AICP - Administration and Management (6%) / Leadership (6%)

Cost-benefit analysis

estimates the total monetary value, costs and benefits, of a project; typically used for public projects such as highways and other public facilities

Cost-benefit analysis conceived by

Jules Dupuit in 1848

In the United States, cost-benefit analysis became common as a result of

Federal Navigation Act of 1936

Cost-effectiveness analysis

a method for selecting among competing projects when resources are limited, was developed by the military

Net Present Value

calculates the net monetary value of a project, discounted to today's present value

Goals Achievement Matrix (GAM)

a comprehensive way to evaluate different projects

Linear programming

a project management method that attempts to find the optimum design solution for a project; his system takes a set of decision variables, within constraints, and generates an optimum design solution

Program Evaluation and Review Technique (PERT)

a scheduling method that graphically illustrates the interrelationships of project tasks

The PERT planning process involves the following steps:

• Identify the specific activities and milestones;

• Determine the proper sequence of the activities;

• Construct a network diagram;

• Determine the critical path;

• Update the PERT chart as the project progresses

Critical Path Method (CPM)

a project analysis tool that generates a "critical path” through the project tasks. 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.

horizontal or flat organization

has few or no levels of management between management and staff level employees. Employees are less supervised and have increased involvement in the decision-making process

A vertical or hierarchical structure

Every employee is subordinate to someone else within the organization, except the very top level (the CEO, who may be responsible to a board or an elected body)

advantage for vertical or hierarchical structure

mployees will have a clear sense of leadership within the organization and their level of responsibility on each task and project. There will also be promotional opportunities for employees to move “up” the organizational levels

advantage for horizontal or flat organization

providing employees with a greater level of responsibility

disadvantage of a horizontal or flat organization

employees can lack a clear sense of directive or job duties; Employees tend to be generalists rather than developing a deep knowledge of key subject areas; may be power struggles over who has decision-making authority, and management might avoid new opportunities in an effort to keep their flat structure intact

disadvantage of a vertical or hierarchical organization

departments may not communicate well and rivalries can develop as departments focus on their own interests. There tends to be more bureaucracy, which can slow down client responsiveness. Costs can also be higher because there is more management personnel.

Matrix organizations

encourage interdisciplinary approaches to problem-solving

eight elements to a strategic plan:

1. Analyze the community or organization's needs.

2. Identify results - determine what long-term objectives the city or organization is going to pursue.

3. Admit uncertainties - analyze the Strengths, Weaknesses, Opportunities, and Threats (SWOT) relating to the objectives.

4. Involve strategic stakeholders.

5. Develop and evaluate alternatives.

6. Identify the role of the city.

7. Develop a funding policy.

8. Evaluate performance.

Results Oriented Management and Accountability (ROMA)

sound management practice that incorporates the use of outcomes or results into the administration, management, and operation of community action agencies

ROMA was launched when

in 1993, when Congress passed the Government Performance and Results Act (GPRA) to improve federal program effectiveness and public accountability

Benchmarks

performance data used for comparative purposes

Impacts

the direct or indirect effects or consequences of achieving program goals

Outcome indicators

describe observable, measurable characteristics or changes that represent achievement of an outcome

Inputs

resources a program uses to achieve program objectives

Measures

quantitative or qualitative, objective, or subjective

Results Oriented Management and Accountability cycle

assessment > planning > implementation > achieve results > evaluation

three Cs of a good staff report

compliance, consistency, compatibility

Appreciative inquiry Summits

multi-day large events designed to bring people together to agree on changes that are needed in the community or organization

Coffee Klatch

a method for hosting a small, informal meeting for conversation and discussion, typically over coffee

Participatory Technology Assessment (pTA)

technique meeting is a deliberative process that brings a diverse public into conversations about science and technology policy decisions