Lawrence Technological University College of Management

Size: px
Start display at page:

Download "Lawrence Technological University College of Management"

Transcription

1 Lawrence Technological University College of Management An Exploratory Study of Priority Based Budgeting: Identification of Public Values and Public Priorities through Citizen Engagement in Government Budgeting Decisions Presented in partial fulfillment of the requirements for the degree of Doctor of Business Administration Sheryl Warren Mitchell 2014

2 COPYRIGHT BY Sheryl Warren Mitchell 2014 All Rights Reserved

3

4 LAWRENCE TECHNOLOGICAL UNIVERSITY AN EXPLORATORY STUDY OF PRIORITY BASED BUDGETING: IDENTIFICATION OF PUBLIC VALUES AND PUBLIC PRIORITIES THROUGH CITIZEN ENGAGEMENT IN GOVERNMENT BUDGETING DECISIONS by Sheryl Warren Mitchell Master of Science in Administration, Central Michigan University, 1996 Concentration: Public Administration Bachelor of Arts, University of Michigan - Dearborn, 1991 Concentration: Political Science Dissertation Submitted to the Graduate Faculty of the College of Management in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF BUSINESS ADMINISTRATION DISSERTATION COMMITTEE CHAIR: Anne Kohnke, Ph.D. COMMITTEE MEMBERS: Jacqueline M. Stavros, DM & Lee E. Meadows, Ph.D.

5 ABSTRACT This qualitative study explored the Priority Based Budgeting (PBB) process and how government leaders can use PBB to engage citizens in budget decision-making by focusing dialogues on public values and priorities. Multiple sources of data were used including twenty in-depth interviews with government officials and PBB experts. The results found that PBB is a strategic tool for long-term planning that incorporates a collaborative and visionary process. Using grounded theory for data analysis, a Values Based Budgeting Framework was developed based on thirteen propositions that illustrate how civic engagement and civic innovation supports and leverages the successful implementation of PBB. This framework incorporates strategies for capacity building alternatives in program and service delivery and citizen-driven performance measures. The results of this study found that PBB is a tool for engaging citizens in a strategic planning process that builds the social value of government entities by increasing access, inclusion, transparency, trust, respect, and accountability. The findings indicated that through citizen engagement, PBB: (1) gives voice to the public in government decision-making, (2) builds a shared sense of community that enriches the government organization and the community, (3) allows for a government budgeting strategy that is proactive, innovative, and increases transparency by providing access to understandable information and platforms for meaningful and deliberative dialogues, (4) supports deliberative and participatory governance, (5) builds collaborative partnerships immersed in inclusive planning for the delivery of programs and services, (6) addresses the challenges to internal collaborative conversations by increasing awareness across the organization, enlightening participants of their shared roles, and building trust, and (7) by including performance measures and management as a component of PBB, an opportunity is provided to improve and quantify performance, emphasize customer service, increase communication, and shift the focus to outcomes.

6 ACKNOWLEDGEMENTS The successful completion of my doctoral dissertation was made possible through the support of many friends, family, and colleagues. I give thanks for being abundantly blessed by the compassion, caring, and guidance that I received from each of you. First, I want to recognize and thank the members of my dissertation committee. Dr. Anne Kohnke who chaired the committee and whose insights illuminated my pathway to a successful completion. Dr. Jacqueline Stavros who provided tremendous guidance, initiated my understanding of Appreciative Inquiry, and infused SOAR (Strengths-Opportunities-Aspirations-Results) into my personal and professional outlook. Dr. Lee Meadows, from Walsh College, who has provided unrelenting encouragement since the time he taught my very first Master s class and was the initial person to inspire me to pursue my doctorate degree. Appreciation is extended to Dr. Tom Marx for interviewing and accepting me into the doctoral program. Thank you to Dr. Richard Bush, Dr. Nadia Shuayto, and Dr. Patricia Malone who reviewed and provided insightful guidance for my qualifying paper and initial dissertation drafts. In addition, there are many talented instructors at Lawrence Tech who modeled and ignited my passion for positive leadership and organizational change, including Dr. Patty Castelli and Dr. Chris Emmons. The lessons learned throughout my research on Priority Based Budgeting have immensely impacted my personal and professional perspective and will last a lifetime. I am most indebted to the generous support from the co-founders of the Center for Priority Based Budgeting for providing me unlimited access to their innovative approach to government budgeting: Chris Fabian and Jon Johnson. Also, thank you to all of the participants of this study who took time out of their busy schedules and shared a wealth of information to support my research. My colleagues from the University of Phoenix who provided invaluable support and advice in developing my research and writing skills were extremely helpful. Thank you to Dr. Janisse Green and Dr. Linda Brown.

7 My Cohort IV Colleagues were a phenomenal group who instilled in me the power of teamwork, perseverance, and a positive outlook. Thank you dear friends for your years of support and encouragement: Drs. Dorthe Heinsohn (my homey), Major Loyd Beal III, Matt Bennett, Rachelle Gray, Jeff Hymel, Michael Schwartz, and Donald James. My perspective on public service and good governance was immensely impacted through the experiences gained from working with the City of Detroit and Oakland County. I am tremendously fortunate to have worked with role models that exemplified the true meaning of commitment to public service: Former Oakland County Commissioner Eric Coleman, and from the Detroit City Council, the dearly departed, but eternally remembered Mel Ravitz, Maryann Mahaffey, Erma Henderson, and Clyde Cleveland. My heartfelt appreciation goes to my extended family and friends who supported me through both the challenges and joyous celebrations of this journey. This was a life changing experience and your faith and boundless support reinforced my spirit and I am eternally grateful to have you in my life: Mary K. Ward Harvel and the Ward Family, Cherryl R. Thames, Mishelle Y. Kennedy, Cynthia Hall, Glenda P. Evans, Robert Schiller, Deborah Macon, Dr. Laurel Sills, Wright Mitchell, Moneka Sanford, Deborah Dean, and Julia Ruffin. And, last but certainly not least, my family is thanked for their unconditional love and encouragement that made this opportunity possible. My parents Gladys and Clarence Warren, and my Aunt Dorris and Uncle Isaac Marks who were always my staunchest cheerleaders and are now my guardian angels. My dear cousin Gregory K. Harris who keeps me centered on what s really important. Phyllis Austin and Louis Theriot, who have demonstrated that undying love and family devotion transcends all things. And, of course, the love of my life, my son Allen W. Mitchell. Your patience and understanding through many late nights made pursuing my dream possible. I am in awe of the exceptional young man that you have become. You fill my heart with extreme joy, infinite happiness, and immense pride.

