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Job Portfolio by Victor Burke

Job Portfolio by Victor Burke

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  • 1. MPA PORTFOLIOVictor BurkeApril 30th, 2013Focus on Leadership in GovernmentGraduation May 2nd, 2012Contact Information:Xxxx xxxxxxx xxxxxxxXxxx xxxx, xx xxxxx(xxx) xxx-xxxxxxxxxxxxx@gmail.com
  • 2. VICTOR BURKE1I. INTRODUCTIONPortfolio of Professional and Educational ArtifactsPublic Service & Non-Profit Executive Management through LeadershipThis portfolio includes samples of skills, achievements and proficiencies that have achievedthrough professional training and educational at in public administration. Four categories areincluded and arranged in the work section: Ethical Decision Making Nonprofit Management Public Service Leadership Performance AnalysisThe article of work contains artifacts from the last four years of public sector work experience Ihave acquired as well as educational background.These artifacts contain detailed descriptions by list as to what the articles demonstrated by use,application, and approach. Material enclosed within the portfolio reflects only a fraction of theskills, experience and knowledge, and talent. Creativity and integration of new computer skillshave been paramount to my education and training. I have always had a passion for newtechnologies. In 1988, while living in central Ohio, I worked for several retail design companiesand received a degree in Architecture. I moved to South Florida in 1995 where I worked asDirector of Architectural Design for a large design company in Tamarac, Florida.I redirected my managerial skills towards public service work. Public service has always been aninterest of mine; however, I didn’t realize how much I would enjoy the experience. In 2010, Istarted working as a volunteer intern for the Palm Beach Sherriff’s Office (P.B.S.O). Thevolunteer work in public service at P.B.S.O. included other departments such as crime scene,special K9 Unit, corrections and property seizures.In 2012, while attending FAU as a full-time student, I worked in the Department of EducationalLeadership and Research Methodology (EDLRM). Working with FAU faculty was mostenjoyable and provided an opportunity to work with F.A.U. administration, academic andcommunity leaders.I would invite you to consider the enclosed information to further understand my professionaland education skills. I am sure that I would be an asset to your organization.Thanks for your consideration.Victor Burke
  • 3. VICTOR BURKE2I. ContentsIntroduction and Personal InformationPortfolio Intro 01Contents 02Resume 03II. STATEMENT OF PHILOSOPHY OF PUBLIC SERVICEPrimary Motivation for Public Service 04Guiding Principles and Values 04Discussion of Philosophical Influences 05III. Artifacts of CompetencyA1 Ethical Foundations 07A2 Creating a Proposal for Funding 09A3 Creating a Nonprofit Organization 10A4 Nonprofit Partnerships 13A5 Leadership in Public Administration 15A6 Collaborative Relationships 18A7 Citizenship and Public Administration 19A8 Performance Analysis Project 23IV. AppendixA (MPA Plan of Study) 36B (Management Certificate) 37C (Competency Survey) 38D (Competency Survey) 39E (Competency Survey) 40F (NASPAA Competency) 41
  • 4. VICTOR BURKE3IV. ResumeEXECUTIVE MANAGEMENT AND LEADERSHIP IN PUBLIC SERVICEDelivering Excellence in Public and Nonprofit AdministrationSKILLS AND STRENGTHSAble to work as team player Assess Skill levels Oversee Team ProjectsSchedule & Train Personnel Write Spec Manuals Instruct Staff & PersonnelExcellent Oral & Writing Skills Create Project Budgets Excellent Judgment & Decision MakingPROFESSIONAL EXPERIENCECommand Security Corp. Protection Officer 2010-2013Florida Atlantic University Research Assistant 2011-2012Palm Beach Sheriff’s Office Volunteer Intern 2009-2010Interior Services, Boca Raton, Fl. Computer Dept. Manager 2007-2009Hartman Windows and Doors, WPB, Fl. Project Manager 2006-2007VOLUNTEERPalm Beach Sheriff’s Office Volunteer Internship 2009-2010EDUCATIONFlorida Atlantic University – Master Degree in Public Administration, Graduation date, May, 2013Florida Atlantic University – Certificate in Executive Management in Nonprofit Organizations, May, 2013Palm Beach State College – Associates Degree in Criminal Justice Non-sworn, Graduation, June, 2011Palm Beach State College – Associates Degree in Crime Scene (CSI) Investigation, June, 2010The Ohio State University – Bachelor of Science in Industrial Product Design, June, 1995PROFESSIONAL ACCOMPLISHMENTSQUALITY IMPROVEMENT Master Degree in Public Administration MPA Florida Atlantic University, Date of graduation 5/2013 Executive Management Certificate in Organizational Management from Florida Atlantic University Specialization training in crime scene photography, fingerprint and blood splatter analysis Experienced with Training and Writing Quality Control Manuals for manufacturing International Association of Identification, Associate Member, National Chapter Phi Theta Kappa Honor Society, Presidents List – 2011 Dean’s List at Florida Atlantic University – 2012SHERIFF’S OFFICE EXPERIENCE Field Training-Intern at PBSO Crime Scene, K9 and Property Seizures, Palm Beach Districts Meet with Child Protection Services on Special Investigation Cases PBSO Internship at PBSO, Burglaries, Retail Theft, Shootings and Narcotics Assist S.O. with creating 2d CAD drawings of crime scenesSTAFF LEADERSHIP Florida Atlantic University, Educational Leadership and Research Assistant Innovative Problem Solving Skills Customer and Client Satisfaction
  • 5. VICTOR BURKE4II. Statement of Philosophy – Primary Motivation for Public ServiceI have a desire to serve and make a difference. I believe that one individual canmake a difference. As a student at Florida Atlantic University, I have conductedacademic study, research and volunteered for public service work. My commitment toethics provides a foundation for public or nonprofit service. Regardless of theorganizational task or academic assignment, I apply ethical behavior in all of my tasks.My personal belief in ethical decision-making is paramount. As an administrator, Ibelieve that each person’s skill sets and attributes should be developed for greatercapacity. Working with others and involving multiple performers in decision-making isimportant. Administrator need to involve other key organizational personnel, thuscreating greater opportunity for success. Administrators should access other participantsin decision-making processes. Others, who are part of the decision-making procedurebecome recipients of shared information. Each individual administrator brings their ownset of unique skills and style.Guiding Principles and ValuesThe creation of this portfolio provided an opportunity to reflect upon the entireacademic program. My tenure at F.A.U. was most rewarding as it helped to define thequalities necessary for leadership in Public and Nonprofit leadership. My interest incontinuing education is driven by a quest to achieve personal goals. Being open-mindedto possibilities is an important component to success. I am driven by achievement andthe quest for goals.
  • 6. VICTOR BURKE5I believe that today’s administrators are challenged with new and creative ways tosolve problems and issues. Human resource professionals and executive managers mustfind innovative ways in which to find solutions to personnel issues. Administrators shouldwork to provide a “bridge” for leadership. Leadership skills and vitreous personalitytraits are qualities held by successful administrators. An administrator should possessintuitive skill sets. Intuition can assist with planning effectively and avoiding potentialproblems. Developing awareness for potential scandals can be of great benefit. Actingethically in business as well as personal lifestyle is paramount.Discussion of Philosophical InfluencesMy background in criminal justice, security, job-training and industrial design hasprovided the framework to meet the challenges within pubic administration. Thechallenges of public administration are often solved through creative and innovativedecision-making. Today more than ever, our business environment is constantlychanging. Technology evolves at a rapid rate and keeping current with change isimportant for administration. Globalization and interconnectivity provides a network ofreal time communication. Connecting with stakeholders is important for government aswell as nonprofit organizations.Globalization and instant messaging creates real-time exchange of information.Administrators may find themselves faced with issues that stem from technology literacyissues. I believe that a reasonable level of technical knowledge and expertise should bepossessed by an administrator. Finding time to search for information resources is notalways possible. Having basic levels of expertise can help to complete a task. Finding a
  • 7. VICTOR BURKE6resource can be time consuming. I believe that administrators should participate inlearning about basic technology devices. Our environments are filled with productswhich are constantly evolving to meet consumer demands. The use of newer technologyproducts is common among service workers and business personnel. A large number ofemployees utilize hand held technology devices for inter-connectivity. The social mediaenvironment functions differently from direct human interaction. I believe thatadministrators as well as academic leaders should not separate themselves from socialmedia technology. This technology is here to stay. Technology provides interconnectivitythat so many people rely on.Administrators must be effective communicators. They need to be recipients ofaccurate information. The importance of possessing the skills and knowledge to leadcannot be over emphasized. The ability to engage critical thinking, analyze problem, andmake decisions requires objective thinking. Administrators analyze problems to findsolution. Employing proper procedures can involve non-traditional thinking. Innovativesolutions often require innovative analysis. “Stepping outside of the box” has helpedmany personnel professionals and public administrators to find solutions to complexproblems. Change is inevitable. Administrators must employ innovative problem solvingto best serve their organization.
