Job Portfolio by Victor Burke

1. MPA PORTFOLIO
Victor Burke
April 30th, 2013
Focus on Leadership in Government
Graduation May 2nd
, 2012
Contact Information:
Xxxx xxxxxxx xxxxxxx
Xxxx xxxx, xx xxxxx
(xxx) xxx-xxxx
xxxxxxxxx@gmail.com

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I. INTRODUCTION
Portfolio of Professional and Educational Artifacts
Public Service & Non-Profit Executive Management through Leadership
This portfolio includes samples of skills, achievements and proficiencies that have achieved
through professional training and educational at in public administration. Four categories are
included and arranged in the work section:
 Ethical Decision Making
 Nonprofit Management
 Public Service Leadership
 Performance Analysis
The article of work contains artifacts from the last four years of public sector work experience I
have 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 the
skills, experience and knowledge, and talent. Creativity and integration of new computer skills
have been paramount to my education and training. I have always had a passion for new
technologies. In 1988, while living in central Ohio, I worked for several retail design companies
and received a degree in Architecture. I moved to South Florida in 1995 where I worked as
Director 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 an
interest of mine; however, I didn’t realize how much I would enjoy the experience. In 2010, I
started working as a volunteer intern for the Palm Beach Sherriff’s Office (P.B.S.O). The
volunteer 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 Educational
Leadership and Research Methodology (EDLRM). Working with FAU faculty was most
enjoyable and provided an opportunity to work with F.A.U. administration, academic and
community leaders.
I would invite you to consider the enclosed information to further understand my professional
and education skills. I am sure that I would be an asset to your organization.
Thanks for your consideration.
Victor Burke

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I. Contents
Introduction and Personal Information
Portfolio Intro 01
Contents 02
Resume 03
II. STATEMENT OF PHILOSOPHY OF PUBLIC SERVICE
Primary Motivation for Public Service 04
Guiding Principles and Values 04
Discussion of Philosophical Influences 05
III. Artifacts of Competency
A1 Ethical Foundations 07
A2 Creating a Proposal for Funding 09
A3 Creating a Nonprofit Organization 10
A4 Nonprofit Partnerships 13
A5 Leadership in Public Administration 15
A6 Collaborative Relationships 18
A7 Citizenship and Public Administration 19
A8 Performance Analysis Project 23
IV. Appendix
A (MPA Plan of Study) 36
B (Management Certificate) 37
C (Competency Survey) 38
D (Competency Survey) 39
E (Competency Survey) 40
F (NASPAA Competency) 41

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IV. Resume
EXECUTIVE MANAGEMENT AND LEADERSHIP IN PUBLIC SERVICE
Delivering Excellence in Public and Nonprofit Administration
SKILLS AND STRENGTHS
Able to work as team player Assess Skill levels Oversee Team Projects
Schedule & Train Personnel Write Spec Manuals Instruct Staff & Personnel
Excellent Oral & Writing Skills Create Project Budgets Excellent Judgment & Decision Making
PROFESSIONAL EXPERIENCE
Command Security Corp. Protection Officer 2010-2013
Florida Atlantic University Research Assistant 2011-2012
Palm Beach Sheriff’s Office Volunteer Intern 2009-2010
Interior Services, Boca Raton, Fl. Computer Dept. Manager 2007-2009
Hartman Windows and Doors, WPB, Fl. Project Manager 2006-2007
VOLUNTEER
Palm Beach Sheriff’s Office Volunteer Internship 2009-2010
EDUCATION
Florida Atlantic University – Master Degree in Public Administration, Graduation date, May, 2013
Florida Atlantic University – Certificate in Executive Management in Nonprofit Organizations, May, 2013
Palm Beach State College – Associates Degree in Criminal Justice Non-sworn, Graduation, June, 2011
Palm Beach State College – Associates Degree in Crime Scene (CSI) Investigation, June, 2010
The Ohio State University – Bachelor of Science in Industrial Product Design, June, 1995
PROFESSIONAL ACCOMPLISHMENTS
QUALITY 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 – 2012
SHERIFF’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 scenes
STAFF LEADERSHIP
 Florida Atlantic University, Educational Leadership and Research Assistant
 Innovative Problem Solving Skills
 Customer and Client Satisfaction

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II. Statement of Philosophy – Primary Motivation for Public Service
I have a desire to serve and make a difference. I believe that one individual can
make a difference. As a student at Florida Atlantic University, I have conducted
academic study, research and volunteered for public service work. My commitment to
ethics provides a foundation for public or nonprofit service. Regardless of the
organizational 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, I
believe that each person’s skill sets and attributes should be developed for greater
capacity. Working with others and involving multiple performers in decision-making is
important. Administrator need to involve other key organizational personnel, thus
creating greater opportunity for success. Administrators should access other participants
in decision-making processes. Others, who are part of the decision-making procedure
become recipients of shared information. Each individual administrator brings their own
set of unique skills and style.
Guiding Principles and Values
The creation of this portfolio provided an opportunity to reflect upon the entire
academic program. My tenure at F.A.U. was most rewarding as it helped to define the
qualities necessary for leadership in Public and Nonprofit leadership. My interest in
continuing education is driven by a quest to achieve personal goals. Being open-minded
to possibilities is an important component to success. I am driven by achievement and
the quest for goals.

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I believe that today’s administrators are challenged with new and creative ways to
solve problems and issues. Human resource professionals and executive managers must
find innovative ways in which to find solutions to personnel issues. Administrators should
work to provide a “bridge” for leadership. Leadership skills and vitreous personality
traits are qualities held by successful administrators. An administrator should possess
intuitive skill sets. Intuition can assist with planning effectively and avoiding potential
problems. Developing awareness for potential scandals can be of great benefit. Acting
ethically in business as well as personal lifestyle is paramount.
Discussion of Philosophical Influences
My background in criminal justice, security, job-training and industrial design has
provided the framework to meet the challenges within pubic administration. The
challenges of public administration are often solved through creative and innovative
decision-making. Today more than ever, our business environment is constantly
changing. Technology evolves at a rapid rate and keeping current with change is
important for administration. Globalization and interconnectivity provides a network of
real time communication. Connecting with stakeholders is important for government as
well as nonprofit organizations.
Globalization and instant messaging creates real-time exchange of information.
Administrators may find themselves faced with issues that stem from technology literacy
issues. I believe that a reasonable level of technical knowledge and expertise should be
possessed by an administrator. Finding time to search for information resources is not
always possible. Having basic levels of expertise can help to complete a task. Finding a

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resource can be time consuming. I believe that administrators should participate in
learning about basic technology devices. Our environments are filled with products
which are constantly evolving to meet consumer demands. The use of newer technology
products is common among service workers and business personnel. A large number of
employees utilize hand held technology devices for inter-connectivity. The social media
environment functions differently from direct human interaction. I believe that
administrators as well as academic leaders should not separate themselves from social
media technology. This technology is here to stay. Technology provides interconnectivity
that so many people rely on.
Administrators must be effective communicators. They need to be recipients of
accurate information. The importance of possessing the skills and knowledge to lead
cannot be over emphasized. The ability to engage critical thinking, analyze problem, and
make decisions requires objective thinking. Administrators analyze problems to find
solution. Employing proper procedures can involve non-traditional thinking. Innovative
solutions often require innovative analysis. “Stepping outside of the box” has helped
many personnel professionals and public administrators to find solutions to complex
problems. Change is inevitable. Administrators must employ innovative problem solving
to best serve their organization.