8 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 8 Table of Contents Table of Contents...8 List of Figures...11 Chapter One: Introduction...12 Introduction...12 Background...14 Problem Statement...15 Purpose of the Study...17 Research Questions...17 Unit of Analysis and Participants...17 Significance of the Research...18 Key Contributions of the Study...21 Overview of the Methodology...30 Limitations of the Research...32 Operational Definitions...34 Organization of the Dissertation...37 Chapter Two: Literature Review...39 Introduction...39 Organization of the Review...39 Search Strategy...41 Public Administration...44 Government Budgeting...68 Public Values...87 Citizen Engagement and Participation Literature Review Summary Chapter Three: Methodology Introduction Research Design Research Methodology Research Questions Unit of Analysis and Population Data Collection Interview Guide and IRB Process Interview Protocol Data Analysis Validity, Reliability, and Credibility Role of the Researcher Summary...173

9 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 9 Chapter Four: Findings Research Questions Characteristics of Sample Participants - PBB Practicing Governmental Unit Participants Non-Governmental Organizations Conceptualizing the Meaning of PBB Exploring the Meaning of PBB How does PBB Connect with Existing Government Budgeting Process Identification of Public Values Through Citizen Engagement in PBB Process Identification of Public Priorities Through Citizen Engagement in PBB Process PBB - Citizen Engagement and Transformation Emergent Themes Summary of the Findings Chapter Five: Discussion and Conclusion Introduction Summary of the Findings The Meaning of Priority Based Budgeting Values Based Budgeting Framework Emphasis on Civic Engagement Identifying Public Values Identifying Public Priorities Capacity Building Emphasis on Civic Innovation Understanding PBB PBB and Traditional Government Budgeting Values Based Budgeting and Traditional Government Budgeting Implications for Practices and Recommendations Relationship of Results to Theory Implications for Future Research Limitations of the Study Summary Reference List Appendix A Appendix B Appendix C Appendix D Appendix E Appendix F Appendix G Appendix H...357

10 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 10 LIST OF TABLES Table 2.1 Key Concepts in New Public Administration 52 Table 2.2 Core Elements for a New Public Administration Theory in the 21 st Century 53 Table 2.3 Summary of New Public Administration Attributes 55 Table 2.4 Similarities in the Changes Sought by the New Public Administration and Reinventing Government 60 Table 2.5 Comparison of Traditional Budgeting and Budgeting for Outcomes 76 Table 2.6 PBB Community Practitioners 82 Table 2.7 Key Elements of Participation 102 Table 2.8 A Taxonomy of Participation 103 Table 2.9 Levels of Public Involvement 105 Table 2.10 Engagement Streams Framework 112 Table 2.11 Engagement Streams Framework Processes 114 Table 3.1 Typology of Basic Research 134 Table 3.2 Qualitative Research Approaches 137 Table 3.3 Grounded Theory Process 139 Table 3.4 Research Methods and Relevant Situations 143 Table 3.5 Mapping of Research and Interview Questions 144 Table 3.6 Appreciative Interview Structure Aligned with 4-D Cycle 146 Table 3.7 Community and Participant Profile Questions 157 Table 3.8 Methods to Ensure Validity in Qualitative Research 165 Table 3.9 Case Study Tactics for Four Design Tests 166 Table 3.10 Researcher Positioning Aspects of PBB Study 171 Table 4.1 Descriptive Attributes of 20 Participants 177 Table 4.2 Descriptive Attributes of Governmental Unit Demographics 180 Table 4.3 Category Summary of PBB 184 Table 4.4 Q1: Coding Summary of the Meaning of PBB 187 Table 4.5 Preferred Future for PBB 199 Table 4.6 Fiscal Health and Wellness Tool Key Components 205 Table 4.7 Q2: Coding Summary of PBB Connection with Existing Budgeting Process 227 Table 4.8 Q3: Coding Summary of Public Values Identified Through Citizen Engagement in PBB Process 235 Table 4.9 Citizens in Public Deliberation 247 Table 4.10 Core Principles for Public Engagement 250 Table 4.11 Stakeholder Groups in Public Deliberation 253 Table 4.12 Approaches to Citizen Engagement 255 Table 4.13 Key Elements for Designing Citizen Participation 256 Table 4.14 Large PBB Communities and Citizen Engagement 257 Table 4.15 Q4: Coding Summary of Public Priorities Through Citizen Engagement in PBB Process 260 Table 4.16 Transformation Traditional Budgeting and PBB 272 Table 4.17 Emergent Theme from Respondents Public Values 274 Table 4.18 Emergent Theme from Respondents Civic Innovation 275 Table 4.19 Emergent Theme from Respondents Transformation 276 Table 5.1 PBB Approaches to Citizen Engagement 297 Table 5.2 Summary Description of Civic Innovation Approaches to Public Participation 303 Table 5.3 Government Leaders Movement Towards Positive Community Engagement 315 Table 5.4 The Uncertainties Within Government Organizations 319 Table 5.5 Paradigm Shift from Traditional to Values Based Budgeting 321 Table 5.6 Propositions 333

11 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 11 LIST OF FIGURES Figure 1.1. PBB Influence on Values Based Budgeting Framework Figure 1.2. Civic Engagement Framework Figure 1.3. Evolution of Government Budgeting Figure 2.1. Literature Research Map Figure 2.2. Framework of Administrative Responsibility Figure 2.3. Participatory Budgeting Cycles Figure 2.4. PBB Process Model Figure 2.5. Public Value Strategic Triangle Model Figure 2.6. Public Value Framework Link to Accountability and Performance Figure 2.7. Comparison of Government Organizational Hierarchy and Government Needs/Resources Determination Hierarchy Figure 2.8. Modified Spectrum of Participation with Communication Modes Figure 2.9. Goals of Deliberation Framework Figure 3.1. Research Design Methodology Figure 4.1. High Performance Organization Model Figure 4.2. Structure of the Public Values Universe Figure 4.3. Strategy Map Figure 5.1. Conceptual Framework for PBB Research Figure 5.2. PBB Influence on Values Based Budgeting Framework Figure 5.3. Civic Engagement Framework Figure 5.4. Evolution of Budgeting