  • 8. VICTOR BURKE7Demonstrated Skill:A Personal Framework on -Ethical Decision-making in Legal and Professional IssuesIII. ARITICLES OF COMPETENCYARTIFACT IETHICAL FOUNDATIONSCapstone Seminar in Public Administration(PAD 6139)Professor: Dr. Leslie LeipMarch 1st, 2013Paper Grade: AA Personal Framework for GuidanceA personal framework and analysis has provided a pathway for guiding ethical decisionswithin the work environment. Analyzing and processing an ethical problem can be complex.The actual problem may become elusive and difficult to define. Through my own experiences, Ihave discovered that each situation should be dealt with on its own merits. No two situations areexactly alike. Ethical decision making and applicable solutions can be made quickly or they maybecome time consuming and tedious.First and foremost, identification of the problem is essential. Obtaining accurateinformation and facts are an important component to an administrator’s decision making process.A multitude of unforeseen circumstances may give rise to making an ethical decision. A personalframework may include a step by step analysis and procedure. Identifying the need to render anethical decision provides a starting point. Ethical dilemmas may present an unclear course ofaction. However, I have discovered that ethical decision making involves greater achievementthrough assessment and analysis. Identification and prioritization helps to establish ethicalprinciples. In my opinion, vitreous ethical values provide a context and background for greaterdecision making. Denhardt and Denhardt (2009), state that “the ethics of virtue is not merelyanother philosophical approach but a way of developing the skills one brings to the problem ofethical decision making” (p.133). The process includes weighing optional or possiblealternatives.Prior to an ethical decision, ramifications of possible consequences should be analyzed.Previous MPA coursework in budgeting and cost benefit analysis assists with this process. Mypersonal work history has provided experience with administrative creeds, agency rules andprofessional codes of conduct. Writing product performance manuals has given a unique insightinto public service performance. Public service performance and product performance mustdeliver quality and satisfaction for clients. A lack ethical activity within the service profession isa reflection on public service performance.
  • 9. VICTOR BURKE8In my opinion, greater achievement exists for administrators that practice and followprofessional codes of conduct. Administrative decisions regarding ethical or unethical actionsaffect customer satisfaction of citizens. Written codes of conduct from agencies or workplaceshould be carefully evaluated with any contrasting professional creed. Discrepancies betweenprofessional and moral codes create conflicts of interpretation.The ASPA Code of Ethics (2012), states that “all persons shall be treated with fairness,justice, equality and respect individual differences, rights, and freedoms and act affirmatively toreduce unfairness, injustice, and inequality in society” (p. 1). Administrators are held to highstandards and transparency. Public perceptions are important to an administrator’s jobperformance. A course of action or implementation involves a framework for reference. I havenoticed salient similarities between previously acquired architectural principles and ethicalframework processes. These similarities have provided pathways and integration foradministrative decision making.Design and concept analysis phases, utilized in my architectural background, havenotable similarities. Analysis and development phases such as, planning, designing,implementation and evaluation are most prominent. Planning a course of action helps todelineate and provide delivery and blueprint for solution. Implementation is followed byevaluation. These process phases also provide a framework for ethical choices and decisions. Areview of information or evaluation may lead to eliminating that which ruptures the frameworkof parties affected. Overall consideration should be factored as participation varies. As anadministrator, transparency permeates the work landscape. Actions, statements and conversationsare judged by the public. Therefore, administrators must make an honest analysis, as well as atruthful attempt to reach the best ethical decision. An administrator should be cautious so as tonot allow self-interest to find way into ethical decisions. Self-interest may creep into ethicalprocesses much like a microbial germ enters our body… unknowingly.The ASPA Code of Ethics (2012) states we should “comment ourselves to upholdprinciples by strengthening social equity and striving for social professional excellence.” (p. 1).Assessment of outcomes helps determines the after-effects. This can help evaluate who wasaffected and to what extent. I believe that discussion of outcomes should occur amongst otherpublic service professionals who work with ethics or review ethical cases. On occasions, I havefound resource by including friends, family members and relatives in gaining opinion and insightand to facilitate reflection. It is important to seek out other’s opinions and contrastingperspectives. From my own personal experience has provided framework for caution whenutilizing an exact textual reference for making ethical decisions. Unforeseen outside pressuresinfluence the decision making processes and their influences may not be so obvious. In myopinion, professional values must be carefully weighed before acting. Within this framework, acookie cutter approach for making ethical decisions does not exist.Incorporating Legal and Professional Issues in Decision-Making FrameworkI believe that it is important to draw on previous MPA text and material to address anddescribe the framework used to make legal and professional decisions. Stone (2009) reveal that“one of the main reasons that drive people into court is that they believe they have a morale issue
  • 10. VICTOR BURKE9at stake” (p. 337). People do not always interpret correctly and often their basis for argumentfocuses on their rights. The constitution was written with alienable rights. Many, who do notprevail with their claim, ultimately discover that better judgment could have kept them out ofcourt. Problems exist whereas misinterpretation or misconceptions give rise to legal battles. Thecourts are inedited with these cases.Stone (2009) further states that “whatever the source of moral principles, the idea ofmoral rights allows for the discrepancy between legal and moral rights, so it is legally possibleand perhaps morally required for people to claims rights that do not exist and that theregovernment does not currently support” (p.337). Differentiating between legal and moral rightsis a grey area. The answer is not so clear. Ethical decision making involves both legal as well asprofessional considerations. Interpreting constitutional rights have similarities withadministrative legalities and professional creeds.According to Denhardt and Denhardt, “knowing the proper and correct source of action isnot enough.” (p.132). They contend that you must act in manner in which you consider to beright. It is easy to see how ethical decision making can be an arduous process. The responsibilityof accentuating to the public service involves putting the public interest above personal interestand having a commitment to procedural fairness through democratic process. The author’sdescribe several different approaches and include, the duty-based, virtue-based, principle based,and consequential based approach to moral and ethical problem solving. I find these differentapproaches resourceful. In an analysis of circumstance, I may use aspects of each to find solutionwith an ethical dilemma. Thus helping to delineate between legal and professional frameworkprovides greater opportunity for ethical decision making. In the final analysis, a utilitarianposition states that the decision which brings the greater good for the greatest number of people.Denhardt and Denhardt’s utilitarian position may have greatest benefit when relegatingprofessional issues and moral decisions.Choosing the right thing to do is not always so clear. According to Ashworth (2001) theyreveal that “bosses sometime decide for the good of the nation that they must violate laws or theConstitution in order to save the public” (p.155). In my opinion, history often repeats itself.Evidence suggests that history does repeat. “Lincoln rationalized a decision when he stated that“public safety does require the qualified suspension of the privilege of the writ of habeas corpus,which I authorize to be made” (p.155).Decision models can also be utilized for evaluating professional and legal issues.Decision models, as revealed by Birkland (2011) are useful and applicable to specificcircumstances and decision processes. The author reveals several decision models includingbureaucratic politics, garbage can, government politics, normative and rational actor models.These decision models allow administrators a choice in decision making resources. Utilizingvarious decision models provide varying efficiency and effectiveness.
