AICP-Leadership, Adm
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| show | a limited or narrow outlook, especially focused on a local area; narrow-mindedness.
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| What are the signs of a successful partnership? | show 🗑
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| What is collective impact? | show 🗑
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| show | 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
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| What can help catalyze change in the face of complex challenges? | show 🗑
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| show | 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.
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| show | 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.
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| show | for five or fewer years.
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| What is the main characteristic of strategic planning? | show 🗑
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| show | 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
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| show | CITYGreen software is a GIS-based analytical tool created by American Forests to analyze stormwater runoff, air quality, tree growth and carbon mitigation.
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| What is NodeXL ? | show 🗑
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| What are a few impacts of online shopping on urban areas? | show 🗑
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| show | 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.
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| show | 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"
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| show | 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.
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| show | When budgeting is based on a number of factors out of control,
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| Managing and nurturing planners often means: | show 🗑
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| Difficult types of staff include: | show 🗑
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| show | Usually a part of public offices and you need to read the contracts
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| show | Nicer office space, particularly for planning and development staff
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| show | Is generally cyclical
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| show | As a manager, your first instinct should be to cover for them publicly
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| show | The consequences for poor performance should be consistent and quick
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| show | 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.
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| Cost-benefit analysis | show 🗑
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| show | 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).
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| Net Present Value | show 🗑
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| show | 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.
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| major project management methods | show 🗑
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| show | 1917 by Charles Gantt- focuses on the sequence of tasks necessary for project completion.
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| Linear programming | show 🗑
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| Program Evaluation and Review Technique (PERT) | show 🗑
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| show | 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.
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| show | Fiscal analysis and policy choices- Expenditure estimates- Review of expenditure estimates
- Revenue estimates- Budgetary forecasting- The budget document- Budget review and adoption
- Budget execution
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| show | 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.
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| show | (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.
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| show | - The Planning Programming Budgetary System (PPBS)
- Zero-Base Budgeting (ZBB)- The Dayton System (“Program Strategies”)
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| show | 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
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| The Dayton System (“Program Strategies”) | show 🗑
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| program budget | show 🗑
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| Capital improvements programming | show 🗑
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| capital improvements budget | show 🗑
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| capital improvements program | show 🗑
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| show | - operating budget- capital budget
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| show | - Pay-As-You-Go - Reserve Funds - General Obligation Bonds- Revenue Bonds-
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| General Obligation Bonds | show 🗑
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| show | 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.
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| Tax Increment Financing (TIF) | show 🗑
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| show | Special Assessments allows a particular group of people to assess the cost of a public improvement. e.g. ornamental lighting
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| show | 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.
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| show | 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)
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