12 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 12 Chapter One: Introduction Introduction Osborne and Hutchinson (2004) in The Price of Government argued that we are in a perpetual and possibly permanent fiscal crisis. Local units of government, which are experiencing a decline in operating revenues from property tax dollars, are simultaneously facing rising expenses and an increased demand for services. This continues to hold true as more residents lose their jobs and homes due to the ongoing downturn in the economy. The prediction of a state of permanent fiscal crisis was supported by the recent survey of 501 elected officials by the National Association of Counties (NACo, 2012), which found issues related to the economy, jobs, and budgets remains a paramount concern to government leaders. The NACo study showed that in 2012, and for the long-term, government officials are focused on the impact of the economic downturn and the resultant lack of tax revenue to pay for the increases in services demanded by their constituents. The fiscal crisis is not a temporary trend, and government budgets must adapt and reshape to the new normal (p.1) of revenue, staffing, and levels of service delivery (NACo, 2012). Making cuts in local government is more than an undertaking to reduce a bloated bureaucratic system. Local governments exist because they provide essential services including: health care, services for underserviced families, public safety, libraries, after school programs, job training, and economic development. Because of the downturn in the economy, local governments are making reductions in personnel and critical services just as families are finding themselves increasingly in need of additional support services from local government.

13 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 13 The budgeting processes for local units of government (county, city, village, township) are increasingly confronted with challenges in aligning their limited expenditures with community values and expectations. The National Advisory Council on State and Local Budgeting (2008) noted that a good budgeting process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi-year financial and operating plan that allocates resources on the basis of identified goals (p. 2). The challenge becomes aligning the goals and resources of government with the expectations of the citizenry. The real crisis on our hands is whether our [government] organizations have the capabilities to address current fiscal realities and still meet the objectives of government and the expectations of our constituents (Fabien, Collins, & Johnson, 2008, p. 15). Nearly a decade later, the 2004 prediction of the fiscal crisis being permanent in nature appears to hold true. A 2010 national survey of cities and counties anticipated that the impact of the recent fiscal crisis on local municipalities would worsen in 2011 and 2012, resulting in the elimination of approximately 500,000 local government jobs (National League of Cities, 2010). The survey also revealed that jobs eliminated would primarily be in the areas of public safety, public works, public health, social services and parks and recreation (p. 1). There is the very real likelihood that these reductions in essential services will negatively impact all residents and particularly those who are most in need of public assistance. Government budgeting decision-making needs to address the challenge of providing public services within new normal of diminished financial resources.

14 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 14 Background State and local units of government are facing an extended period of persistent fiscal challenges, that are projected to extend until the year 2017, due to the economic downturn and housing crisis that have negatively impacted their local tax base and revenues (United States General Accounting Office, 2007) and beyond due to long-term unfunded pension obligations (Farmer, 2013). Traditional methods of governmental budgeting are generally an accounting exercise that are incremental in nature and do not provide decision-makers with a strategy for achieving fiscal health. Traditional budgeting approaches have limited impact as a strategic tool because a majority of the organization s analytical and political resources are focused on modifications to the most recently adopted budget (Kavanagh, Johnson, & Fabian, 2010). A budgeting approach was needed that provided a strategic alternative to incremental budgeting (p. 1), particularly during periods of declining financial resources. Priority Based Budgeting (PBB) was developed to provide a new budgetary lens that focused the conversations of budgetary decision-makers on identifying the community s highest priorities (Johnson & Fabian, 2008). As a priority-driven approach to government budgeting, PBB identifies the most important strategic priorities and allocates resources to those programs or services that receive the highest ranking (Kavanagh et al., 2010). PBB incorporates citizen engagement and collaborative conversations, which are then leveraged to contribute to the identification of priorities that reflect the values of the community. At the start of this study, the Center for Priority Based Budgeting reported that over thirty communities have already incorporated PBB into their budgeting process as a means of establishing strategic priorities utilizing

15 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 15 various degrees and approaches to citizen engagement (Johnson & Fabian, 2008). In 2014, a reported 60+ communities have adopted the PBB process as an holistic approach to making better informed financial and budgetary decisions that identify and preserve the most highly values programs and services (Center for Priority Based Budgeting, 2014). The International City/County Management Association (ICMA) has identified PBB as a leading practice for financial strategies in local government (International City/County Management Association, 2012). Citizen engagement, as part of the governmental budgetary process, is a growing area of study. Citizen engagement has been well researched (Berner, Amos, & Morse, 2011; Cornwall, Robins, & Von Lieres, 2011; Glaser, Yeager, & Parker, 2006; Marlowe & Portillo, 2006; Petts, 2008). The majority of studies referencing citizen engagement as part of the budgetary process (Bingham, Nabachi, & O Leary, 2005; Ebdon & Franklin, 2004; Ebdon & Franklin, 2006; Justice & Dulger, 2009; Marlowe & Portillo, 2006; McCall, 2009) or participatory budgeting (Franklin, Ho, & Ebdon, 2009; Naylor, 2010; Wampler, 2000) address the traditional incremental approach to budgeting typically found in government. To date, very limited scholarly research has been published that explored PBB as a model for evaluating and prioritizing the allocation of resources (Middleton, 2013; Oettinger, 2011). There exists a knowledge gap in the government budgeting literature relative to the role of citizen engagement in relation to values and priorities, as part of the PBB process. Problem Statement The National Advisory Council on State and Local Budgeting Practice (2008) indicates that the key characteristics of a good budgeting process include: a long-term focus, budget decisions based on results and outcomes, and the involvement of