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Demonstrated Skill:
A Personal Framework on -
Ethical Decision-making in Legal and Professional Issues
III. ARITICLES OF COMPETENCY
ARTIFACT I
ETHICAL FOUNDATIONS
Capstone Seminar in Public Administration
(PAD 6139)
Professor: Dr. Leslie Leip
March 1st
, 2013
Paper Grade: A
A Personal Framework for Guidance
A personal framework and analysis has provided a pathway for guiding ethical decisions
within 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, I
have discovered that each situation should be dealt with on its own merits. No two situations are
exactly alike. Ethical decision making and applicable solutions can be made quickly or they may
become time consuming and tedious.
First and foremost, identification of the problem is essential. Obtaining accurate
information 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 personal
framework may include a step by step analysis and procedure. Identifying the need to render an
ethical decision provides a starting point. Ethical dilemmas may present an unclear course of
action. However, I have discovered that ethical decision making involves greater achievement
through assessment and analysis. Identification and prioritization helps to establish ethical
principles. In my opinion, vitreous ethical values provide a context and background for greater
decision making. Denhardt and Denhardt (2009), state that “the ethics of virtue is not merely
another philosophical approach but a way of developing the skills one brings to the problem of
ethical decision making” (p.133). The process includes weighing optional or possible
alternatives.
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. My
personal work history has provided experience with administrative creeds, agency rules and
professional codes of conduct. Writing product performance manuals has given a unique insight
into public service performance. Public service performance and product performance must
deliver quality and satisfaction for clients. A lack ethical activity within the service profession is
a reflection on public service performance.

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In my opinion, greater achievement exists for administrators that practice and follow
professional codes of conduct. Administrative decisions regarding ethical or unethical actions
affect customer satisfaction of citizens. Written codes of conduct from agencies or workplace
should be carefully evaluated with any contrasting professional creed. Discrepancies between
professional 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 to
reduce unfairness, injustice, and inequality in society” (p. 1). Administrators are held to high
standards and transparency. Public perceptions are important to an administrator’s job
performance. A course of action or implementation involves a framework for reference. I have
noticed salient similarities between previously acquired architectural principles and ethical
framework processes. These similarities have provided pathways and integration for
administrative decision making.
Design and concept analysis phases, utilized in my architectural background, have
notable similarities. Analysis and development phases such as, planning, designing,
implementation and evaluation are most prominent. Planning a course of action helps to
delineate and provide delivery and blueprint for solution. Implementation is followed by
evaluation. These process phases also provide a framework for ethical choices and decisions. A
review of information or evaluation may lead to eliminating that which ruptures the framework
of parties affected. Overall consideration should be factored as participation varies. As an
administrator, transparency permeates the work landscape. Actions, statements and conversations
are judged by the public. Therefore, administrators must make an honest analysis, as well as a
truthful attempt to reach the best ethical decision. An administrator should be cautious so as to
not allow self-interest to find way into ethical decisions. Self-interest may creep into ethical
processes much like a microbial germ enters our body… unknowingly.
The ASPA Code of Ethics (2012) states we should “comment ourselves to uphold
principles 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 was
affected and to what extent. I believe that discussion of outcomes should occur amongst other
public service professionals who work with ethics or review ethical cases. On occasions, I have
found resource by including friends, family members and relatives in gaining opinion and insight
and to facilitate reflection. It is important to seek out other’s opinions and contrasting
perspectives. From my own personal experience has provided framework for caution when
utilizing an exact textual reference for making ethical decisions. Unforeseen outside pressures
influence the decision making processes and their influences may not be so obvious. In my
opinion, professional values must be carefully weighed before acting. Within this framework, a
cookie cutter approach for making ethical decisions does not exist.
Incorporating Legal and Professional Issues in Decision-Making Framework
I believe that it is important to draw on previous MPA text and material to address and
describe 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

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at stake” (p. 337). People do not always interpret correctly and often their basis for argument
focuses on their rights. The constitution was written with alienable rights. Many, who do not
prevail with their claim, ultimately discover that better judgment could have kept them out of
court. Problems exist whereas misinterpretation or misconceptions give rise to legal battles. The
courts are inedited with these cases.
Stone (2009) further states that “whatever the source of moral principles, the idea of
moral rights allows for the discrepancy between legal and moral rights, so it is legally possible
and perhaps morally required for people to claims rights that do not exist and that there
government does not currently support” (p.337). Differentiating between legal and moral rights
is a grey area. The answer is not so clear. Ethical decision making involves both legal as well as
professional considerations. Interpreting constitutional rights have similarities with
administrative legalities and professional creeds.
According to Denhardt and Denhardt, “knowing the proper and correct source of action is
not enough.” (p.132). They contend that you must act in manner in which you consider to be
right. It is easy to see how ethical decision making can be an arduous process. The responsibility
of accentuating to the public service involves putting the public interest above personal interest
and having a commitment to procedural fairness through democratic process. The author’s
describe 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 different
approaches resourceful. In an analysis of circumstance, I may use aspects of each to find solution
with an ethical dilemma. Thus helping to delineate between legal and professional framework
provides greater opportunity for ethical decision making. In the final analysis, a utilitarian
position 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 relegating
professional issues and moral decisions.
Choosing the right thing to do is not always so clear. According to Ashworth (2001) they
reveal that “bosses sometime decide for the good of the nation that they must violate laws or the
Constitution 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 specific
circumstances and decision processes. The author reveals several decision models including
bureaucratic politics, garbage can, government politics, normative and rational actor models.
These decision models allow administrators a choice in decision making resources. Utilizing
various decision models provide varying efficiency and effectiveness.

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Demonstrated Skill:
Creating a Statement of Needs, Logic Model and Budgets for Grant Proposals
ARTIFACT II
CREATING A PROPOSAL FOR FUNDING
Grant Writing
(PAD 6233)
Professor: Dr. Ronald C. Nyhan
July 29th, 2012
Paper Grade: A
Introduction
This 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 the
statement of needs in making a determination of award (Gohr, Hielkema, & Sanchez, 2010,).
Several components are utilized by reviewers in working through the evaluation process. The
paper also explores how logic models are used to plan for evaluations and how funders evaluate
proposals.
Purpose of Statement and Deciding Whether to Fund
According to Nyhan (2012a), funders may disqualify a potential proposal for reasons that
the statement does not potentially solve the problem in which the grant makers’ organization and
interests reside. Therefore, a proposal may not generate results that can be measured in some
way (Nyhan, 2012a). The grants’ statement-of-needs shall ascertain the emphasis and basis for
the proposal.
Gohr, Hielkema and Sanchez, (2010), assert that a needs statement should be utilized to
exemplify a perception of the problem to be solved. “Simply describing the symptoms is not
sufficient” (p.4). The needs statement shall comprise the ‘views’ of community stakeholders
(Gohr, Hielkema and Sanchez, 2010). Gohr, Hielkema and Sanchez (2010), contend that the
following question needs to be asked; “if the problem is not solved, then what will likely happen
to the population served?” Gohr, Hielkema and Sanchez (2010), reveal that “examples of how
the problem has affected someone’s life makes the problem real” (p.5).
According to Nyhan (2012a), a well written statement-of-needs “defines the target
population and explains the community problem to be addressed.” A connection between the
purposes and goals of the organization should be stated within the proposal with clarity and
simplicity. Funders look for proposals which contain quantitative and qualitative records and
materials. The proposal should provide and explain the purpose by using conditions which
factually support the proposals’ needs statement (Nyhan, 2012a). Funders will be quick to not