  • 11. VICTOR BURKE10Demonstrated Skill:Creating a Statement of Needs, Logic Model and Budgets for Grant ProposalsARTIFACT IICREATING A PROPOSAL FOR FUNDINGGrant Writing(PAD 6233)Professor: Dr. Ronald C. NyhanJuly 29th, 2012Paper Grade: AIntroductionThis paper examines the purpose of a statement-of-needs within a grant proposal.Decisions by reviewers may support or deny funding of a given proposal. Planning,implementation and utilization are important guidelines for grant proposal writing (Kellogg,2004). Often, grant writing proposals represent hours of tedious work. Funders focus on thestatement of needs in making a determination of award (Gohr, Hielkema, & Sanchez, 2010,).Several components are utilized by reviewers in working through the evaluation process. Thepaper also explores how logic models are used to plan for evaluations and how funders evaluateproposals.Purpose of Statement and Deciding Whether to FundAccording to Nyhan (2012a), funders may disqualify a potential proposal for reasons thatthe statement does not potentially solve the problem in which the grant makers’ organization andinterests reside. Therefore, a proposal may not generate results that can be measured in someway (Nyhan, 2012a). The grants’ statement-of-needs shall ascertain the emphasis and basis forthe proposal.Gohr, Hielkema and Sanchez, (2010), assert that a needs statement should be utilized toexemplify a perception of the problem to be solved. “Simply describing the symptoms is notsufficient” (p.4). The needs statement shall comprise the ‘views’ of community stakeholders(Gohr, Hielkema and Sanchez, 2010). Gohr, Hielkema and Sanchez (2010), contend that thefollowing question needs to be asked; “if the problem is not solved, then what will likely happento the population served?” Gohr, Hielkema and Sanchez (2010), reveal that “examples of howthe problem has affected someone’s life makes the problem real” (p.5).According to Nyhan (2012a), a well written statement-of-needs “defines the targetpopulation and explains the community problem to be addressed.” A connection between thepurposes and goals of the organization should be stated within the proposal with clarity andsimplicity. Funders look for proposals which contain quantitative and qualitative records andmaterials. The proposal should provide and explain the purpose by using conditions whichfactually support the proposals’ needs statement (Nyhan, 2012a). Funders will be quick to not
  • 12. VICTOR BURKE11sponsor a proposal if the organizations’ needs are obscured with the needs of the targetpopulation (Nyhan, 2012a).Funders approve well written proposals when the proposed organizations’ can better thecommunity. Nyhan (2012a), states that the beneficial impact should be apparent and readilyapparent to the funding evaluator. It should also be noted that funders also look for ‘why’ aparticular organization addresses the funders’ needs (Nyhan, 2012a). Some organizations arebetter equipped to address the problem that funders are confronted with. Evaluators look for‘how’ an organization can provide improved service delivery over others. Therefore it isimperative that the needs statement relates to the purpose and the organization’s mission (Nyhan,2012a).Elements and Purpose of a Logic ModelGoodman and Palo (2012a) state “the importance of submitting clear ideas of what willbe measured.” They bring to light how objectives shall include; inputs, process activities,outputs, outcomes and impacts. Outcomes are one of the five elements of a logic model.Outcome results consist of the following; initial outcome, intermediate outcome and long termoutcome (Goodman and Palo, 2012a). “Funders for grants look for a logical and comprehensivemethod for collecting, analyzing, and reporting data related to the goal, activities, outcomes, andimpacts of a project. Not all funders request for logic models, however large funders will ask toprovide a logic model (Goodman and Palo, 2012b).(Kellogg, 2004), reveal that compliance is a necessary component of an evaluation. Shortterm outcomes shall consist of gainful knowledge and skills while intermediate outcomes focuson behavior changes. Changed value and conditions such as; social, economics, civil andenvironmental are categorized as long term outcomes.Logic Model for EvaluationIn our class discussions, Goodman and Palo discussed fictitious grants and other proposalscenarios. Evaluation of the fictitious proposals involved several areas of analysis. For example,a fictitious grant to “stop smoking campaign” may include a goal to achieve “healthyAmericans.” In this example, evaluators would be careful to consider the long term goals. Withinthe class scenario, long term goals are likely to include “fewer deaths.” In working to defineobjectives, questions can be generated to assist with the logic process. The proposal writer maypose a question to answer or address an objective. Goodman and Palo (2012a), demonstrated in-class ‘how’ objective can be addressed.Goodman and Palo addressed the following question; “What is the main objective of thegrant?” By asking a question -an answer addresses the objective. Goodman and Palo (2012a),stated their response to this question as follows; “we’re going to serve 100 children.” Accordingto Goodman and Palo (2012a), establishing clarity within the proposal is essential.Goodman and Palo (2012a), exposes how “establishing clear ideas of ‘what’ you’re goingto measure are necessary to establish objectives.” In working to establish the objectives,Goodman and Palo (2012a), brings to light how the proposal should include ‘what’ will beaccomplished. Being clear about how the proposal measures and ‘what’ they’re going to do willactually make it easier to be funded (Goodman and Palo, 2012a). Evaluators look closely atinitial outcomes. Initial outcomes should be greater than the number of people that knew aboutthe risks of smoking. This exemplifies backward mapping and evaluators are ardent to proper
  • 13. VICTOR BURKE12analysis and usage. Goodman and Palos (2012b), revealed how evaluators’ use of logic modelsoffer assistance with outcome comparisons. An intermediate outcome may bring about abehavioral modification. Goodman and Palo states how grant funders focus on comparisons inwhich the “total people who smoke” are compared against those who actually exhibitedbehavioral changes. In this example, utilization of backwards mapping provided projectassessment.Evaluators often focus on intended population or target population. In this lectureexample, evaluators are likely to focus on “people who smoke now” (Goodman and Palo, 2012b).With this scenario, Goodman and Palo maintain that long term outcomes may not be availableuntil way-down-the-road or even a decade later.Proposal evaluation processes consist of the following; 1) Goals and expected outcomes forthe program 2) How measurements are used for effectiveness 3) How the data will be collected4) Who will analyze it 5) How and to whom the results will be reported (Goodman and Palo,2012b).Several questions should be asked to determine the underlying factors and presumed causesfor a statement of need. Intervention involves deciding what to do to address the presumedcauses of the needs. The theory of change model also identifies unintended outcomes.Consideration for development should include how outcomes may have a positive or negativeeffect. Desired outcomes should consist of skills that funders are expecting. Impact of changeinvolves an analysis of how the original problem was resolved or addressed (Goodman and Palo,2012b).Purpose of Budget Narrative“The budget narrative is the justification of ‘how’ or ‘why’ a line item helps to meet theprogram deliverables” (Nyan, 2012b). Before a project is fully developed, all proposed expensesand activities should be checked to ensure that they are allowable and all instructions should bereviewed. All areas within a program require expenditure. Grant funds are not alwaysaccustoming to paying for expenditures however they may be part of in-kind contributions.Therefore, they should be included within the budget. An important aspect of budgeting includesa well thought out narrative (Nyhan, 2012c).Budget Narrative – A Tool to Strengthen and Evaluate Grant Proposals(Nyhan 2012c), affirms that cost estimates should be based on actual rates at the time theapplication is submitted. The reviewers have knowledge as to current costs associated with thebudgets. Attempts to inflate costs have are identified as “padding” (Nyhan, 2012c). Expensesshould be reasonable and maintain a relationship to the proposed activity. Any items left out orunfounded become surprises for reviewers and may bring to light questionable evaluations byreviewers (Nyhan, 2012c).All salaries should be calculated using prevailing personnel rates in effect at the time ofthe application (Nyhan, 2012c). For multi-year projects, salaries in the second or third yearshould include step increases. The fringe benefit rates vary by each organization. Calculation oftravel and tolls should be at the actual costs. Evaluators look closely at out-of-state travel costs todetermine actual rates at the time of application. For out-of-state travel, it is suggested that thefederal per diem table should be consulted (Nyhan, 2012c). Contingent to the type of equipmentrequested, several estimates should be acquired. Decisions regarding the type of computer
  • 14. VICTOR BURKE13Demonstrated Skill:Nonprofit startup – Creating Outcomes and Evaluationssystem to be procured have to be evaluated in relationship to activities of a particular project. Ifdocuments are to be shared, then there should be adequate reserves applied to safeguards that itwill be probable to achieve the necessary equipment and staff (Nyhan, 2012c). For reviewers,even the minor details are measured. Production supplies are frequently an insignificantexpenditure with the majority of projects. Yet project supplies are necessary to achieve mostassignments. (Nyhan, 2012c), states that all expenses for reproducing, printing brochures,distributing information and reports should be included and confirms that this portion ofbudgeting has frequently been a good choice for in-kind contributions. Most importantly, itshould not be absent from the total expenditures of the job.Contained within the contract category are expenses for employing individuals who arenot exiting to participate with the project on an ongoing basis. A complete and realistic budgetportrays a serious part in the preparation procedure for a grant as well as the rationalization for‘why’ an assessor recommends supporting one applicant and not the other. Grant awards arerarely increased therefore, it is imperative to be assured that the project be achieved with thefunds requested (Nyhan, 2012c).ARTIFACT IIICREATING A NONPROFIT STARTUP (Fictitious Sample Project)Management of Nonprofit Organizations(PAD 6142)Professor: Dr. Ronald C. NyhanDecember 15, 2012Paper Grade: AEVALUATION AND OUTCOMESThe Nexus Collaborative, Inc. shall use evaluation methods to measure outcomes andprogress. The collaborative approach shall involve community partnerships and measurement ofprogram development. Program outcomes and process evaluation shall track and report programobjectives. Services provided by The Nexus Collaborative, Inc. are designed to complementprogram outcomes.Beginning in 2014, Nexus shall amend applicable program activities to meet objectives.The overall objective is to reduce recidivism of program participants who complete all 3 phasesof Program I and Program II. In June 2014, outcome measurements shall begin. Performancedata will begin at the beginning of 2014 fiscal year.