16 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 16 stakeholders. The lack of citizen engagement and meaningful dialogues undermines the integrity of the process and fosters public distrust of the decision-makers (Bourgon, 2007; Jennings, 1995). This traditional incremental approach to government budgeting results in decision-making that lacks meaningful citizen engagement in determining what programs and services are valued and expected. Traditional government budgeting approaches do not provide a mechanism for resource allocation that is aligned with the most valuable programs and services (Kavanagh et al., 2010). For the incremental government budgetary process to remain unchanged perpetuates a climate of bureaucratic paralysis (p. 14). This impedes strategic thinking, innovation, engagement, and partnerships (Fabian, Collins, & Johnson, 2008). The traditional incremental approach to governmental budget decision-making lacks citizen engagement and dialogue to prioritize the programs and services that are valued and expected. PBB offers a government process for budgeting that provides for citizen engagement and the alignment of expenditures with the values and priorities of the community. The real problem is the limited understanding relative to PBB and the role of citizen engagement in fostering meaningful dialogues, focusing on public values, and providing guidance for budget priorities and thereby the alignment of resources. This qualitative study addresses the need for increased understanding about the PBB model and how it can be used effectively by local government organizations to engage citizens in identifying public values and public priorities as part of the government budgeting decision-making process. The study discovers in what ways the PBB process reframes dialogues and focuses on values and priorities to provide guidance for budget expenditures.

17 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 17 Purpose of the Study This study addresses the gap in the literature of government budgeting by understanding and exploring the PBB process in order to learn how it can be used effectively to engage citizens in identifying public values and priorities. This study discovered if the PBB process, by reframing dialogues and focusing on values and priorities, could provide guidance for budget expenditures and thereby align resources with public values and priorities. This research provides a meaningful contribution to the field of public administration. Research Questions The main research focus was understanding the PBB process and how it is used by local government leaders to engage citizens? The following sub-questions are: 1. What is PBB? 2. How does PBB connect with existing government budgeting processes? 3. How are public values identified through citizen engagement in the PBB process? 4. How are public priorities identified through citizen engagement in the PBB process? Unit of Analysis and Participants The unit of analysis for this study included the governmental entities that comprise the community of PBB practitioners. During this study, over 30 communities were identified as PBB practitioners. A convenience sampling method (Fink, 2006) was applied in which participants were selected based on those respondents who are willing and available to be interviewed. Efforts were made to obtain a cross-section of

18 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 18 respondents from different levels of governmental units (county/city, suburban/urban) and individual participants (elected leaders, government officials, and citizens). It was not anticipated that all communities that are PBB practitioners would agree to participate. Ten PBB practicing communities participated in the study providing one respondent each. In one instance, three individuals from the responding community were interviewed. Eight individuals from non-government organizations who were identified as PBB subject matter experts were also interviewed. Four of these lengthy interviews were unstructured and were conducted at the start of this research. The interviews with PBB experts took place over multiple in-person, telephone, and communications and were helpful in identifying key themes and sub-questions that would later formulate the interview guide. In total, 20 in-depth interviews were conducted. Multiple rounds of interviews were conducted in person, by telephone, and/or with respondents depending upon the circumstances. In addition to the interviews with key officials (12 PBB governmental practitioners and eight PBB experts), the study included the review and analysis of printed and electronic material. Significance of the Research Stakeholders are defined as any group or individual who can affect or is affected by the achievement of the organization s objectives (Freeman, 1984, p. 46). Citizens are key stakeholders in the community. The lack of citizen engagement in the local government budgetary process results in decision-making that is primarily an accounting exercise and resource allocation and is not aligned with the values and priorities of stakeholders (Fabian et al., 2008). This situation negatively impacts trust in the local government and its leaders. A change is needed to reestablish trust and to address the

19 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 19 pervasive situation in which the citizens, employees, and others with a vested interest are not engaged in identifying the spending priorities of their local unit of government. Citizen engagement provides an opportunity to empower and enlighten members of the community. This increases social value because the resources, inputs, processes or policies are combined to generate improvements in the lives of individuals or society as a whole (Emerson, Wachowicz, & Chun, 2001, p. 1). Providing for inclusion, access, and transparency, government leaders can foster a culture of shared identity, trust, and respect. This study builds upon the current literature in the area of PBB (Fabian, Collins, & Johnson, 2008) and transforms traditional public budgeting theory (Smith & Lynch, 2004). PBB draws on the theories of Budgeting for Outcomes (Osborne & Hutchinson, 2004a), Performance Based Budgeting (Roth, 1992), Participatory Budgeting (Wampler, 2000), and Citizen Participation (Langston, 1978; Sheedy, MacKinnon, Pitre, & Watling, 2008), which will be delved into as part of the literature review. The importance of this study is that it discovered that by incorporating citizen engagement into a participatory budgetary planning process, the government leaders and community are provided insight on public values and priorities as a basis for strategic budgeting decisions. This study contributes to the study of public administration by expanding the understanding of citizen engagement in budgetary decision-making. Citizens are looking for authentic participation where they are seen as partners rather than subjects (Berner et al., 2011, p. 155). Expanding the deliberative decision-making beyond the circle of elected officials and government administrators to include employees, citizens, businesses, and nongovernment organizations provides a mechanism that will reflect

20 PRIORITY BASED BUDGETING: ENGAGEMENT PROCESS 20 community values and priorities into the budgeting process. This will further reinforce the democratic principles of transparency and accountability in government. There is a need in the government budgeting decision-making process to be able to allocate resources that meet the expectations of the public. This holds true relative to prioritizing programs and services during periods of declining revenues for local governments. The real and imminent danger of communities not making these oftentough decisions is reflected in the growing number of cities facing bankruptcy. The topic of the impact of ill-advised and uninformed financial decisions is now being reflected in the increasing number of municipal bankruptcies. A 2014 article in Governing notes: Elected officials practically everywhere are forced to make difficult financial decisions without the benefit of knowing exactly how the mechanics work. This has always been true to some extent, but the learning curve is much steeper now led by people whose understanding of intricate financial dealings is limited. And yet, they have no choice but to engage in those dealings. They don t always know the right questions to ask, and if a decision comes back to haunt them. (Farmer, 2014, p ) The implications can be overwhelming to government leaders who are facing long-term fiscal challenges due to unfunded pension obligations, a constantly changing regulatory climate, and opaque accounting methods. The uncertainty and lack of transparency can leave citizens distrustful of their government leaders. The focus of this study holds importance to the research and practice of public administration. Without citizen engagement and a public values based budgeting framework within the government budgeting process, the priorities of both residents and