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sponsor a proposal if the organizations’ needs are obscured with the needs of the target
population (Nyhan, 2012a).
Funders approve well written proposals when the proposed organizations’ can better the
community. Nyhan (2012a), states that the beneficial impact should be apparent and readily
apparent to the funding evaluator. It should also be noted that funders also look for ‘why’ a
particular organization addresses the funders’ needs (Nyhan, 2012a). Some organizations are
better 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 is
imperative that the needs statement relates to the purpose and the organization’s mission (Nyhan,
2012a).
Elements and Purpose of a Logic Model
Goodman and Palo (2012a) state “the importance of submitting clear ideas of what will
be 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 term
outcome (Goodman and Palo, 2012a). “Funders for grants look for a logical and comprehensive
method for collecting, analyzing, and reporting data related to the goal, activities, outcomes, and
impacts of a project. Not all funders request for logic models, however large funders will ask to
provide a logic model (Goodman and Palo, 2012b).
(Kellogg, 2004), reveal that compliance is a necessary component of an evaluation. Short
term outcomes shall consist of gainful knowledge and skills while intermediate outcomes focus
on behavior changes. Changed value and conditions such as; social, economics, civil and
environmental are categorized as long term outcomes.
Logic Model for Evaluation
In our class discussions, Goodman and Palo discussed fictitious grants and other proposal
scenarios. 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 “healthy
Americans.” In this example, evaluators would be careful to consider the long term goals. Within
the class scenario, long term goals are likely to include “fewer deaths.” In working to define
objectives, questions can be generated to assist with the logic process. The proposal writer may
pose 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 the
grant?” 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.” According
to Goodman and Palo (2012a), establishing clarity within the proposal is essential.
Goodman and Palo (2012a), exposes how “establishing clear ideas of ‘what’ you’re going
to 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 be
accomplished. Being clear about how the proposal measures and ‘what’ they’re going to do will
actually make it easier to be funded (Goodman and Palo, 2012a). Evaluators look closely at
initial outcomes. Initial outcomes should be greater than the number of people that knew about
the risks of smoking. This exemplifies backward mapping and evaluators are ardent to proper

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analysis and usage. Goodman and Palos (2012b), revealed how evaluators’ use of logic models
offer assistance with outcome comparisons. An intermediate outcome may bring about a
behavioral modification. Goodman and Palo states how grant funders focus on comparisons in
which the “total people who smoke” are compared against those who actually exhibited
behavioral changes. In this example, utilization of backwards mapping provided project
assessment.
Evaluators often focus on intended population or target population. In this lecture
example, 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 available
until way-down-the-road or even a decade later.
Proposal evaluation processes consist of the following; 1) Goals and expected outcomes for
the program 2) How measurements are used for effectiveness 3) How the data will be collected
4) 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 causes
for a statement of need. Intervention involves deciding what to do to address the presumed
causes of the needs. The theory of change model also identifies unintended outcomes.
Consideration for development should include how outcomes may have a positive or negative
effect. Desired outcomes should consist of skills that funders are expecting. Impact of change
involves 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 the
program deliverables” (Nyan, 2012b). Before a project is fully developed, all proposed expenses
and activities should be checked to ensure that they are allowable and all instructions should be
reviewed. All areas within a program require expenditure. Grant funds are not always
accustoming 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 includes
a 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 the
application is submitted. The reviewers have knowledge as to current costs associated with the
budgets. Attempts to inflate costs have are identified as “padding” (Nyhan, 2012c). Expenses
should be reasonable and maintain a relationship to the proposed activity. Any items left out or
unfounded become surprises for reviewers and may bring to light questionable evaluations by
reviewers (Nyhan, 2012c).
All salaries should be calculated using prevailing personnel rates in effect at the time of
the application (Nyhan, 2012c). For multi-year projects, salaries in the second or third year
should include step increases. The fringe benefit rates vary by each organization. Calculation of
travel and tolls should be at the actual costs. Evaluators look closely at out-of-state travel costs to
determine actual rates at the time of application. For out-of-state travel, it is suggested that the
federal per diem table should be consulted (Nyhan, 2012c). Contingent to the type of equipment
requested, several estimates should be acquired. Decisions regarding the type of computer

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Demonstrated Skill:
Nonprofit startup – Creating Outcomes and Evaluations
system to be procured have to be evaluated in relationship to activities of a particular project. If
documents are to be shared, then there should be adequate reserves applied to safeguards that it
will be probable to achieve the necessary equipment and staff (Nyhan, 2012c). For reviewers,
even the minor details are measured. Production supplies are frequently an insignificant
expenditure with the majority of projects. Yet project supplies are necessary to achieve most
assignments. (Nyhan, 2012c), states that all expenses for reproducing, printing brochures,
distributing information and reports should be included and confirms that this portion of
budgeting has frequently been a good choice for in-kind contributions. Most importantly, it
should not be absent from the total expenditures of the job.
Contained within the contract category are expenses for employing individuals who are
not exiting to participate with the project on an ongoing basis. A complete and realistic budget
portrays 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 are
rarely increased therefore, it is imperative to be assured that the project be achieved with the
funds requested (Nyhan, 2012c).
ARTIFACT III
CREATING A NONPROFIT STARTUP (Fictitious Sample Project)
Management of Nonprofit Organizations
(PAD 6142)
Professor: Dr. Ronald C. Nyhan
December 15, 2012
Paper Grade: A
EVALUATION AND OUTCOMES
The Nexus Collaborative, Inc. shall use evaluation methods to measure outcomes and
progress. The collaborative approach shall involve community partnerships and measurement of
program development. Program outcomes and process evaluation shall track and report program
objectives. Services provided by The Nexus Collaborative, Inc. are designed to complement
program 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 phases
of Program I and Program II. In June 2014, outcome measurements shall begin. Performance
data will begin at the beginning of 2014 fiscal year.

