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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| show | 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.
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| What are three basic forms of organizations? | show 🗑
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| What are eight elements to a strategic plan? | show 🗑
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| A strategic plan is for how many years (typically )? | show 🗑
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| What is the main characteristic of strategic planning? | show 🗑
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| What is the rising concept related to Technology and Related Applications? | show 🗑
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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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| show | The world weary, the plain mean, and those just doing enough to get by
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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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| If a staff person makes a mistake: | show 🗑
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| The “hot stove” technique means: | show 🗑
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| What is a flat organization? | show 🗑
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| Cost-benefit analysis | show 🗑
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| Cost-effectiveness analysis | show 🗑
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| show | 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
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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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| 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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| Linear programming | show 🗑
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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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| Critical Path Method (CPM) | show 🗑
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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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| three performance budget models | show 🗑
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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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| show | General Obligation Bonds are voter-approved bonds for capital improvements. GO Bonds use the tax revenue of the government to pay back the debt
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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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| show | 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
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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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| three types of taxes | show 🗑
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Created by:
SimaN