  • 15. VICTOR BURKE14In 2015, semi-annual program performance evaluations will be beginning. Datacollection shall continue from 2014 thru 2016 and annual assessments will be made for eachfiscal year end. Performance measurements and data will be reported for a three year fiscalsummary.OBJECTIVE OF SERVICE Complete Level of Service risk assessment of participants of The NexusCollaborative program. Successfully refer program participants in permanent housing after completion of allthree phases of the program. Reduce recidivism rates in Florida Communities.PROGRAM EVALUATIONMonthly reporting will be completed on potential new housing and placement as well aspre-release service records. Program I and Program II shall incorporate quarterly reporting onprogram participants and include ex-offender tracking as well as their new employment data.The collection of demographic data shall ensure that all parties receive up-to-date information.A commitment to quality assurance standards are included and integrated within ProgramI and Program II. General Information for evaluation shall include each program participant’sname, level of education, birth data, gender, race and documentation of referral reentryattendance as well as any and all incidents including counseling sessions. Individual case notesand case narratives of all incidents shall be recorded on each program participant including allservice delivery dates. The quality assurance and evaluation data will be used to assist withservice delivery and evaluation of program outcomes.Long term goals shall increase public safety by reducing recidivism amongst programparticipants. The long term process of these goals and reduced recidivism includes evidencebased practices. The overall design and integration of the program evaluates and determinesassessments through evidence based criteria.The project evaluation highlights the process of how Nexus performance indicators willbe assessed. The project evaluation plan indicates specific objectives. These tasks and milestonesare detailed (see Tasks and Milestones). The project uses a one on one approach for planningand achieving goals. Both Programs I and II use processes and outcomes objectives to defineaccomplishments. As listed above with their indicators, the objectives are administered tomeasure and define progress. The evaluation team shall facilitate and provide documentation toensure objectives are reached. The enclosed objectives specify tasks and benchmarks to keep theprogram on track. Benchmarks and milestones includes; participants who obtain work within 6months of program completion; participants who obtain work within 12 months of programcompletion; program participants who are not re-incarcerated, and actual % of participants whoare referred into permanent housing.Outcomes and Achievementso Realign the working relationship between the offenders returning hone by providingtemporary housing assistance and support services upon the offender’s release fromcorrections.o Reduce recidivism among ex-offenders receiving services at Nexus Collaborative.
  • 16. VICTOR BURKE15Demonstrated Skill:Making Proper Assessments in Applying for a Granto Documentation and materials will be created with an emphasis toward replicating theprogram concept in other Florida communities.o TNC shall process linking offenders with community based revitalization program to assistwith renovation of abandoned property for The Nexus Collaborative.o Divert program participants from entering state drug and mental health facility.o Reduce ex-offenders who are released into homelessness.o Increase successful referral to permanent housing.o Successfully increase the number of ex-offenders referred for support services.o Increase ex-offender referrals to assist with educational barriers.o Successfully increase ex-offender’s health services through community health partnershipand referrals.o Transitional housing for male and female offenders whose primary challenge upon release ishousing.Overall Impact on Long Term Outcomeso Reduce program participant’s engagement in risky behavior.o Increase public safety.o Improved quality of life.o Increased accessibility to service and treatment for ex-offenders.ARTIFACT IVNONPROFIT PARTNERSHIPSGrant Writing(PAD 6233)Dr. Ronald NyhanFebruary, 2012Paper Grade: APARTNERSHIPSSeveral partnerships exist which facilitates to serve our collaborative with WorkforceAlliance (WIA). Palm Beach County Schools shall work with our pilot program in providingwork program structure and maintain an alignment between program activities and academiccourse load. Take Stock in Children (TSIC), a non-profit organization, shall collaborate with usand serve as a model in attaining measurable success in participant retention, academic course
  • 17. VICTOR BURKE16completion and continued employment. The success of the program is reliant on studentparticipation / retention. As such, our program is committed to working with (TSIC) andremains confident that their collaborative participation provides necessary ingredients forsuccessful outcome and goal achievement. Additionally, PBC Alliance will work with us toprovide a concerted participation in work study structures based on positive, provenoutcomes. Their collaborative relationship and organization integrates and enhances our pilotprogram outcomes. PBC Alliance maintains a website identified as “pbcalliance.org.” thatprovides a wealth of information on resources for best practices in job preparation, placementand skills attainment. Palm Beach County Alliance will work to provide foundational structureand assist with formatting work study activity for maximum program accomplishment.ASSESSMENT AND EVALUATIONThe project evaluation highlights the process of how our performance indicators will beassessed. The project evaluation plan indicates specific objectives. These tasks and milestonesare detailed on Form 2 (Work Plan). The project uses a one on one approach for planning andachieving goals. The program use processes and outcomes objectives to define accomplishmentsthat YWDC Pilot Program strives to achieve. As listed below with their indicators, theobjectives are administered to measure and define progress. The evaluation team shall facilitateto provide documentation to ensure objectives are reached. The enclosed objectives specifytasks and benchmarks to keep the program on track. Benchmarks and milestones include- actual% of student enrolled of students employed upon graduation; comparison of drop rate each yearto 2013; and actual % of YWDC Pilot Program participants who graduate.The program evaluation team shall analyze the extent to which the project and objectivesare achievements of YWDC Pilot Program. Senior evaluator’s job shall be to provide feedbackto program staff to allow changes to improve program effectiveness and fiscal efficiency. TheEvaluation team will include quantitative and qualitative examination of the process componentsincluding total number of youth served, number of job placements and number of youth whodeveloped pre-employment skills. Process evaluation shall be utilized to determine if project hasbeen implemented as proposed. The outcome evaluation will measure the impact of the programon the target population. The program evaluator will assist with the collection of data forproposed activities. The evaluation team will meet monthly with program specialists to discussadvancement and all adjustments. The data collection shall provide details on how the projectwill attain each milestone marker. Forecasting shall be used to assess and evaluate achievementsof each milestone. If benchmarks are not attained, then staff will forecast consequences andimplement solutions to allow timely corrections. Data measurements will emphasize necessaryitems that will be collected during program implementation. Examples include staff activity,project timelines and work study performance.A variety of instruments will be used to collect confidential data and shall include;surveys containing open and closed questions directed at students, parents and teachers 2)records including student academic performance, internal behavior, disciplinary actions andwork-study attendance 3) observations both formal and informal 4) satisfaction survey oftraining activities. The reduction of problems shall be assessed in contrast with increases inpositive factors. To do this, the evaluation team will be linked closely with staff and teamplanners. The senior evaluator will meet on a monthly basis with workforce service specialist.