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In 2015, semi-annual program performance evaluations will be beginning. Data
collection shall continue from 2014 thru 2016 and annual assessments will be made for each
fiscal year end. Performance measurements and data will be reported for a three year fiscal
summary.
OBJECTIVE OF SERVICE
 Complete Level of Service risk assessment of participants of The Nexus
Collaborative program.
 Successfully refer program participants in permanent housing after completion of all
three phases of the program.
 Reduce recidivism rates in Florida Communities.
PROGRAM EVALUATION
Monthly reporting will be completed on potential new housing and placement as well as
pre-release service records. Program I and Program II shall incorporate quarterly reporting on
program 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 Program
I and Program II. General Information for evaluation shall include each program participant’s
name, level of education, birth data, gender, race and documentation of referral reentry
attendance as well as any and all incidents including counseling sessions. Individual case notes
and case narratives of all incidents shall be recorded on each program participant including all
service delivery dates. The quality assurance and evaluation data will be used to assist with
service delivery and evaluation of program outcomes.
Long term goals shall increase public safety by reducing recidivism amongst program
participants. The long term process of these goals and reduced recidivism includes evidence
based practices. The overall design and integration of the program evaluates and determines
assessments through evidence based criteria.
The project evaluation highlights the process of how Nexus performance indicators will
be assessed. The project evaluation plan indicates specific objectives. These tasks and milestones
are detailed (see Tasks and Milestones). The project uses a one on one approach for planning
and achieving goals. Both Programs I and II use processes and outcomes objectives to define
accomplishments. As listed above with their indicators, the objectives are administered to
measure and define progress. The evaluation team shall facilitate and provide documentation to
ensure objectives are reached. The enclosed objectives specify tasks and benchmarks to keep the
program on track. Benchmarks and milestones includes; participants who obtain work within 6
months of program completion; participants who obtain work within 12 months of program
completion; program participants who are not re-incarcerated, and actual % of participants who
are referred into permanent housing.
Outcomes and Achievements
o Realign the working relationship between the offenders returning hone by providing
temporary housing assistance and support services upon the offender’s release from
corrections.
o Reduce recidivism among ex-offenders receiving services at Nexus Collaborative.

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Demonstrated Skill:
Making Proper Assessments in Applying for a Grant
o Documentation and materials will be created with an emphasis toward replicating the
program concept in other Florida communities.
o TNC shall process linking offenders with community based revitalization program to assist
with 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 partnership
and referrals.
o Transitional housing for male and female offenders whose primary challenge upon release is
housing.
Overall Impact on Long Term Outcomes
o 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 IV
NONPROFIT PARTNERSHIPS
Grant Writing
(PAD 6233)
Dr. Ronald Nyhan
February, 2012
Paper Grade: A
PARTNERSHIPS
Several partnerships exist which facilitates to serve our collaborative with Workforce
Alliance (WIA). Palm Beach County Schools shall work with our pilot program in providing
work program structure and maintain an alignment between program activities and academic
course load. Take Stock in Children (TSIC), a non-profit organization, shall collaborate with us
and serve as a model in attaining measurable success in participant retention, academic course

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completion and continued employment. The success of the program is reliant on student
participation / retention. As such, our program is committed to working with (TSIC) and
remains confident that their collaborative participation provides necessary ingredients for
successful outcome and goal achievement. Additionally, PBC Alliance will work with us to
provide a concerted participation in work study structures based on positive, proven
outcomes. Their collaborative relationship and organization integrates and enhances our pilot
program outcomes. PBC Alliance maintains a website identified as “pbcalliance.org.” that
provides a wealth of information on resources for best practices in job preparation, placement
and skills attainment. Palm Beach County Alliance will work to provide foundational structure
and assist with formatting work study activity for maximum program accomplishment.
ASSESSMENT AND EVALUATION
The project evaluation highlights the process of how our performance indicators will be
assessed. The project evaluation plan indicates specific objectives. These tasks and milestones
are detailed on Form 2 (Work Plan). The project uses a one on one approach for planning and
achieving goals. The program use processes and outcomes objectives to define accomplishments
that YWDC Pilot Program strives to achieve. As listed below with their indicators, the
objectives are administered to measure and define progress. The evaluation team shall facilitate
to provide documentation to ensure objectives are reached. The enclosed objectives specify
tasks 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 year
to 2013; and actual % of YWDC Pilot Program participants who graduate.
The program evaluation team shall analyze the extent to which the project and objectives
are achievements of YWDC Pilot Program. Senior evaluator’s job shall be to provide feedback
to program staff to allow changes to improve program effectiveness and fiscal efficiency. The
Evaluation team will include quantitative and qualitative examination of the process components
including total number of youth served, number of job placements and number of youth who
developed pre-employment skills. Process evaluation shall be utilized to determine if project has
been implemented as proposed. The outcome evaluation will measure the impact of the program
on the target population. The program evaluator will assist with the collection of data for
proposed activities. The evaluation team will meet monthly with program specialists to discuss
advancement and all adjustments. The data collection shall provide details on how the project
will attain each milestone marker. Forecasting shall be used to assess and evaluate achievements
of each milestone. If benchmarks are not attained, then staff will forecast consequences and
implement solutions to allow timely corrections. Data measurements will emphasize necessary
items 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 and
work-study attendance 3) observations both formal and informal 4) satisfaction survey of
training activities. The reduction of problems shall be assessed in contrast with increases in
positive factors. To do this, the evaluation team will be linked closely with staff and team
planners. The senior evaluator will meet on a monthly basis with workforce service specialist.

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Demonstrated Skill:
Leadership Lessons Learned from the Public Sector
Progress reports will be developed to facilitate the tracking of each milestone. Staff members
shall record each objective.
The YWDC pilot program team will be sensitive to the needs of students, parents and
teachers so as to ensure that no excessive or unnecessary documentation is produced. The
evaluation forms will be created to capture pertinent information and will not include
unreasonable documentation. Outcome evaluations will answer the question of -what impact the
program has made? Additionally, the effects of the program on participants shall be measured
with short-term outcomes. A project manual will be developed to outline specific short term and
long term measures and activities required to operate a successful YWDC pilot program. This
will allow other new sites to build upon our knowledge.
ARTIFACT V
LEADERSHIP IN PUBLIC ADMINISTRATION
Capstone Seminar in Public Administration
(PAD 6139)
Dr. Leslie Leip
March 30th, 2013
Paper Grade: A
From my first class, Introduction to Public Administration, several important leadership
lessons emerged. This assignment focuses on three leadership lessons acquired through MPA
coursework at FAU. The lessons have provided greater understanding of leadership and the role
that 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 were
often part of the instructor’s antennary. The three main leadership topics that I have focused on
include: 1) leadership roles 2) relationships in leadership and 3) emotional labor and
leadership.
Leadership Roles
In my first course at FAU, Introduction to Public Administration, weekly group
discussions included assembling students groups whereas opinions and information gained from
previous text readings and assignment were discussed. MPA students participated in various
leadership roles with varying degrees of skill sets. On occasion, a group leader was elected to
speak in for the group. The group discussions on leadership allowed class members to learn

