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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| Five lessons for driving large-scale social change through collaboration? | show 🗑
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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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| What are eight elements to a strategic plan? | show 🗑
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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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| What are some participatory planning tools? | show 🗑
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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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| What is baseline budgeting? | show 🗑
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| show | When budgeting is based on a number of factors out of control,
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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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| Which trait is generally NOT typical of public sector offices: | show 🗑
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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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| The “hot stove” technique means: | show 🗑
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| What is a flat organization? | show 🗑
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| show | 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.
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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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| Goals Achievement Matrix | show 🗑
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| show | Goals Achievement Matrix (GAM) - Gantt Chart - Linear programming- Program Evaluation and Review Technique (PERT)- Critical Path Method (CPM)
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| show | 1917 by Charles Gantt- focuses on the sequence of tasks necessary for project completion.
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| show | 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.
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| show | 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.
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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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| eight “essential” steps in the traditional budgeting process | show 🗑
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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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| The Planning Programming Budgetary System (PPBS) | show 🗑
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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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| show | 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
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| two primary types of budgets | show 🗑
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| When agencies have major capital expenses, there are a number of financing alternatives available. The most common include the following: | show 🗑
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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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| Special Assessments | show 🗑
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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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| three types of taxes | show 🗑
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