  • 18. VICTOR BURKE17Demonstrated Skill:Leadership Lessons Learned from the Public SectorProgress reports will be developed to facilitate the tracking of each milestone. Staff membersshall record each objective.The YWDC pilot program team will be sensitive to the needs of students, parents andteachers so as to ensure that no excessive or unnecessary documentation is produced. Theevaluation forms will be created to capture pertinent information and will not includeunreasonable documentation. Outcome evaluations will answer the question of -what impact theprogram has made? Additionally, the effects of the program on participants shall be measuredwith short-term outcomes. A project manual will be developed to outline specific short term andlong term measures and activities required to operate a successful YWDC pilot program. Thiswill allow other new sites to build upon our knowledge.ARTIFACT VLEADERSHIP IN PUBLIC ADMINISTRATIONCapstone Seminar in Public Administration(PAD 6139)Dr. Leslie LeipMarch 30th, 2013Paper Grade: AFrom my first class, Introduction to Public Administration, several important leadershiplessons emerged. This assignment focuses on three leadership lessons acquired through MPAcoursework at FAU. The lessons have provided greater understanding of leadership and the rolethat leaders perform.The Master of Public Administration (MPA) program at Florida Atlantic University(FAU) consisted of many class discussions on public sector leadership. Group discussions wereoften part of the instructor’s antennary. The three main leadership topics that I have focused oninclude: 1) leadership roles 2) relationships in leadership and 3) emotional labor andleadership.Leadership RolesIn my first course at FAU, Introduction to Public Administration, weekly groupdiscussions included assembling students groups whereas opinions and information gained fromprevious text readings and assignment were discussed. MPA students participated in variousleadership roles with varying degrees of skill sets. On occasion, a group leader was elected tospeak in for the group. The group discussions on leadership allowed class members to learn
  • 19. VICTOR BURKE18leadership roles through group participation and interaction. Teams of students evaluated eachother. In my opinion, the process assisted in learning and understanding administrative roles andopposing viewpoints on public administration topics and issues.One of the first assignments in the MPA program involved participation and attendanceat a local government meeting. The research included attending a community meeting at theWest Palm Beach Police Department (WPBPD). I observed public service workers and citizenswho spoke at the meeting. Various individuals delivered their opinions on community issues.The assignment provided an excellent learning experience to observe community leaders, publicservice workers, and officials. The meeting facilitated a platform for citizens to express opinionson community topics and present their personal viewpoints. Various city leaders were present atthe meeting. I did not speak at the meeting however, I observed community leaders who providea leadership role for the City of West Palm Beach. Denhardt and Denhardt (2009), reveals sixgroups of leadership roles as follows; 1) leadership coordinator 2) leadership facilitator 3)leadership trainer 4) leadership observer 5) leadership gap filler and 6) leadership monitor.Denhardt and Denhardt (2009) state that “recognizing the artistic dimension in leadership,however, compels us to acknowledge and give further thought to the inner resources required bythe leader” (p. 161).While attending my first course in the MPA program, I became employed as a graduateassistant working with university faculty leaders. I observed leadership faculty providingmentorship to FAU students. I watched as FAU faculty made personal sacrifices to mentorstudents within the leadership program. Working in the Dept. of Educational Leadership andResearch Methodology (EDLRM) provided a frame-of-reference to participate and observefaculty leaders. I discovered similarities with Desmond Tutu’s definition and leadership roles ofFAU faculty.The (2007) interview with Desmond Tutu revealed his personal comments and thoughtson leadership. He stated that “leaders should inspire their followers.” According to DesmondTutu, “leadership involves doing something to sacrifice for those who they serve.” Watching thevideo led me to reflect on personal sacrifices that EDLRM faculty delivered to assist withprioritizing academic goals and student needs.Relationships in LeadershipThe City of Delray Beach website reveals opportunity for citizenship engagement andparticipation. Citizens can participate on many levels. This opportunity for participation assistspublic administrators and provides a vehicle of delivery for citizenry. Denhardt and Campbell(2006) state that “leadership involves more than simply the accomplishment of change andeffective production of result” (p.569). Trottier, Van Wart, Wang, X. (2008), reveal how “goodleadership depends even more transformational elements than transactional” (p.330).According to Denhardt and Campbell (2006), “relationships in leadership involve havingto capture the heart and souls and minds of people. Then you can get their energy” (p.17). Ourrecent Capstone website assignment provided data on local governmental communities in southFlorida. Some municipalities have chosen to provide a website presence with greater opportunity
  • 20. VICTOR BURKE19for citizenry. The City of Delray Beach website provided engagement for citizens as well asopportunity for interacting and establishing relationship with civic leaders through volunteerservice. Administrative leaders do not always have favorable outcomes and lack ethics andmoral principles. According to Denhardt and Campbell (2006) we should “emphasize democraticvalues and the critical role of citizens and citizenship in public leadership process” (p. 569).Unethical relationships have brought spoils to several administrative leaders. Manypublic officials have found pathway to corruption. I believe that previous public leadership hasattempted to use charisma to avert the public’s opinion and misguide citizens. I also believe thatall too often leaders rely on their charisma to misguide the public. Various public leaders havedemonstrated varying degrees of charisma. As an example, President Clinton appeared in frontpublic television with an appeal to the American people. He pleaded and asked the Americanpublic to trust him with telling truth. In my opinion, his charisma did not provide a safe haven inwhich to masquerade his lack of morality, ethics or leadership role.Denhardt and Campbell (2006), state if goals sought which are not moral, not based onthe public interest, and not rooted in the values of democracy and citizenship, then publicleadership has failed (p.569). Denhardt and Campbell (2006) reveal that “we need leaders whowork with others to come up with right idea” (p. 569).Denhardt and Campbell (2006) state that we should emphasize critical roles of citizenshipin the leadership process and start to build a model of transformational leadership. The authorreveals that ‘the morality of change is needed to engage citizens” (p.469). In contrast, Trottier,Wart and Wang (2008), reveals that moral element in leadership is too difficult to quantify” (p.570). The Transitional vs. transformational leadership platforms contain differing viewpoints.However, I personally believe that greater leadership is achieved when morality integrates withinleadership roles.Emotional Labor and LeadershipDenhardt and Denhardt (2009), reveal how public service workers rely heavily onemotional labor (p.188). According to Denhardt and Denhardt (2009), “promotion systems fail tocompensate for smoothing troubled relationship, caring and empathizing. Administrators shouldcompensate and provide a greater humanistic approach to service that provide work to enablecooperation and behind the scene assistance” (p. 188). I believe that public service workers, whoare not compensated, may become disgruntled employees. Denhardt and Denhardt (2006) statethat “leadership is deeply rooted in the human psyche than we tend to acknowledge” (p. 160).I have many friends employed as frontline service workers. In my opinion, public serviceleaders within the criminal justice (CJ) complex would benefit from compensation for emotionallabor. On many occasions, I have observed public service employees within the CJ complex,constantly bickering amongst themselves in frustration over compensation issues.Strivers (as cited in Newman and Mastracci, 2009), reveal that “the most importantchallenge facing public administrators is not to make their work more efficient but to make itmore human and caring” (p.18).
  • 21. VICTOR BURKE20Demonstrated Skill:Creating Collaborative Relationships to Address Complex ChangeARTIFACT VICOLLABORATIVE RELATIONSHIPSCapstone Seminar in Public Administration(PAD 6139)Professor: Dr. Leslie LeipJanuary, 2013Paper Grade: AAs a student in Public Administration at FAU, I have chosen to study all electivecoursework in Nonprofit Executive Management. The Capstone assignment has assisted inintegrating how benefit is achieved through nonprofit collaborative relationships and publicservice organizations. According to Gerlak and Heikkila (2011), collaborative partnership amongindividuals and organizations can provide better capacity for managing shared problems.Collaborative PartnershipsWhile reading the assigned journal articles, I could not help but to recall a major U.S.environmental disaster. According to Hume (1979) a New York canal was heavily polluted withsome of the most dangerous chemicals known to man. The Love Canal catastrophe occurred nearNiagara Falls, New York. Hume revealed events that took place in the 1970’s as one of thegreatest environmental failures in U.S. history. My personal concerns are focused on man-madeenvironmental issues effecting communities. The failure to learn from collaborative errors andadministrative oversights may deliver consequences for world populations. The complexity of aproblem is not always congruent with saliency.Allen (2012) reveals the importance of social contracts and the role of citizenry. In myopinion, a greater unification effort could have increased the potential for success resulting fromthe events that occurred in New York. Additionally, providing greater capacity for collectivelearning may have increased potential for achieving greater public good. The environmentaldisaster that occurred at Niagara Falls represents a failure to address complex problems and anoverall lack of cohesive effort. Public administrators did not effectively unite or coalesce toprotect the public from environmental poisoning. The capacity for managing shared problems isat the root of this fiasco. Regulatory guidelines and scientific methods do not always provebeyond a reasonable doubt, the guilt or innocence of an individual or entity. The Love Canaldisaster represents failure to resolve highly salient problems that lead to poor perceptions ofcorporate, government and public administrators. Administrators should take note when problemcomplexity and saliency is high.
  • 22. VICTOR BURKE21Solution Process SimilaritiesWithin my past architectural work, team teaching has often provided a vehicle forcreatively achieving solutions to engineering and manufacturing problems. Trial and errormethods have often been employed to provide solution to composite design problems. Previousdesign exercises involving several team participants combine to form a group of various skilledand talented individuals trained within their own area of expertise. A project team may becomprised of several individuals such as a graphic designer, spec writer, model builder,illustrator, and project manager. This is often accomplished to solve compound and/ormultifaceted engineering complexities. The process often involves several meetings whereasteam members communicate and collaborate with each other. Throughout the timeline of anarchitectural design project, the design team meets and reassembles through various projectphases. As the project evolves, players huddle at various checkpoints to achieve the next goal.Similarities exist between architectural design principles and the author’s example of “breakaway strategy” (p.621). Dixon, Knight and Henry (as cited in Geralk and Heikkila) state thatmany scholars, including organization theorists, network analysts, and public policy researchershave emphasized how collective learning can be defined.ImplementationAllen (2012), reveals how “advances in new technology and advancement of the globalcommunity and large scale increases in the man-built community are intersecting with thenatural world to create low-probability, high consequence events in greater numbers” (p.320).However, given the potential for high-consequence; public administrators would benefit fromhaving the necessary structure in-place for the best interest of public. Gerlak and Heikkila revealthat the necessity to vigorously pursue innovative concepts has not been greater.According to Fazey, Henry, Lee, Levitt, March, Walters and Holling (as cited in Gerlakand Heikkila, “collective learning involves both (1) a collective process, which may includeacquiring new knowledge through diverse actions (e.g., trial and error), assessing informationand disseminating new knowledge or opportunities across individuals in a collective, and (2)collective products that emerge from the process, such as new shared ideas, strategies, rules, orpolicies.” (p. 623). Previous architectural work has included producing charts, diagrams andcomputer images which help other team disciplines to discuss solutions to design complexities.Intricacies of problems and issues do not always find way for quick or simple fixes. Alearning process through collaborative arrangements draws on an administrator’s talent andinstinct for making decisions. I believe that participants would benefit through leadership thatpermits team actors to contribute freely without fear of judgment. In my opinion, it is importantto foster a working environment in which participants may communicate with each other ‘real-time’ so that an exchange of information can be asserted without delay or possible loss of time.Today’s technologies can be utilized to facilitate communication amongst nontraditionalparticipants. I would utilize and integrate nontraditional boundaries through a variety of waysincluding cultural transparency amongst team players. Transparent cultural boundaries reinforceconnectivity between nontraditional communities. To assist with providing cultural transparency,I would implement structure for bridging the gap of cultural bounders.