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leadership roles through group participation and interaction. Teams of students evaluated each
other. In my opinion, the process assisted in learning and understanding administrative roles and
opposing viewpoints on public administration topics and issues.
One of the first assignments in the MPA program involved participation and attendance
at a local government meeting. The research included attending a community meeting at the
West Palm Beach Police Department (WPBPD). I observed public service workers and citizens
who spoke at the meeting. Various individuals delivered their opinions on community issues.
The assignment provided an excellent learning experience to observe community leaders, public
service workers, and officials. The meeting facilitated a platform for citizens to express opinions
on community topics and present their personal viewpoints. Various city leaders were present at
the meeting. I did not speak at the meeting however, I observed community leaders who provide
a leadership role for the City of West Palm Beach. Denhardt and Denhardt (2009), reveals six
groups 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 by
the leader” (p. 161).
While attending my first course in the MPA program, I became employed as a graduate
assistant working with university faculty leaders. I observed leadership faculty providing
mentorship to FAU students. I watched as FAU faculty made personal sacrifices to mentor
students within the leadership program. Working in the Dept. of Educational Leadership and
Research Methodology (EDLRM) provided a frame-of-reference to participate and observe
faculty leaders. I discovered similarities with Desmond Tutu’s definition and leadership roles of
FAU faculty.
The (2007) interview with Desmond Tutu revealed his personal comments and thoughts
on leadership. He stated that “leaders should inspire their followers.” According to Desmond
Tutu, “leadership involves doing something to sacrifice for those who they serve.” Watching the
video led me to reflect on personal sacrifices that EDLRM faculty delivered to assist with
prioritizing academic goals and student needs.
Relationships in Leadership
The City of Delray Beach website reveals opportunity for citizenship engagement and
participation. Citizens can participate on many levels. This opportunity for participation assists
public administrators and provides a vehicle of delivery for citizenry. Denhardt and Campbell
(2006) state that “leadership involves more than simply the accomplishment of change and
effective production of result” (p.569). Trottier, Van Wart, Wang, X. (2008), reveal how “good
leadership depends even more transformational elements than transactional” (p.330).
According to Denhardt and Campbell (2006), “relationships in leadership involve having
to capture the heart and souls and minds of people. Then you can get their energy” (p.17). Our
recent Capstone website assignment provided data on local governmental communities in south
Florida. Some municipalities have chosen to provide a website presence with greater opportunity

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for citizenry. The City of Delray Beach website provided engagement for citizens as well as
opportunity for interacting and establishing relationship with civic leaders through volunteer
service. Administrative leaders do not always have favorable outcomes and lack ethics and
moral principles. According to Denhardt and Campbell (2006) we should “emphasize democratic
values and the critical role of citizens and citizenship in public leadership process” (p. 569).
Unethical relationships have brought spoils to several administrative leaders. Many
public officials have found pathway to corruption. I believe that previous public leadership has
attempted to use charisma to avert the public’s opinion and misguide citizens. I also believe that
all too often leaders rely on their charisma to misguide the public. Various public leaders have
demonstrated varying degrees of charisma. As an example, President Clinton appeared in front
public television with an appeal to the American people. He pleaded and asked the American
public to trust him with telling truth. In my opinion, his charisma did not provide a safe haven in
which to masquerade his lack of morality, ethics or leadership role.
Denhardt and Campbell (2006), state if goals sought which are not moral, not based on
the public interest, and not rooted in the values of democracy and citizenship, then public
leadership has failed (p.569). Denhardt and Campbell (2006) reveal that “we need leaders who
work with others to come up with right idea” (p. 569).
Denhardt and Campbell (2006) state that we should emphasize critical roles of citizenship
in the leadership process and start to build a model of transformational leadership. The author
reveals 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 within
leadership roles.
Emotional Labor and Leadership
Denhardt and Denhardt (2009), reveal how public service workers rely heavily on
emotional labor (p.188). According to Denhardt and Denhardt (2009), “promotion systems fail to
compensate for smoothing troubled relationship, caring and empathizing. Administrators should
compensate and provide a greater humanistic approach to service that provide work to enable
cooperation and behind the scene assistance” (p. 188). I believe that public service workers, who
are not compensated, may become disgruntled employees. Denhardt and Denhardt (2006) state
that “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 service
leaders within the criminal justice (CJ) complex would benefit from compensation for emotional
labor. 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 important
challenge facing public administrators is not to make their work more efficient but to make it
more human and caring” (p.18).

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Demonstrated Skill:
Creating Collaborative Relationships to Address Complex Change
ARTIFACT VI
COLLABORATIVE RELATIONSHIPS
Capstone Seminar in Public Administration
(PAD 6139)
Professor: Dr. Leslie Leip
January, 2013
Paper Grade: A
As a student in Public Administration at FAU, I have chosen to study all elective
coursework in Nonprofit Executive Management. The Capstone assignment has assisted in
integrating how benefit is achieved through nonprofit collaborative relationships and public
service organizations. According to Gerlak and Heikkila (2011), collaborative partnership among
individuals and organizations can provide better capacity for managing shared problems.
Collaborative Partnerships
While 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 with
some of the most dangerous chemicals known to man. The Love Canal catastrophe occurred near
Niagara Falls, New York. Hume revealed events that took place in the 1970’s as one of the
greatest environmental failures in U.S. history. My personal concerns are focused on man-made
environmental issues effecting communities. The failure to learn from collaborative errors and
administrative oversights may deliver consequences for world populations. The complexity of a
problem is not always congruent with saliency.
Allen (2012) reveals the importance of social contracts and the role of citizenry. In my
opinion, a greater unification effort could have increased the potential for success resulting from
the events that occurred in New York. Additionally, providing greater capacity for collective
learning may have increased potential for achieving greater public good. The environmental
disaster that occurred at Niagara Falls represents a failure to address complex problems and an
overall lack of cohesive effort. Public administrators did not effectively unite or coalesce to
protect the public from environmental poisoning. The capacity for managing shared problems is
at the root of this fiasco. Regulatory guidelines and scientific methods do not always prove
beyond a reasonable doubt, the guilt or innocence of an individual or entity. The Love Canal
disaster represents failure to resolve highly salient problems that lead to poor perceptions of
corporate, government and public administrators. Administrators should take note when problem
complexity and saliency is high.

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Solution Process Similarities
Within my past architectural work, team teaching has often provided a vehicle for
creatively achieving solutions to engineering and manufacturing problems. Trial and error
methods have often been employed to provide solution to composite design problems. Previous
design exercises involving several team participants combine to form a group of various skilled
and talented individuals trained within their own area of expertise. A project team may be
comprised of several individuals such as a graphic designer, spec writer, model builder,
illustrator, and project manager. This is often accomplished to solve compound and/or
multifaceted engineering complexities. The process often involves several meetings whereas
team members communicate and collaborate with each other. Throughout the timeline of an
architectural design project, the design team meets and reassembles through various project
phases. 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 “break
away strategy” (p.621). Dixon, Knight and Henry (as cited in Geralk and Heikkila) state that
many scholars, including organization theorists, network analysts, and public policy researchers
have emphasized how collective learning can be defined.
Implementation
Allen (2012), reveals how “advances in new technology and advancement of the global
community and large scale increases in the man-built community are intersecting with the
natural world to create low-probability, high consequence events in greater numbers” (p.320).
However, given the potential for high-consequence; public administrators would benefit from
having the necessary structure in-place for the best interest of public. Gerlak and Heikkila reveal
that the necessity to vigorously pursue innovative concepts has not been greater.
According to Fazey, Henry, Lee, Levitt, March, Walters and Holling (as cited in Gerlak
and Heikkila, “collective learning involves both (1) a collective process, which may include
acquiring new knowledge through diverse actions (e.g., trial and error), assessing information
and 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, or
policies.” (p. 623). Previous architectural work has included producing charts, diagrams and
computer 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. A
learning process through collaborative arrangements draws on an administrator’s talent and
instinct for making decisions. I believe that participants would benefit through leadership that
permits team actors to contribute freely without fear of judgment. In my opinion, it is important
to 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 nontraditional
participants. I would utilize and integrate nontraditional boundaries through a variety of ways
including cultural transparency amongst team players. Transparent cultural boundaries reinforce
connectivity between nontraditional communities. To assist with providing cultural transparency,
I would implement structure for bridging the gap of cultural bounders.