School of Advanced Studies Doctor Of Management In Organizational Leadership. DM 004 Requirements

School of Advanced Studies Doctor Of Management In Organizational Leadership. DM 004 Requirements School of Advanced Studies Doctor Of Management In Organizational Leadership The mission of the Doctor of Management in Organizational Leadership degree program is to develop the critical and creative

More information

In s p i r i n g Ge n e r a t i o n s

In s p i r i n g Ge n e r a t i o n s In s p i r i n g Ge n e r a t i o n s Through Knowledge and Discovery executive summary: Strategic Plan Fiscal Years 2010 2015 Introduction In the future, one touch of a screen is all you will need to

More information

Message from the Director

Message from the Director Message from the Director Public Works Strategic Plan 2012 defines our vision, values, and priorities and outlines our overall business strategy. Our emphasis is to address the increasingly complex issues

More information

Executive Doctorate in Higher Education Management Curriculum Guide

Executive Doctorate in Higher Education Management Curriculum Guide Executive Doctorate in Higher Education Management Curriculum Guide The Executive Doctorate in Higher Education Management Program consists of six consecutive terms, starting with a late summer term and

More information

School of Advanced Studies Doctor Of Health Administration. DHA 003 Requirements

School of Advanced Studies Doctor Of Health Administration. DHA 003 Requirements School of Advanced Studies Doctor Of Health Administration The mission of the Doctor of Health Administration degree program is to develop healthcare leaders by educating them in the areas of active inquiry,

More information

School of Advanced Studies Doctor Of Business Administration. DBA 003 Requirements

School of Advanced Studies Doctor Of Business Administration. DBA 003 Requirements School of Advanced Studies Doctor Of Business Administration The mission of the Doctor of Business Administration degree program is to empower business administration practitioners to become business subject

More information

building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t

building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t INTRODUCTION 1 1 THE GROWING INFLUENCE OF PROCUREMENT PROFESSIONALS 2 2 GUIDELINES FOR

More information

School of Advanced Studies Doctor Of Management In Organizational Leadership/information Systems And Technology. DM/IST 004 Requirements

School of Advanced Studies Doctor Of Management In Organizational Leadership/information Systems And Technology. DM/IST 004 Requirements School of Advanced Studies Doctor Of Management In Organizational Leadership/information Systems And Technology The mission of the Information Systems and Technology specialization of the Doctor of Management

More information

Director of Facilities Management

Director of Facilities Management Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing

More information

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the

More information

2015 2016 Division of Student Affairs Strategic Plan

2015 2016 Division of Student Affairs Strategic Plan 2015 2016 Division of Student Affairs Strategic Plan Mission, Vision, and Core Values of the Division of Student Affairs The Chicago State University s Division of Student Affairs (DOSA) maintains, expands

More information

School of Advanced Studies Doctor Of Education In Educational Leadership With A Specialization In Educational Technology. EDD/ET 003 Requirements

School of Advanced Studies Doctor Of Education In Educational Leadership With A Specialization In Educational Technology. EDD/ET 003 Requirements School of Advanced Studies Doctor Of Education In Educational Leadership With A Specialization In Educational Technology The mission of the Doctor of Education in Educational Leadership degree program

More information

Department of Leadership and Organizational Psychology

Department of Leadership and Organizational Psychology Azusa Pacific University 1 Department of Leadership and Organizational Psychology Department Overview The Department of Leadership and Organizational Psychology (http://www.apu.edu/bas/leadershippsych)

More information

Financial Services FINANCIAL SERVICES UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN. CR_2215 Attachment 1

Financial Services FINANCIAL SERVICES UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN. CR_2215 Attachment 1 CR_2215 Attachment 1 Financial Services FINANCIAL SERVICES & UTILITIES 57 FINANCIAL SERVICES AND UTILITIES 2016-2018 BUSINESS PLAN Acting Branch Manager: Stacey Padbury Table of Contents INTRODUCTION Our

More information

CALIFORNIA PRELIMINARY ADMINISTRATIVE CREDENTIAL EXAMINATION (CPACE)

CALIFORNIA PRELIMINARY ADMINISTRATIVE CREDENTIAL EXAMINATION (CPACE) Education Code section 44270.5 allows an examination alternative to the Administrative Services preparation program as long as the examination is aligned with the current Administrative Services Program

More information

Strategic Plan. Valid as of January 1, 2015

Strategic Plan. Valid as of January 1, 2015 Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial

More information

A Qualitative Examination of University Engagement through the Lens of Business Executives Chad Milewicz[1], Sudesh Mujumdar [2], Mohammed Khayum[3]

A Qualitative Examination of University Engagement through the Lens of Business Executives Chad Milewicz[1], Sudesh Mujumdar [2], Mohammed Khayum[3] A Qualitative Examination of University through the Lens of Business Executives Chad Milewicz[1], Sudesh Mujumdar [2], Mohammed Khayum[3] ABSTRACT The Carnegie Commission on Higher Education and at least

More information

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass.

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass. Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass. Reviewed by Chelsea Truesdell Introduction The Leadership Challenge serves as a resource for any

More information

The search for a Visionary and Inspirational leader. for PRESIDENT of Lorain County Community College

The search for a Visionary and Inspirational leader. for PRESIDENT of Lorain County Community College The search for a Visionary and Inspirational leader for PRESIDENT of Lorain County Community College The District Board of Trustees and the Presidential Search Advisory Committee invite nominations and

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic

More information

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012) UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation

More information

Master of Science. Doctor of Education

Master of Science. Doctor of Education Master of Science in Administration and Preliminary Administrative Services Credential Doctor of Education in Educational Leadership, Administration, and Policy for change DR. ROBERT R. BARNER Program

More information

Bachelor of Arts in Leadership

Bachelor of Arts in Leadership Bachelor of Arts in Leadership LEAD ON A NEW LEVEL You work hard, but now you re ready for something more. A promotion, a new way to approach your work, or a new career altogether. You re ready to take

More information

NASPAA Accreditation. Policy Briefs. Crystal Calarusse

NASPAA Accreditation. Policy Briefs. Crystal Calarusse NASPAA Accreditation Policy Briefs Crystal Calarusse What are the Characteristics of NASPAA Accreditation? Crystal Calarusse 1 April 2015 The Commission on Peer Review and Accreditation (COPRA) of the

