is rising. A smart city integrates multiple information and communication technologies (ICT) and Internet of Things solutions to manage a city. Large urban centers have the greatest concentration of IT infrastructure |
| What is CITYGreen? | CITYGreen software is a GIS-based analytical tool created by American Forests to analyze stormwater runoff, air quality, tree growth and carbon mitigation. |
| What is NodeXL ? | It is an Excel plugin. NodeXL has a free and a paid version. Included here is part of the free version. NodeXL allows you to scrape social media and also allows for visualization of the data. |
| What are a few impacts of online shopping on urban areas? | It means a shift in demand for retail space. It is having an impact on our transportation networks. As I recently reported, there is a low occupancy in retail parking lots. |
| What are some participatory planning tools? | Open Street Map, it is an open source tool, making it possible to edit a base map. City Resilience Action Planning Toolkit that includes training on how to engage in participatory risk mapping. GO DATA (Government Open Data Access To All) Detroit. |
| What is zero-based budgeting? | every year, every department has to start from zero dollars and build their budget from scratch every year. Sometimes used only for new programs. the budget is broken up into "decision packages" |
| What is baseline budgeting? | You start with last year budget and sat what changes from last year. some offices even have forms where you can track certain requests from last year's budget. Sometimes used for existing programs. |
| What is political budgeting? | When budgeting is based on a number of factors out of control, |
| Managing and nurturing planners often means: | |
| Difficult types of staff include: | The world weary, the plain mean, and those just doing enough to get by |
| Unions are: | Usually a part of public offices and you need to read the contracts |
| Which trait is generally NOT typical of public sector offices: | Nicer office space, particularly for planning and development staff |
| The public budgeting process | Is generally cyclical |
| If a staff person makes a mistake: | As a manager, your first instinct should be to cover for them publicly |
| The “hot stove” technique means: | The consequences for poor performance should be consistent and quick |
| What is a flat organization? | Also known as horizontal organization or delayering) has an organizational structure with few or no levels of middle management between staff and executives. Shared responsibility for program implementation. Employees empowered to make decisions. |
| Cost-benefit analysis | estimates the total monetary value of the benefits and costs to the community- used for public projects such as highways and other public facilities. In the US, became common as a result of the Federal Navigation Act of 1936. |
| Cost-effectiveness analysis | a method for selecting among competing projects when resources are limited, was developed by the military. The cost-effectiveness ratio is CE Ratio = (cost new strategy - cost current practice)/(effect new strategy - effect current practice). |
| Net Present Value | shows the net monetary value of a project, discounted to today's present value. To calculate net present value: the years in the project's life span, the quantified monetary benefits, the monetary costs and the interest rate for discounting purposes |
| Goals Achievement Matrix | is a project evaluation matrix that includes competing projects in rows and the evaluation criterion columns. The evaluation criteria are based on the various stakeholder groups that be impacted by the costs or receive benefits. |
| major project management methods | Goals Achievement Matrix (GAM) - Gantt Chart - Linear programming- Program Evaluation and Review Technique (PERT)- Critical Path Method (CPM) |
| Gantt Chart | 1917 by Charles Gantt- focuses on the sequence of tasks necessary for project completion. |
| Linear programming | is a project management method that attempts to find the optimum design solution for a project. This system takes a set of decision variables within constraints and comes up with an optimum design solution. |
| Program Evaluation and Review Technique (PERT) | is a scheduling method that graphically illustrates the interrelationships of project tasks. The U.S. Navy developed this method in the 1950s and it is now used widely in the defense industry. |
| Critical Path Method (CPM) | is a tool to analyze a project. Each project task has a known amount of time to complete and cannot be completed before the previous one is completed. The longest pathway is the critical pathway. PERT and CPM work when a project is of a large-scale. |
| eight “essential” steps in the traditional budgeting process | Fiscal analysis and policy choices- Expenditure estimates- Review of expenditure estimates - Revenue estimates- Budgetary forecasting- The budget document- Budget review and adoption - Budget execution |
| line item budgets | expenditures are divided into simple classes such as personnel, equipment, and insurance. This type of budget has a short-term focus. Looks one-year into the future and is not linked with strategic, comprehensive, or capital improvement plans. |
| Performance budgets | (1) expenditures are organized by the services that they provide (e.g., police protection, parks, etc...), and (2) evaluation standards are set for each service or program – are better suited for managing. |
| three performance budget models | - The Planning Programming Budgetary System (PPBS) - Zero-Base Budgeting (ZBB)- The Dayton System (“Program Strategies”) |
| The Planning Programming Budgetary System (PPBS) | A performance budget model- (1) focuses on fundamental objectives or purposes of a program , (2)explicitly identifies the future implications of current budgeting decisions, (3) considers all costs, (4) systematically analyzes a |
| The Dayton System (“Program Strategies”) | A performance budget model- a simplified combination of PPBS and ZBB.- more influential among larger municipalities- |
| program budget | is a performance budget that is exclusively organized by programs. |
| Capital improvements programming | multiyear scheduling of public physical improvements. dates back to the 1909 Plan of Chicago- provides a framework for long-range municipal financial planning and debt management. reviewed by jurisdiction’s planning commission. |
| capital improvements budget | The capital improvements budget refers to those facilities that are programmed for the next fiscal year. May become a part of the legally adopted annual operating budget |
| capital improvements program | A capital improvements program refers to the improvements that are scheduled in the succeeding four or five year period. the longer-term program does not necessarily have legal significance |
| two primary types of budgets | - operating budget- capital budget |
| When agencies have major capital expenses, there are a number of financing alternatives available. The most common include the following: | - Pay-As-You-Go - Reserve Funds - General Obligation Bonds- Revenue Bonds- |
| General Obligation Bonds | General Obligation Bonds are voter-approved bonds for capital improvements. GO Bonds use the tax revenue of the government to pay back the debt |
| Revenue Bonds | use a fixed source of revenue to pay back the debt. For example, revenue bonds could be issued to pay for a new water main. The debt would be paid back through the water use fees. |
| Tax Increment Financing (TIF) | allows a designated area to have tax revenue increases used for capital improvements in that area. All but one US state permit the use of TIF. The increment of increase in tax revenue is used to pay back the investment made in the area. started CA in 1952 |
| Special Assessments | Special Assessments allows a particular group of people to assess the cost of a public improvement. e.g. ornamental lighting |
| Lease-purchase | Lease-purchase allows a government to "rent-to-own.” The benefit is that the government does not have to borrow money to finance the acquisition of a major capital improvements. |
| three types of taxes | Progressive (The tax rate increases as income rises) - Proportional (The tax rate is the same regardless of income) - Regressive (The tax rate decreases as income rises) |
Created by:
SimaN