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Demonstrated Skill:
Viewpoints on Civic Engagement, Public Management variables
and Deliberative Democracy
As an administrator, I would assemble diverse groups so as to ensure coalition of new
and innovative ideas. A high degree of professionalism and respect is essential. An environment
in which a free exchange of ideas and thoughts are fostered provides foundation and framework
for participants. Innovative or new ideas must not be met with negativity. Free thinking and fresh
ideas can enhance the solution process and provide an avenue in which members can function
without fear of sharing.
I have observed public, private and nonprofit organizations which operate on a
philosophy that ….if it works, then don’t try to fix it. Within this context, the potential for
improved answers can become impeded. It is important to make use of technology which can
provide greater conduit for communication amongst participants. The sustenance of technology
to bridge greater transparency among participants is easily accessible. I would also utilize
acquired leadership skills and talent for creating unity. This would be accomplished by 1) using
personal confidence, intuition and instinct 2) obtain and/or acquire comprehensive knowledge of
the 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 throughout
administrative, 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 administrator
confidence in making decisions and acting decisively involves confidence in personal leadership
style. My project management work experience has given practice and experience with making
supervisory decisions. I recognize that no two situations are exactly alike, yet similarities or
commonality may exist. Lessons learned through previous efforts can prove beneficial. In my
opinion, making the right choice can be accomplished through calculated risk taking. I have
discovered that avoiding failure involves learning through experience. The processes described
within the assigned journal articles focuses on collective learning and directly correlates with my
own personal learning and learning processes including trial and error.
ARTIFACT VII
CITIZENSHIP IN PUBIC ADMINISTRATION
Capstone Seminar in Public Administration
(PAD 6139)
Professor: Dr. Leslie Leip
February, 2013
Paper Grade: A

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Fredrickson (2012) establish five core themes on citizenship in public administration. In
my opinion, two of the themes are comprised of greater substance as observed from a citizen’s
viewpoint. In the past few years, I have participated in civic volunteer work with volunteer
experiences of my own. The intern volunteer work has influenced my personal perceptions on
equity and efficiency. As a citizen of Palm Beach County, I have considered all five of
Fredrickson’s themes. Most importantly, only two themes prevail with higher importance. Bryer
and Fredrickson (2012) states that, “the public as a citizen ought to be and should be
constitutionally grounded” (p. S109). This theme feels reminiscent of my civic experiences and
Sheriff’s crime scene Intern experience. I observed frontline responders and investigators which
were faced with daily challenges regarding civil rights issues. These were unique opportunities
for anyone choosing to participate in civic activities. In 2010, I watched and observed as law
enforcement was given the responsibility to read constitutional rights. Tomorrow, I will reflect
on 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 issues
from different perspectives helps me to understand opposing views. The internship
work view provided insight from a dual perspective. It’s easy to see viewpoints from both an
administrative and citizen perspective. As a citizen, I have observed public service workers who
exercise their use of discretion. On occasions, their use of discretion has fostered and cultivated
constitutional infringements. Discretionary decision making by service personnel is often
evaluated in courtrooms throughout the U.S. The courts are filled with civil rights case
violations. I had the unique opportunity to view individuals who were arrested and accused of
harming themselves and others. I believe that police are well within their discretion by ceasing to
allow an individual to harm themselves or others. Yet discretionary judgment doesn't always
work in a non-perfect world.
Bryer and Fredrickson (2012) states that responsiveness and social inquiry are core
values for public administration and may be selected at the expense of efficiency (p.S109). I
believe this theme is most important as administrators evaluate their decisions. As I see it, Bryer
and Fredrickson's theme has broad application. As an example, I observed several public service
supervisors that implemented methods and products for increased service delivery. Some
methods and products worked well and yet others were inefficient.
Bryer and Fredrickson (2012) reveal how “a willingness to trade some degree of
bureaucratic efficiency for increased responsiveness to citizens” (p. S110). From a public
administrator’s viewpoint, I see this as a tradeoff for service professionals. I believe that having
choices facilitates solution. A one size fits all approach does not work for every situation. I
believe that citizens and administrators should have options and alternatives for greater service
delivery.
Yang and Pandey (2011) state that “four important public management variables-elected
officials 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 four
variables influences and has an effect on each other. In my opinion, hierarchical authority affects
with greater impact on citizen participation. I’ve observed public service administrator approve

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purchases, budgets, implement personnel procedures and hiring of new employees. As this
hierarchy of responsibilities varies, each member of the hierarchical maintains a set of required
tasks 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 with
other colleagues. Political appointees may impact citizen service personnel as well as elected
officials. 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 took
notes and observed managers who influenced citizen employees and citizen volunteers. As I
personally observed, public service managers at P.B.S.O. delivered mentorship and guidance to
citizen volunteers. Overall, I credit the hierarchal structure which provides an entry level point
for citizens to serve.
As I have observed, public managers in hierarchical authority may have both positive and
negative effects. In an attempt to achieve targeted goals, managers may actually achieve the
opposite by wrongfully exercising their authority. Service employees, citizens and non-citizens
are working to be successful. I’ve also observed managers who may feel threatened by
subordinates. Working in public service has provided the opportunity to observe how political
issues are part of the work landscape.
According to Yang and Pandey (2011), factors such as leadership and political support
may help to explain different effects on citizen involvement, however studies on authority are
important but do not show patterns of validity.
The City of Delray Beach utilizes world-wide-web / internet website as tool to promote
civic engagement. At a glance, the website is committed to promoting civic and community
participation. 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 citizens
exposure to the City’s civic processes.
Delray Beach promotes civic engagement at many different levels. Art, hobbies and
sports 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 with
cultivating deliberate democracy.
Campbell (2010) reveals deliberative activities and tools for civic engagement. The City of
Delray has an accomplished and creative website, however future innovation may benefit from
Community capacity building. As stated in Campbell (2010), leadership and organizational
development initiatives designed to develop local partners with independent assets and resources

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Demonstrated Skill:
Creating a Performance Review Report through
Statistical Analysis of Raw Data
to 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 continuing
education in Public Administration at Florida Atlantic University. I cannot over emphasize how
important civic engagement has worked to inspire and redirect my career goals and skill sets.
ARTIFACT VIII
PERFORMANCE ANALYSIS OF BOCA RATON POLICE (marine unit)
(MARINE PATROL UNIT)
Program Review and Analysis
(PAD 6327)
Professor: Dr. Joel Disco
April, 2013
Paper Grade: A
Executive Summary
The Boca Raton Police Marine Patrol Unit (MPU) mission is to enforce marine laws and
investigate all boating and marine activities. The primary responsibility is to enforce laws and
make the waterways in the City of Boca Raton as safe as possible. The MP Unit operates seven
days a week, twenty four hours per day. The Marine Patrol is responsible for all waterways
within 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 as
community taxes, resident property taxes, and grants from several sources.
The focus of this analysis examines the impact of Marine Police citations and marine
boating accidents over a 3 year period in 2010, 2011, and 2012. The result shows no relationship