More information

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! 1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,

More information

Texas State University University Library Strategic Plan 2012 2017

Texas State University University Library Strategic Plan 2012 2017 Texas State University University Library Strategic Plan 2012 2017 Mission The University Library advances the teaching and research mission of the University and supports students, faculty, and other

More information

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,

More information

and understandings along with the preparation and analysis of financial statements.

and understandings along with the preparation and analysis of financial statements. Bloch Executive MBA Year One Courses Leadership Residency The Leadership Residency launches the Bloch Executive MBA, and provides students with an appreciation of the integrative nature of leadership and

More information

Master of Science. Doctor of Education

Master of Science. Doctor of Education Master of Science in Administration and Preliminary Administrative Services Credential Doctor of Education in Educational Leadership, Administration, and Policy for change Dr. Robert R. Barner Academic

More information

Continuous Strategic Planning

Continuous Strategic Planning Strategic Planning Update for Cal State East Bay Linda C. Dalton, Vice President for Planning, Enrollment Management, and Student Affairs DRAFT February 2, 2012 Cal State East Bay established seven strategic

More information

Students Association of Mount Royal University Strategic Plan 2014-18

Students Association of Mount Royal University Strategic Plan 2014-18 Students Association of Mount Royal University Strategic Plan 2014-18 Contents Purpose... 3 Background... 3 Process & Methodology... 3 Mission, Vision, Values, Beliefs... 4 SAMRU Values & Beliefs... 5

More information

Revised Human Resources Strategy

Revised Human Resources Strategy Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One

More information

Master of Public Administration: a NASPAA Accredited Program

Master of Public Administration: a NASPAA Accredited Program Master of Public Administration: a NASPAA Accredited Program 2010 2011 NASPAA Self Study Report The National Association of Schools of Public Affairs and Administration (NASPAA) requires member programs

More information

E X C E R P T I N T H I S E X C E R P T I D C O P I N I O N. Kerry Smith

E X C E R P T I N T H I S E X C E R P T I D C O P I N I O N. Kerry Smith Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : W o r l d w i d e B u s i n e s s C o n s u l t i n g

More information

Superintendent Effectiveness Rubric*

Superintendent Effectiveness Rubric* Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most

More information

College Quarterly. An Interprofessional Approach to Business Planning: A Model of Collaboration

College Quarterly. An Interprofessional Approach to Business Planning: A Model of Collaboration College Quarterly Spring 2011 - Volume 14 Number 2 Home Contents An Interprofessional Approach to Business Planning: A Model of Collaboration By Cory Ross, Kathleen Alexander, Renata Gritsyuk, Arleen Morrin,

More information

Engineer/Architect Director

Engineer/Architect Director Office of Human Resources Engineer/Architect Director Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational professional areas that include developing annual and multi-year

More information

Growing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State

Growing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State The New York State Board of Regents and The New York State Education Department Growing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State "The factor that empowers the people

More information

BOND DEVELOPMENT GUIDING PRINCIPLES AND PROCESS

BOND DEVELOPMENT GUIDING PRINCIPLES AND PROCESS BOND DEVELOPMENT GUIDING PRINCIPLES AND PROCESS OVERVIEW A Vision for Austin s Future As it approaches its 200th anniversary, Austin is a beacon of sustainability, social equity and economic opportunity;

More information

Strategic Plan. What our school can be. Program, goals, and strategies. Approved 2007

Strategic Plan. What our school can be. Program, goals, and strategies. Approved 2007 Strategic Plan Approved 2007 Program, goals, and strategies What our school can be Letter from The Head of School Dear Friends, When I first arrived at The Catherine Cook School as the new permanent head,

More information

Performance Appraisal: Director of Education. Date of Next Review: September 2015 (every 2 years)

Performance Appraisal: Director of Education. Date of Next Review: September 2015 (every 2 years) POLICY SECTION: SUB-SECTION: POLICY NAME: POLICY NO: Board of Trustees Director Performance Appraisal: Director of Education H.C.06 Date Approved: September 26, 2013 Date of Next Review: September 2015

More information

The Strategic Operating Plan of The Internet Society. Part I Strategy

The Strategic Operating Plan of The Internet Society. Part I Strategy The Strategic Operating Plan of The Internet Society Part I Strategy Our Vision The Internet Society believes that the Internet is for everyone. From its inception the purpose of the Internet Society has

More information

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation

More information

EDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards:

EDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards: EDUCATIONAL LEADERSHIP PROGRAM Recognition Standards: Building Level For institutions undergoing NCATE Accreditation and ELCC Program Review Page 2 For Advanced Programs at the Master, Specialist, or Doctoral

More information

EDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards:

EDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards: EDUCATIONAL LEADERSHIP PROGRAM Recognition Standards: District Level For institutions undergoing NCATE Accreditation and ELCC Program Review For Advanced Programs at the Master, Specialist, or Doctoral

More information

Reimagining the Doctoral Learning Experience

Reimagining the Doctoral Learning Experience Reimagining the Doctoral Learning Experience WALDEN UNIVERSITY was founded in 1970 as a doctorate-granting institution for working professionals. Supported by a diverse and global faculty of leading scholar-practitioners

More information

Pima Community College District. Vice Chancellor of Human Resources

Pima Community College District. Vice Chancellor of Human Resources Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima

More information

Schools Uniting Neighborhoods: Community Schools Anchoring Local Change

Schools Uniting Neighborhoods: Community Schools Anchoring Local Change Schools Uniting Neighborhoods: Community Schools Anchoring Local Change By Diana Hall, Multnomah County Across the United States, communities are thinking differently about the challenges they face to

More information

Translating Our Goals into Action Southeastern Illinois College. 2012-2017 Strategic Plan

Translating Our Goals into Action Southeastern Illinois College. 2012-2017 Strategic Plan Translating Our Goals into Action Southeastern Illinois College 2012-2017 Strategic Plan SOUTHEASTERN ILLINOIS COLLEGE TRANSLATING OUR GOALS INTO ACTION STRATEGIC PLAN 2012-2017 I n the Spring 2011 semester,