  • 23. VICTOR BURKE22Demonstrated Skill:Viewpoints on Civic Engagement, Public Management variablesand Deliberative DemocracyAs an administrator, I would assemble diverse groups so as to ensure coalition of newand innovative ideas. A high degree of professionalism and respect is essential. An environmentin which a free exchange of ideas and thoughts are fostered provides foundation and frameworkfor participants. Innovative or new ideas must not be met with negativity. Free thinking and freshideas can enhance the solution process and provide an avenue in which members can functionwithout fear of sharing.I have observed public, private and nonprofit organizations which operate on aphilosophy that ….if it works, then don’t try to fix it. Within this context, the potential forimproved answers can become impeded. It is important to make use of technology which canprovide greater conduit for communication amongst participants. The sustenance of technologyto bridge greater transparency among participants is easily accessible. I would also utilizeacquired leadership skills and talent for creating unity. This would be accomplished by 1) usingpersonal confidence, intuition and instinct 2) obtain and/or acquire comprehensive knowledge ofthe eminent test, trial or experiment 3) finding ground for unity amongst scientific experts,politicians or elected officials 4) provide guidance and management of organizational staff,employees and collaborative support groups and 5) taking charge and directing throughoutadministrative, governmental, and managerial borders.Gerlak and Heikkila, state that “mangers do things right and leaders to the right thing;there is now an imperative that leaders to the right thing right” (p. 321). As an administratorconfidence in making decisions and acting decisively involves confidence in personal leadershipstyle. My project management work experience has given practice and experience with makingsupervisory decisions. I recognize that no two situations are exactly alike, yet similarities orcommonality may exist. Lessons learned through previous efforts can prove beneficial. In myopinion, making the right choice can be accomplished through calculated risk taking. I havediscovered that avoiding failure involves learning through experience. The processes describedwithin the assigned journal articles focuses on collective learning and directly correlates with myown personal learning and learning processes including trial and error.ARTIFACT VIICITIZENSHIP IN PUBIC ADMINISTRATIONCapstone Seminar in Public Administration(PAD 6139)Professor: Dr. Leslie LeipFebruary, 2013Paper Grade: A
  • 24. VICTOR BURKE23Fredrickson (2012) establish five core themes on citizenship in public administration. Inmy opinion, two of the themes are comprised of greater substance as observed from a citizen’sviewpoint. In the past few years, I have participated in civic volunteer work with volunteerexperiences of my own. The intern volunteer work has influenced my personal perceptions onequity and efficiency. As a citizen of Palm Beach County, I have considered all five ofFredrickson’s themes. Most importantly, only two themes prevail with higher importance. Bryerand Fredrickson (2012) states that, “the public as a citizen ought to be and should beconstitutionally grounded” (p. S109). This theme feels reminiscent of my civic experiences andSheriff’s crime scene Intern experience. I observed frontline responders and investigators whichwere faced with daily challenges regarding civil rights issues. These were unique opportunitiesfor anyone choosing to participate in civic activities. In 2010, I watched and observed as lawenforcement was given the responsibility to read constitutional rights. Tomorrow, I will reflecton civil issues as I pay respect to Martin L. King Holiday. I believe we have come a long way.Nonetheless, I feel we have a lot to accomplish.As a citizen involved in volunteer work, my viewpoint has changed. Looking at issuesfrom different perspectives helps me to understand opposing views. The internshipwork view provided insight from a dual perspective. It’s easy to see viewpoints from both anadministrative and citizen perspective. As a citizen, I have observed public service workers whoexercise their use of discretion. On occasions, their use of discretion has fostered and cultivatedconstitutional infringements. Discretionary decision making by service personnel is oftenevaluated in courtrooms throughout the U.S. The courts are filled with civil rights caseviolations. I had the unique opportunity to view individuals who were arrested and accused ofharming themselves and others. I believe that police are well within their discretion by ceasing toallow an individual to harm themselves or others. Yet discretionary judgment doesnt alwayswork in a non-perfect world.Bryer and Fredrickson (2012) states that responsiveness and social inquiry are corevalues for public administration and may be selected at the expense of efficiency (p.S109). Ibelieve this theme is most important as administrators evaluate their decisions. As I see it, Bryerand Fredricksons theme has broad application. As an example, I observed several public servicesupervisors that implemented methods and products for increased service delivery. Somemethods and products worked well and yet others were inefficient.Bryer and Fredrickson (2012) reveal how “a willingness to trade some degree ofbureaucratic efficiency for increased responsiveness to citizens” (p. S110). From a publicadministrator’s viewpoint, I see this as a tradeoff for service professionals. I believe that havingchoices facilitates solution. A one size fits all approach does not work for every situation. Ibelieve that citizens and administrators should have options and alternatives for greater servicedelivery.Yang and Pandey (2011) state that “four important public management variables-electedofficials support, red tape, hierarchical authority and transformational leadership are significant”(p.889). Choosing the most important has implications. As stated by Yang, each of the fourvariables influences and has an effect on each other. In my opinion, hierarchical authority affectswith greater impact on citizen participation. I’ve observed public service administrator approve
  • 25. VICTOR BURKE24purchases, budgets, implement personnel procedures and hiring of new employees. As thishierarchy of responsibilities varies, each member of the hierarchical maintains a set of requiredtasks and responsibilities.Citizens are employed within many different departments and divisions of public service.I personally believe that support from elected officials is paramount to achieving service goals,however not as important as hierarchical authority. Yang and Pandey (2010) state that“literature includes varied but consistent theories about effective citizen involvement” (p. 881).Yang further states that qualitative is better for creating theory.My experience with volunteer work has led to “personal reflection” on relationships withother colleagues. Political appointees may impact citizen service personnel as well as electedofficials. In my opinion; public managers, possess varying skill sets, talents and delivery styles.While I participated in volunteer work within Palm Beach Criminal Justice Complex; I tooknotes and observed managers who influenced citizen employees and citizen volunteers. As Ipersonally observed, public service managers at P.B.S.O. delivered mentorship and guidance tocitizen volunteers. Overall, I credit the hierarchal structure which provides an entry level pointfor citizens to serve.As I have observed, public managers in hierarchical authority may have both positive andnegative effects. In an attempt to achieve targeted goals, managers may actually achieve theopposite by wrongfully exercising their authority. Service employees, citizens and non-citizensare working to be successful. I’ve also observed managers who may feel threatened bysubordinates. Working in public service has provided the opportunity to observe how politicalissues are part of the work landscape.According to Yang and Pandey (2011), factors such as leadership and political supportmay help to explain different effects on citizen involvement, however studies on authority areimportant but do not show patterns of validity.The City of Delray Beach utilizes world-wide-web / internet website as tool to promotecivic engagement. At a glance, the website is committed to promoting civic and communityparticipation. Several meetings, tasks and activities are available to select and participate.Committees are popular as vacancies are limited. The level and ease of access provides citizensexposure to the City’s civic processes.Delray Beach promotes civic engagement at many different levels. Art, hobbies andsports are popular with many people. Citizens may choose to participate in a variety of programs.The City’s webpage establishes a framework in which graphic creativity assists project staff withcultivating deliberate democracy.Campbell (2010) reveals deliberative activities and tools for civic engagement. The City ofDelray has an accomplished and creative website, however future innovation may benefit fromCommunity capacity building. As stated in Campbell (2010), leadership and organizationaldevelopment initiatives designed to develop local partners with independent assets and resources