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between the number of citations and number of accidents. The findings suggest that safety
violations are not affected by the number of annual marine accidents for each year of the 3 year
study. The analysis team recommends that further study continue to provide statistical data for
future analysis. Additionally a recommendation is made for a database to allow future analysis
teams to examine citations in restricted areas or pertaining to environmental protection of marine
life.
Introduction
The City of Boca Raton is a city with a current population of 84,652 located in Palm
Beach County, Florida. They are the twenty-eighth most populous city in the state and third most
populous in the county. The City of Boca Raton also is bordered by the Atlantic Ocean on the
east and the surrounding Greater Boca Raton Area, which extends westward towards the Florida
Turnpike, is surrounded by Delray Beach in the north and Deerfield Beach in the south. Boca
Raton, through charter granted by the Legislature of the State of Florida, provides a myriad of
municipal 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 miles
of coastline and 1533 acres of parks, it is important to analyze the performance of the police
department in order to ensure public safety.
The Boca Raton Police Department has goals of providing the citizens the highest level
of technical, investigative, and administrative support in a prompt, courteous, and professional
manner. They do this by creating an organizational structure that contains two divisions,
Community Services and Field Services, each of which contains several subdivisions with
specialized functions. The Community Services Division is the information and communications
arm, as well as containing the Special Services Bureau, of the Boca Police Department headed

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by an assistant chief. The focus of our analysis is on the Special Services Bureau’s Marine Unit
which is tasked with patrolling the five miles of Boca Raton’s coastline. The Marine Unit does
this through education of the public on ocean safety, law enforcement and boating investigations
involving all marine activities. In addition to those, the Marine Unit is involved with special
events that occur in Boca Raton’s waterways including holiday boat parades, regattas, power
boat races and more. There are three full time police officers, a sergeant, and a part-time personal
watercraft unit. The Marine Unit uses three 266 World Cat vessels powered with twin 200hp
outboard 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 relationship
between the number of boating accidents and the number of citations the Marine Unit issues. The
objective is to understand the performance of the Marine Unit and draw conclusions that can
provide solutions and allow the Boca Police Department vital knowledge as to what methods to
take and what variables affect boating safety.
The analysis is important because boating accidents are a danger to everyone including
the ocean’s ecosystem. Boca Raton is a popular destination for travelers from the northern
United States and Canada and they along with Boca Raton’s native residents take advantage of
the city’s proximity to the ocean. If the coastline and ocean are too dangerous to visit than it
becomes a major problem for the city’s tourism and economy. By finding out if citations are
responsible for reducing the danger than we can be sure the safety of Boca Raton’s coastline will
not be in jeopardy.
Performance Theory
We, a team of analysts, believe that an increase in enforcement of boating violations by

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the Boca Police Marine Unit would have the effect of decreasing the number of boating accidents
thus creating safer waterways. This would be possible by increasing the number of marine police
patrols which may require increasing the budget for this department. The importance of the
marine unit cannot be overstated; the unit is responsible for the patrolling and safety of all
waterways within the City of Boca Raton's five miles of coastline, waterways and inlets. They
are also responsible for education, enforcement and investigations. The marine unit consists of
three full time police officers utilizing three boating vessels along with the latest equipment
technology. Their duties include the safety of boaters that participate in various events such as
the annual boat parade, regattas, power boat races, fishing tournaments, etc. With the population
of Boca Raton at 84,392 for 2011, an estimated 36,317 registered boaters in Palm Beach County
and an excellent area for seasonal vacationers using the areas waterways for recreational
purposes, safety is becoming increasingly important.
By conducting a performance evaluation that utilizes the data collected we hope to show
that the impact of increasing the number of marine violations will decrease the number of
boating accidents, which would reduce the possibility of injuries, fatalities, property damage and
insurance claims. Also studies have shown that by creating safer water ways the local economic
impact is affected positively.
This performance evaluation, based on the Lynn-Heinrich-Hill performance model,
would include the development of performance targets and priorities, proper administrative
structure to insure performance delivery and service, evaluation of policies and programs and the
implementation of techniques that improve performance. We believe that by taking the initiative
of performance enhancement by increasing the number of violations that the performance/
number of accidents will decrease.

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Data Collection Method
Our data collection included contacting the Boca Police Department and interviewing
Officer Mark Economo, Information Manager. He was able to provide us with detailed reports as
to the specific number of boating violations, types of violations, dates and times of boating
accidents for the past three years starting with 04/09/2010 to 04/09/2013. Examples of these
violations include boating in restricted areas, missing /faulty safety equipment, endangerment of
marine animals, etc. Additional information was gathered from the City of Boca Raton’s web
site regarding population, registered boaters, the Marine Unit's responsibilities, manpower and
equipment.
Analysis of the Data
We are analyzing whether or not citations issued by the Boca Raton Police Department
Marine Unit in the years 2010, 2011, 2012, and the first three months of 2013 reduced boating
accidents. Mark Economo, Information Manager for the Boca Raton Police department, supplied
our team with the number of citations issued, what the citations were issued for, and the number
of boating accidents in the 2010 -2013 period under consideration [See attached Data Sheets to
this report].
We look to see if there is a ‘relationship’ between citations issued and the number of
boating 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 the
relationship? Can we use the present data to predict the future number of boating accidents? In
our analysis, at all levels, we are using a 95% confidence criteria [α = .05] to evaluate any
relationships we find.

31. VICTOR BURKE
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In our analysis, the number of citations issued is the independent variable, and the
number of boating accidents is the dependent variable. We note here that both variables are
interval in nature and therefore we can use a simple regression model to evaluate a possible
relationship. Our null hypothesis for the regression analysis is H0: There is no relationship
between the number of citations issued and the number of boating accidents. The alternative
hypothesis is H1: There is a relationship between the number of citations issued and the number
of boating accidents.
The data that we intend to evaluate is located in Fig 1 and a brief Descriptive Statistical
Analysis of the data in Fig. 1, for the sake of completeness, is shown in Fig. 2. The mean of the
number of citations issued over the past three years was 104.5 per year, and the mean of the
number of accidents was 3.75 accidents per year. In all there were 418 citations issued and 15
accidents. We did not classify the accidents as minor, major, having fatalities, not having
fatalities, etc.
Citation & Boating Accidents: 04-01-10 to 04-01-13
Year # Citations # Accidents
2010 211 9
2011 131 3
2012 63 3
2013 13 0
Fig. 1

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Fig. 2
Descriptive Statistics
Item # Citations # Accidents
Mean 104.5000 3.7500
Standard Error 42.9525 1.8875
Median 97.0000 3.0000
Mode #N/A 3.0000
Standard Deviation 85.9050 3.7749
Sample Variance 7,379.6667 14.2500
Kurtosis -1.1238 2.2271
Skewness 0.4091 1.1293
Range 198.0000 9.0000
Minimum 13.0000 0.0000
Maximum 211.0000 9.0000
Sum 418.0000 15.0000
Count 4.0000 4.0000
Confidence Level
(95.0%) 136.6940 6.0067