More information

Course Description Bachelor in Public Administration

Course Description Bachelor in Public Administration Course Description Bachelor in Public Administration 1606202 New Public Management This course is designed to give students the opportunity to understand the theoretical foundations of new public management,

More information

Eligibility Procedures and Accreditation Standards for Accounting Accreditation. Innovation Impact Engagement

Eligibility Procedures and Accreditation Standards for Accounting Accreditation. Innovation Impact Engagement Exposure Draft Accounting Accreditation Standards (November 15, 2012) FOR AACSB MEMBER REVIEW NOT FOR PUBLIC DISTRIBUTION Eligibility Procedures and Accreditation Standards for Accounting Accreditation

More information

Director of Major Gifts York University, Division of Advancement

Director of Major Gifts York University, Division of Advancement Director of Major Gifts York University, Division of Advancement THE OPPORTUNITY Reporting to the Assistant Vice President (AVP), Development, the Director of Major Gifts will be responsible for leading

More information

NIH Executive Leadership Program

NIH Executive Leadership Program NIH Executive Leadership Program The Partnership for Public Service and NIH Developing Strong Leaders The NIH Executive Leadership Program brings together change-makers in government and strong executive

More information

OUR WAY STRATEGY PLAN FOR THE FUTURE 2014 TO 2018

OUR WAY STRATEGY PLAN FOR THE FUTURE 2014 TO 2018 OUR WAY STRATEGY PLAN FOR THE FUTURE 2014 TO 2018 4 th Version March 2014 PREAMBLE: The YMCA empowers young people. The YMCA is deeply rooted in local communities. Young people are part of an untold story

More information

Office of Human Resources. Financial Manager

Office of Human Resources. Financial Manager Office of Human Resources Financial Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages financial functional and/or operational area(s) that include implementing work plans based on annual goals

More information

NEA Leadership Competencies Guide

NEA Leadership Competencies Guide NEA Leadership Competencies Guide NEA Leadership Competencies Guide Table of Contents NEA Vision, Mission, and Values 5 Setting the context for leadership competencies 7 Leadership competency framework

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001 Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001

More information

Take a journey with us. Destination: Impact. Overview of Credentials

Take a journey with us. Destination: Impact. Overview of Credentials Take a journey with us. Destination: Impact. Overview of Credentials WHO WE ARE LEADERS IN COMMUNITY STRATEGIES AND PARTNERSHIPS We help shift clients beyond traditional models of community engagement,

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Humber College SCHool of HealtH SCienCeS StrategiC Plan 2014 2019

Humber College SCHool of HealtH SCienCeS StrategiC Plan 2014 2019 Humber College School of Health Sciences Strategic Plan 2014 2019 Vision and Strategy Overview Vision To prepare graduates who are skilled, adaptable, compassionate, global citizens. To ensure graduates

More information

PAINTER EXECUTIVE SEARCH

PAINTER EXECUTIVE SEARCH PAINTER EXECUTIVE SEARCH Position Description Painter Executive Search is supporting the in a search for an experienced to lead a broad regional coalition of Bay Area land conservation agencies and organizations

More information

Tapping the benefits of business analytics and optimization

Tapping the benefits of business analytics and optimization IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping

More information

Towson University Strategic Academic Plan 2010-2016

Towson University Strategic Academic Plan 2010-2016 Towson University Strategic Academic Plan 2010-2016 University Summary Mission Statement Towson University, as the state s comprehensive Metropolitan University, offers a broad range of undergraduate and

More information

Health Care Administration M.B.A.

Health Care Administration M.B.A. Loma Linda University 2015-2016 - DRAFT COPY 1 Health Care Administration M.B.A. Program director Elisa J. Blethen Description The School of Public Health offers a Master of Business Administration (M.B.A.)

More information

5. SOCIAL PERFORMANCE MANAGEMENT IN MICROFINANCE 1

5. SOCIAL PERFORMANCE MANAGEMENT IN MICROFINANCE 1 5. SOCIAL PERFORMANCE MANAGEMENT IN MICROFINANCE 1 INTRODUCTION TO SOCIAL PERFORMANCE MANAGEMENT Achieving Social and Financial Performance In the microfinance arena, performance has long been associated

More information

JOB DESCRIPTION HEALTH COMMISSIONER

JOB DESCRIPTION HEALTH COMMISSIONER JOB DESCRIPTION HEALTH COMMISSIONER ROLE OVERVIEW: An appointed public official who serves as the Health Commissioner of the General Health District in Mahoning County, Ohio, and chief executive officer

More information

Administrator Perceptions of Political Behavior During Planned Organizational Change. Geisce Ly

Administrator Perceptions of Political Behavior During Planned Organizational Change. Geisce Ly Administrator Perceptions of Political Behavior During Planned Organizational Change by Geisce Ly A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy

More information

Revised August 2013 Revised March 2006 Presented to Planning Council December 1993

Revised August 2013 Revised March 2006 Presented to Planning Council December 1993 1 Revised August 2013 Revised March 2006 Presented to Planning Council December 1993 Table of Content Mission, Vision, and Core Values... 3 Institutional Goals... 4 Historical Perspective and Current View...

More information

Alabama Standards for Instructional Leaders

Alabama Standards for Instructional Leaders Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

Human Resource Strategic Plan

Human Resource Strategic Plan Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and

More information

2015-2025 Strategic Plan

2015-2025 Strategic Plan 2015-2025 Strategic Plan On behalf of the State Board for Community Colleges and Occupational Education, the 13 colleges across our System, and the many communities we serve, I am pleased to share the

More information

Applying. Professional Developmental Tools

Applying. Professional Developmental Tools Applying Professional Developmental Tools to Employee Engagement By Elizabeth Fu High employee engagement is connected to better customer service, higher productivity, lower turnover rates, lower absenteeism,

More information

Doctor of Education Program Handbook

Doctor of Education Program Handbook Doctor of Education Program Handbook Student Copy Revised Summer 2013 1 Introduction The Johns Hopkins University (JHU) School of Education (SOE) attracts the most innovative and progressive scholars without

More information

Entering its Third Century

Entering its Third Century the University Library Entering its Third Century SEPTEMBER 2015 A long with their universities, the best academic libraries constantly adapt to the forces reshaping research, teaching, and learning. This