  • 26. VICTOR BURKE25Demonstrated Skill:Creating a Performance Review Report throughStatistical Analysis of Raw Datato help achieve Commission objectives or to support young children and families in other ways”(p. 322). Utilizing this tool would help to build additional promotion of deliberate democracy.Civic engagement has been most interesting as participation has led to continuingeducation in Public Administration at Florida Atlantic University. I cannot over emphasize howimportant civic engagement has worked to inspire and redirect my career goals and skill sets.ARTIFACT VIIIPERFORMANCE ANALYSIS OF BOCA RATON POLICE (marine unit)(MARINE PATROL UNIT)Program Review and Analysis(PAD 6327)Professor: Dr. Joel DiscoApril, 2013Paper Grade: AExecutive SummaryThe Boca Raton Police Marine Patrol Unit (MPU) mission is to enforce marine laws andinvestigate all boating and marine activities. The primary responsibility is to enforce laws andmake the waterways in the City of Boca Raton as safe as possible. The MP Unit operates sevendays a week, twenty four hours per day. The Marine Patrol is responsible for all waterwayswithin the City of Boca Raton including an active inlet and approximately five miles of coastline.The City of Boca Raton Police Department operates with funds from voluntary giving as well ascommunity taxes, resident property taxes, and grants from several sources.The focus of this analysis examines the impact of Marine Police citations and marineboating accidents over a 3 year period in 2010, 2011, and 2012. The result shows no relationship
  • 27. VICTOR BURKE26between the number of citations and number of accidents. The findings suggest that safetyviolations are not affected by the number of annual marine accidents for each year of the 3 yearstudy. The analysis team recommends that further study continue to provide statistical data forfuture analysis. Additionally a recommendation is made for a database to allow future analysisteams to examine citations in restricted areas or pertaining to environmental protection of marinelife.IntroductionThe City of Boca Raton is a city with a current population of 84,652 located in PalmBeach County, Florida. They are the twenty-eighth most populous city in the state and third mostpopulous in the county. The City of Boca Raton also is bordered by the Atlantic Ocean on theeast and the surrounding Greater Boca Raton Area, which extends westward towards the FloridaTurnpike, is surrounded by Delray Beach in the north and Deerfield Beach in the south. BocaRaton, through charter granted by the Legislature of the State of Florida, provides a myriad ofmunicipal services including police services executed by the Boca Raton Police Department.With a significantly large populous in a city that spans twenty-eight square acres, with five milesof coastline and 1533 acres of parks, it is important to analyze the performance of the policedepartment in order to ensure public safety.The Boca Raton Police Department has goals of providing the citizens the highest levelof technical, investigative, and administrative support in a prompt, courteous, and professionalmanner. They do this by creating an organizational structure that contains two divisions,Community Services and Field Services, each of which contains several subdivisions withspecialized functions. The Community Services Division is the information and communicationsarm, as well as containing the Special Services Bureau, of the Boca Police Department headed
  • 28. VICTOR BURKE27by an assistant chief. The focus of our analysis is on the Special Services Bureau’s Marine Unitwhich is tasked with patrolling the five miles of Boca Raton’s coastline. The Marine Unit doesthis through education of the public on ocean safety, law enforcement and boating investigationsinvolving all marine activities. In addition to those, the Marine Unit is involved with specialevents that occur in Boca Raton’s waterways including holiday boat parades, regattas, powerboat races and more. There are three full time police officers, a sergeant, and a part-time personalwatercraft unit. The Marine Unit uses three 266 World Cat vessels powered with twin 200hpoutboard motors and one 25 Sea Cat vessel powered with twin 150hp outboard motors.The analysis hopes to provide an answer on whether there is a positive relationshipbetween the number of boating accidents and the number of citations the Marine Unit issues. Theobjective is to understand the performance of the Marine Unit and draw conclusions that canprovide solutions and allow the Boca Police Department vital knowledge as to what methods totake and what variables affect boating safety.The analysis is important because boating accidents are a danger to everyone includingthe ocean’s ecosystem. Boca Raton is a popular destination for travelers from the northernUnited States and Canada and they along with Boca Raton’s native residents take advantage ofthe city’s proximity to the ocean. If the coastline and ocean are too dangerous to visit than itbecomes a major problem for the city’s tourism and economy. By finding out if citations areresponsible for reducing the danger than we can be sure the safety of Boca Raton’s coastline willnot be in jeopardy.Performance TheoryWe, a team of analysts, believe that an increase in enforcement of boating violations by
  • 29. VICTOR BURKE28the Boca Police Marine Unit would have the effect of decreasing the number of boating accidentsthus creating safer waterways. This would be possible by increasing the number of marine policepatrols which may require increasing the budget for this department. The importance of themarine unit cannot be overstated; the unit is responsible for the patrolling and safety of allwaterways within the City of Boca Ratons five miles of coastline, waterways and inlets. Theyare also responsible for education, enforcement and investigations. The marine unit consists ofthree full time police officers utilizing three boating vessels along with the latest equipmenttechnology. Their duties include the safety of boaters that participate in various events such asthe annual boat parade, regattas, power boat races, fishing tournaments, etc. With the populationof Boca Raton at 84,392 for 2011, an estimated 36,317 registered boaters in Palm Beach Countyand an excellent area for seasonal vacationers using the areas waterways for recreationalpurposes, safety is becoming increasingly important.By conducting a performance evaluation that utilizes the data collected we hope to showthat the impact of increasing the number of marine violations will decrease the number ofboating accidents, which would reduce the possibility of injuries, fatalities, property damage andinsurance claims. Also studies have shown that by creating safer water ways the local economicimpact is affected positively.This performance evaluation, based on the Lynn-Heinrich-Hill performance model,would include the development of performance targets and priorities, proper administrativestructure to insure performance delivery and service, evaluation of policies and programs and theimplementation of techniques that improve performance. We believe that by taking the initiativeof performance enhancement by increasing the number of violations that the performance/number of accidents will decrease.
  • 30. VICTOR BURKE29Data Collection MethodOur data collection included contacting the Boca Police Department and interviewingOfficer Mark Economo, Information Manager. He was able to provide us with detailed reports asto the specific number of boating violations, types of violations, dates and times of boatingaccidents for the past three years starting with 04/09/2010 to 04/09/2013. Examples of theseviolations include boating in restricted areas, missing /faulty safety equipment, endangerment ofmarine animals, etc. Additional information was gathered from the City of Boca Raton’s website regarding population, registered boaters, the Marine Units responsibilities, manpower andequipment.Analysis of the DataWe are analyzing whether or not citations issued by the Boca Raton Police DepartmentMarine Unit in the years 2010, 2011, 2012, and the first three months of 2013 reduced boatingaccidents. Mark Economo, Information Manager for the Boca Raton Police department, suppliedour team with the number of citations issued, what the citations were issued for, and the numberof boating accidents in the 2010 -2013 period under consideration [See attached Data Sheets tothis report].We look to see if there is a ‘relationship’ between citations issued and the number ofboating accidents that occurred. If there is one, we would next try and determine ‘how strong’the relationship is. Is it a linear relationship? What is the mathematical representation of therelationship? Can we use the present data to predict the future number of boating accidents? Inour analysis, at all levels, we are using a 95% confidence criteria [α = .05] to evaluate anyrelationships we find.