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A scatter-gram of the data indicates that the number of citations issued decreased over the
three year period April 2010 to April 2013, and the number of accidents went down substantially
from 9 in 2010 to 3 in 2011 [in absolute numbers by 2/3], but percentage wise, based on the
number of citations issued versus accidents, about 2%; this decline remained in about the same
range after that. The scatter-gram gives the impression that the number of citations issued had
little if any effect on the number of accidents. Nevertheless, we want to know whether or not
statistically there is a relationship between the number of citations and accidents. For this
information, we proceed to a simple regression analysis of the data. Using the regression analysis
program from the Data Pak on Excel, with the Y-axis the number of accidents per year [the
dependent 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 than
α = .05, and our t-statistic for the X variable is t = 3.86 with a P value = .06 which is also greater
than α = .05. We therefore cannot reject the null hypothesis H0: There is no statistical
relationship at the 95% confidence level between citations issued and the occurrence of boating
accidents. F = 14.90 in our example but the Significance of F = .061 which > α = .05. However,
0
100
200
300
2009 2010 2011 2012 2013 2014
# Citations
# Accidents
Fig. 3
SCATTER GRAM: CITATIONS VS. ACCIDENTS

34. VICTOR BURKE
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the construction of the regression model is meaningful only if the null hypothesis is rejected
which 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 might
we then conclude from the remaining data in Fig. 4?
First, we could reject the null hypothesis and conclude the alternative hypothesis H1 is
correct 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 dependent
variable [accidents] is accounted for by the independent variable [citations]; this relationship
would therefore be a very strong one. The high F Value = 14.9 would indicate or suggest a
conclusion in favor of the alternate hypothesis [See Wang p. 212]. Finally, we could form a
regression equation in the form Y = a + b(X) to predict the number of accidents for a given
number 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 accurate
regression equation, and cannot be relied upon with 95% confidence to predict accident
occurrence. 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 results
over the same three year period. We can redo our analysis using a larger sample to see if our
results change. This could be done in two ways: looking at ten years of data from the Boca Raton
Marine Unit, or increasing our data by including Palm Beach County and Broward County data
from their Marine units into our analysis. We could, in addition, look at state and Federal data on

35. VICTOR BURKE
34
this specific type of inquiry. Finally, we would look at alternative relationships. For example, do
citations for alcohol [blood levels above the legal limit of .08] have a relationship with boating
accidents?
Conclusions and Recommendations
Our 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 by
the 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 boating
with our present data, does not exclude a possibility that there is some type of association
between 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 County
Marine 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 instead
of 3 years), or by combining our data with the data of other government units. An alternative
might be to choose our data more selectively. For example, we might just consider comparing
alcohol related citations issued to the incidents of boating accidents. The team also recommends
development of a data base for potential impact of watercraft registration on boating accidents..

36. VICTOR BURKE
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Fig. 4
SUMMARY OF DATA OUTPUT
Multiple R 0.9390
R Square 0.8817
Adjusted R Square 0.8226
Standard Error 1.5901
Observations 4.0000
df SS MS F Significance F
Regression 1.0000 37.6929 37.6929 14.9068 0.0610
Residual 2.0000 5.0571 2.5286
Total 3.0000 42.7500
Coefficients
Standard
Error t Stat
P-
value Lower 95%
Upper
95%
Lower
95.0%
Upper
95.0%
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.Harding
ANOVA
REGISTRATION STATISTICS

37. VICTOR BURKE
36
APPENDIX A
Curriculum Areas and Core Courses
Overview of the Field of Public Administration
Introduction to Public Administration (PAD 6053)
Grade: B
Public Organization Theory
Organizations and Administrative Behavior (PAD 6106)
Grade: A
Public Financial Management
Seminar in Public Budgeting Techniques (PAD 6227)
Grade: A
Public Personnel
Seminar in Public Personnel Administration (PAD 6417)
Grade: B+
Public Policy
Public Administration and Public Policy (PAD 6036)
Grade: B
Analytical Techniques
Applied Methods I (PAD 6701)
Grade: B
Analytical Methods
Program Review and Analysis (PAD 6327)
Grade: A
Law and Procedures
Regulations (PAD 6612)
Grade: B+
Ethics
Administrative Ethics (PAD 6436)
Grade: B
Capstone Seminar in Public Administration (PAD 6139)
Grade: A-
4 Elective Courses
1) 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 BURKE
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39. VICTOR BURKE
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APPENDIX C COMPETENCY
How much did you improve your
competency level for each of these
knowledge areas from your MPA
education/experience?
How important do you believe each
knowledge area is for your career in
the public sector?
No Some Much
Improvement Improvement Improvement
Not At All Somewhat Very
Important Important Important
1 2 x Legal & constitutional principles of
democracy
1 x 3
1 2 x Organization management and behavior 1 x 3
1 x 3 Public policy formulation and
implementation
1 x 3
1 2 x Political institutions and processes 1 x 3
1 2 x Legal institutions and processes 1 2 x
1 2 x Ethics 1 2 x
1 2 x Ethical Decision Making 1 2 x
1 x 3 Economic Institutions and processes 1 2 x
1 2 x Budgeting Processes 1 2 x
1 x 3 Values of democracy 1 2 x
1 2 x Personnel administration 1 x 3
1 2 x Methods and approaches to research 1 2 x
1 2 x Strategic Planning 1 2 x
1 2 3 Other (please specify): 1 2 3

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APPENDIX D COMPETENCY
How much did you improve your
competency level for each of these skills
from your MPA education/experience?
How important do you believe
each skill is for your career in the
public sector?
No Some Much
Improvement Improvement Improvement
Not At All Somewhat Very
Important Important Important
1 2 x Decision-making skills 1 2 x
1 2 x Critical thinking skills 1 2 x
1 2 x Oral communication skills 1 2 x
1 2 x Written communication skills 1 2 x
1 2 x Public presentation skills 1 2 x
x 2 3 Computer skills 1 2 x

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APPENDIX E COMPETENCY
How much did you improve your
competency level for each of these
ability areas from your MPA
education/experience?
How important do you believe
each ability is for your career in
the public sector?
No Some Much
Improvement Improvement Improvement
Not At All Somewhat Very
Important Important Important
1 2 x Ability to develop a budget 1 2 x
1 2 x Ability to manage financial aspects of
agency
1 2 x
1 2 x Ability to manage a group of employees 1 2 x
1 2 x Ability to lead a group of employees 1 2 x
1 2 x Ability to behave ethically 1 2 x
1 2 x Ability to evaluate a program 1 2 x
1 2 x Ability to appropriately apply statistical
techniques
1 2 x
1 2 x Ability to manage information systems 1 2 x
1 x 3 Ability to solve problems 1 2 x
1 x 3 Ability to relate on an interpersonal level
with other employees
1 2 x

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APPENDIX F NASPAA COMPETENCY
How much did you improve your
competency level for each of these
ability areas from your MPA
education/experience?
How important do you believe
each competency is for your
career in the public sector?
No Some Much
Improvement Improvement Improvement
Not At All Somewhat Very
Important Important Important
1 2 x The competency to lead and manage in
public governance
1 2 x
1 2 x The competency to participate in &
contribute to the policy process
1 2 x
1 x 3 The competency to analyze, synthesize,
think critically, solve problems and make
decisions
1 2 x
1 2 x The competency to articulate and apply a
public service perspective
1 2 x
x 2 3 The competency to communicate and
interact productively with a diverse &
changing workforce & citizenry
1 2 x