More information

POSITION PAPER THE 21ST CENTURY PRINCIPAL: A CALL TO ACTION

POSITION PAPER THE 21ST CENTURY PRINCIPAL: A CALL TO ACTION Connecticut Principals Center The Connecticut Association of Schools POSITION PAPER THE 21ST CENTURY PRINCIPAL: A CALL TO ACTION The Importance of Developing Leadership Capacity for the Improvement of

More information

Doctor of Education - Higher Education

Doctor of Education - Higher Education 1 Doctor of Education - Higher Education The University of Liverpool s Doctor of Education - Higher Education (EdD) is a professional doctoral programme focused on the latest practice, research, and leadership

More information

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002 Professional Development Coordinator Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators

More information

Leading Positive Performance: A Conversation about Appreciative Leadership. Diana Whitney, Phd, Amanda Trosten-Bloom and Kae Rader

Leading Positive Performance: A Conversation about Appreciative Leadership. Diana Whitney, Phd, Amanda Trosten-Bloom and Kae Rader Leading Positive Performance: A Conversation about Appreciative Leadership Diana Whitney, Phd, Amanda Trosten-Bloom and Kae Rader This is a preprint of an article published in Performance Improvement journal,

More information

Conclusion and Request for Continued Accreditation

Conclusion and Request for Continued Accreditation chapter 12 Conclusion and Request for Continued Accreditation Our thematic self-study was valuable for the university in a number of ways. We were able to analyze and appreciate the breadth and depth of

More information

HUMAN SERVICES MANAGEMENT COMPETENCIES

HUMAN SERVICES MANAGEMENT COMPETENCIES HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,

More information

Leading Associations and Nonprofit Organizations: Challenges for Senior Executives

Leading Associations and Nonprofit Organizations: Challenges for Senior Executives Leading Associations and Nonprofit Organizations: Challenges for Senior Executives (PADM 5472, Policy Seminar; PANL 5772: Special Topics in Organizational Leadership and Management) Course for Philanthropy

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

Commission on Peer Review and Accreditation

Commission on Peer Review and Accreditation Commission on Peer Review and Accreditation Network of Schools of Public Policy, Affairs, and Administration ACCREDITATION STANDARDS For Master s degree programs Adopted October 16, 2009 at the NASPAA

More information

PUBLIC POLICY AND ADMINISTRATION

PUBLIC POLICY AND ADMINISTRATION PUBLIC POLICY AND ADMINISTRATION CURRICULUM Master of Arts DEGREE REQUIREMENTS Credits PA8100 Public Admin & Governance 1 PA8101 Policy Analysis and Challenges 1 PA8102 The State & the Economy 1 PA8103

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

An Exploratory Investigation of the Sales Forecasting Process in the Casual Theme and Family Dining Segments of Commercial Restaurant Corporations

An Exploratory Investigation of the Sales Forecasting Process in the Casual Theme and Family Dining Segments of Commercial Restaurant Corporations An Exploratory Investigation of the Sales Forecasting Process in the Casual Theme and Family Dining Segments of Commercial Restaurant Corporations Yvette Nicole Julia Green Dissertation submitted to the

More information

collaboration/teamwork and clinical knowledge and decision-making (attachment 4.1.b). The Staff Nurse position description links position

collaboration/teamwork and clinical knowledge and decision-making (attachment 4.1.b). The Staff Nurse position description links position 4.1 Describe the formal and informal performance appraisal processes used in the organization, including self-appraisal, peer review, and 360 o evaluation (as appropriate) for all levels in the organization.

More information

State University System Florida Board of Governors Request to Establish Market Tuition Rates Regulation 7.001(15)

State University System Florida Board of Governors Request to Establish Market Tuition Rates Regulation 7.001(15) University: South Florida Proposed Market Tuition Program: Doctorate of Business Administration University Board of Trustees approval date: Date Proposed Implementation Date (month/year): January 2016

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

The Value of Optimization in Asset Management

The Value of Optimization in Asset Management Experience the commitment white PAPER The Value of Optimization in Asset Management Better decisions to help utilities balance costs, risks, opportunities and performance May 2015 cgi.com Improving the

More information

*Performance Expectations, Elements and Indicators

*Performance Expectations, Elements and Indicators C o m m o n C o r e o f L e a d i n g : Connecticut School Leadership Standards *Performance Expectations, Elements and Indicators *For further information, visit: http://www.sde.ct.gov/sde/cwp/view.asp?a=2641&q=333900

More information

POSITION NARRATIVE Vice President of Policy & Strategy First 5 LA

POSITION NARRATIVE Vice President of Policy & Strategy First 5 LA BACKGROUND POSITION NARRATIVE Vice President of Policy & Strategy First 5 LA First 5 LA is a leading early childhood advocate organization created by California voters to invest Proposition 10 tobacco

More information

BLACK PHILANTHROPY INITIATIVE: Capitalizing on momentum

BLACK PHILANTHROPY INITIATIVE: Capitalizing on momentum BLACK PHILANTHROPY INITIATIVE: Capitalizing on momentum BACKGROUND The mission of the Winston-Salem Foundation is to invest in our community by making philanthropy and its benefits available to all. In

More information

Academic Affairs Strategic Plan 2012

Academic Affairs Strategic Plan 2012 Academic Affairs Strategic Plan 2012 The Academic Affairs Strategic Plan is a continually evolving plan, building on the university s Strategic Plan and its three pillars: learner-centered, discovery driven,

More information

Chief Risk Officers in the Mutual Fund Industry: Who Are They and What Is Their Role Within the Organization?

Chief Risk Officers in the Mutual Fund Industry: Who Are They and What Is Their Role Within the Organization? Chief Risk Officers in the Mutual Fund Industry: Who Are They and What Is Their Role Within the Organization? Background Everyone within an organization has some responsibility for managing risk. In the

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

Improving the Effectiveness of Multi-Year Fiscal Planning

Improving the Effectiveness of Multi-Year Fiscal Planning Improving the Effectiveness of Multi-Year Fiscal Planning By Holly Sun Long-term forecasting and fiscal planning has long been advocated by the Government Finance Officers Association and other organizations

More information