  • 31. VICTOR BURKE30In our analysis, the number of citations issued is the independent variable, and thenumber of boating accidents is the dependent variable. We note here that both variables areinterval in nature and therefore we can use a simple regression model to evaluate a possiblerelationship. Our null hypothesis for the regression analysis is H0: There is no relationshipbetween the number of citations issued and the number of boating accidents. The alternativehypothesis is H1: There is a relationship between the number of citations issued and the numberof boating accidents.The data that we intend to evaluate is located in Fig 1 and a brief Descriptive StatisticalAnalysis of the data in Fig. 1, for the sake of completeness, is shown in Fig. 2. The mean of thenumber of citations issued over the past three years was 104.5 per year, and the mean of thenumber of accidents was 3.75 accidents per year. In all there were 418 citations issued and 15accidents. We did not classify the accidents as minor, major, having fatalities, not havingfatalities, etc.Citation & Boating Accidents: 04-01-10 to 04-01-13Year # Citations # Accidents2010 211 92011 131 32012 63 32013 13 0Fig. 1
  • 32. VICTOR BURKE31Fig. 2Descriptive StatisticsItem # Citations # AccidentsMean 104.5000 3.7500Standard Error 42.9525 1.8875Median 97.0000 3.0000Mode #N/A 3.0000Standard Deviation 85.9050 3.7749Sample Variance 7,379.6667 14.2500Kurtosis -1.1238 2.2271Skewness 0.4091 1.1293Range 198.0000 9.0000Minimum 13.0000 0.0000Maximum 211.0000 9.0000Sum 418.0000 15.0000Count 4.0000 4.0000Confidence Level(95.0%) 136.6940 6.0067
  • 33. VICTOR BURKE32A scatter-gram of the data indicates that the number of citations issued decreased over thethree year period April 2010 to April 2013, and the number of accidents went down substantiallyfrom 9 in 2010 to 3 in 2011 [in absolute numbers by 2/3], but percentage wise, based on thenumber of citations issued versus accidents, about 2%; this decline remained in about the samerange after that. The scatter-gram gives the impression that the number of citations issued hadlittle if any effect on the number of accidents. Nevertheless, we want to know whether or notstatistically there is a relationship between the number of citations and accidents. For thisinformation, we proceed to a simple regression analysis of the data. Using the regression analysisprogram from the Data Pak on Excel, with the Y-axis the number of accidents per year [thedependent variable] and the X-axis the number of citations per year [the independent variable],we generate the data in FIG. 4.The t-statistic for the Y intercept is t = -.4099 and our P value = .72 which is greater thanα = .05, and our t-statistic for the X variable is t = 3.86 with a P value = .06 which is also greaterthan α = .05. We therefore cannot reject the null hypothesis H0: There is no statisticalrelationship at the 95% confidence level between citations issued and the occurrence of boatingaccidents. F = 14.90 in our example but the Significance of F = .061 which > α = .05. However,01002003002009 2010 2011 2012 2013 2014# Citations# AccidentsFig. 3SCATTER GRAM: CITATIONS VS. ACCIDENTS
  • 34. VICTOR BURKE33the construction of the regression model is meaningful only if the null hypothesis is rejectedwhich we cannot do in this case.In a “what if” scenario, imagine that our calculations showed the P-values of the t –statistic were both < α = .05, and the Significance of F was < .05. What other information mightwe then conclude from the remaining data in Fig. 4?First, we could reject the null hypothesis and conclude the alternative hypothesis H1 iscorrect i.e. there is a relationship between citations given and the number of boating accidents.Second, we would be able to say that since R2= .8817, 88.17% of the variation in the dependentvariable [accidents] is accounted for by the independent variable [citations]; this relationshipwould therefore be a very strong one. The high F Value = 14.9 would indicate or suggest aconclusion in favor of the alternate hypothesis [See Wang p. 212]. Finally, we could form aregression equation in the form Y = a + b(X) to predict the number of accidents for a givennumber of citations. The equation would look as follows:Accidents = -.5619 + .0413 x (# of Citations).However, based on our actual computed data, this equation will not be an accurateregression equation, and cannot be relied upon with 95% confidence to predict accidentoccurrence. Can we take further measures to see if accepting the null hypothesis is reasonable?Yes. We could benchmark and see if local communities with marine police have similar resultsover the same three year period. We can redo our analysis using a larger sample to see if ourresults change. This could be done in two ways: looking at ten years of data from the Boca RatonMarine Unit, or increasing our data by including Palm Beach County and Broward County datafrom their Marine units into our analysis. We could, in addition, look at state and Federal data on
  • 35. VICTOR BURKE34this specific type of inquiry. Finally, we would look at alternative relationships. For example, docitations for alcohol [blood levels above the legal limit of .08] have a relationship with boatingaccidents?Conclusions and RecommendationsOur conclusion, based on our data and our analysis does not reject the null hypothesis,and we conclude that there is no statistical association between the number of citations issued bythe Boca Raton Marine Unit and the number of boating accidents in the period 2010-2013.The fact that we cannot find an inferential statistical link between citations and boatingwith our present data, does not exclude a possibility that there is some type of associationbetween citations and boating. We recommend that our analysis be compared to similar analyses,if done, by other jurisdictions e.g. the Broward County Marine Unit or the Palm Beach CountyMarine Unit. We feel that the analysis should be repeated with substantially increased samples.The way to do this is to examine data over a longer period of time (perhaps over 10 years insteadof 3 years), or by combining our data with the data of other government units. An alternativemight be to choose our data more selectively. For example, we might just consider comparingalcohol related citations issued to the incidents of boating accidents. The team also recommendsdevelopment of a data base for potential impact of watercraft registration on boating accidents..
  • 36. VICTOR BURKE35Fig. 4SUMMARY OF DATA OUTPUTMultiple R 0.9390R Square 0.8817Adjusted R Square 0.8226Standard Error 1.5901Observations 4.0000df SS MS F Significance FRegression 1.0000 37.6929 37.6929 14.9068 0.0610Residual 2.0000 5.0571 2.5286Total 3.0000 42.7500CoefficientsStandardError t StatP-value Lower 95%Upper95%Lower95.0%Upper95.0%Intercept -0.5619 1.3709 -0.4099 0.7216 -6.4604 5.3366 -6.4604 5.3366# Citations 0.0413 0.0107 3.8609 0.0610 -0.0047 0.0872 -0.0047 0.0872** Analysis team consisted of : Dr. Fred Silverman & Francisco Oporta, and J.HardingANOVAREGISTRATION STATISTICS
  • 37. VICTOR BURKE36APPENDIX ACurriculum Areas and Core CoursesOverview of the Field of Public AdministrationIntroduction to Public Administration (PAD 6053)Grade: BPublic Organization TheoryOrganizations and Administrative Behavior (PAD 6106)Grade: APublic Financial ManagementSeminar in Public Budgeting Techniques (PAD 6227)Grade: APublic PersonnelSeminar in Public Personnel Administration (PAD 6417)Grade: B+Public PolicyPublic Administration and Public Policy (PAD 6036)Grade: BAnalytical TechniquesApplied Methods I (PAD 6701)Grade: BAnalytical MethodsProgram Review and Analysis (PAD 6327)Grade: ALaw and ProceduresRegulations (PAD 6612)Grade: B+EthicsAdministrative Ethics (PAD 6436)Grade: BCapstone Seminar in Public Administration (PAD 6139)Grade: A-4 Elective Courses1) Grant Writing and Project Management PAD 6233 (Grade: A)2) Legal Ethical Issues of Nonprofit Organizations PAD 6165 (Grade: B+)3) Management of Nonprofit Organizations PAD 6142 (Grade: B+)4) Public Policy and Nonprofit Organizations PAD 6143 (Grade: B)
  • 38. VICTOR BURKE37
  • 39. VICTOR BURKE38APPENDIX C COMPETENCYHow much did you improve yourcompetency level for each of theseknowledge areas from your MPAeducation/experience?How important do you believe eachknowledge area is for your career inthe public sector?No Some MuchImprovement Improvement ImprovementNot At All Somewhat VeryImportant Important Important1 2 x Legal & constitutional principles ofdemocracy1 x 31 2 x Organization management and behavior 1 x 31 x 3 Public policy formulation andimplementation1 x 31 2 x Political institutions and processes 1 x 31 2 x Legal institutions and processes 1 2 x1 2 x Ethics 1 2 x1 2 x Ethical Decision Making 1 2 x1 x 3 Economic Institutions and processes 1 2 x1 2 x Budgeting Processes 1 2 x1 x 3 Values of democracy 1 2 x1 2 x Personnel administration 1 x 31 2 x Methods and approaches to research 1 2 x1 2 x Strategic Planning 1 2 x1 2 3 Other (please specify): 1 2 3
  • 40. VICTOR BURKE39APPENDIX D COMPETENCYHow much did you improve yourcompetency level for each of these skillsfrom your MPA education/experience?How important do you believeeach skill is for your career in thepublic sector?No Some MuchImprovement Improvement ImprovementNot At All Somewhat VeryImportant Important Important1 2 x Decision-making skills 1 2 x1 2 x Critical thinking skills 1 2 x1 2 x Oral communication skills 1 2 x1 2 x Written communication skills 1 2 x1 2 x Public presentation skills 1 2 xx 2 3 Computer skills 1 2 x
  • 41. VICTOR BURKE40APPENDIX E COMPETENCYHow much did you improve yourcompetency level for each of theseability areas from your MPAeducation/experience?How important do you believeeach ability is for your career inthe public sector?No Some MuchImprovement Improvement ImprovementNot At All Somewhat VeryImportant Important Important1 2 x Ability to develop a budget 1 2 x1 2 x Ability to manage financial aspects ofagency1 2 x1 2 x Ability to manage a group of employees 1 2 x1 2 x Ability to lead a group of employees 1 2 x1 2 x Ability to behave ethically 1 2 x1 2 x Ability to evaluate a program 1 2 x1 2 x Ability to appropriately apply statisticaltechniques1 2 x1 2 x Ability to manage information systems 1 2 x1 x 3 Ability to solve problems 1 2 x1 x 3 Ability to relate on an interpersonal levelwith other employees1 2 x
  • 42. VICTOR BURKE41APPENDIX F NASPAA COMPETENCYHow much did you improve yourcompetency level for each of theseability areas from your MPAeducation/experience?How important do you believeeach competency is for yourcareer in the public sector?No Some MuchImprovement Improvement ImprovementNot At All Somewhat VeryImportant Important Important1 2 x The competency to lead and manage inpublic governance1 2 x1 2 x The competency to participate in &contribute to the policy process1 2 x1 x 3 The competency to analyze, synthesize,think critically, solve problems and makedecisions1 2 x1 2 x The competency to articulate and apply apublic service perspective1 2 xx 2 3 The competency to communicate andinteract productively with a diverse &changing workforce & citizenry1 2 x