The University of Southern California
University of Southern California
School of Policy, Planning and Development
USC State Capital Center
1800 I Street
Sacramento, California 95814-3004
Tel: 916.442.6911 for Center Directions
PPD 546 - Professional Practice of Public Administration
Spring 2010 – Class Number – 51402D
CLASS MEETING DATES: June 10-13, 2010
July 8-11, 2010
CLASS MEETING TIMES: 0900-1700 hrs
CLASS MEETING LOCATION: USC’s Capital Center
PROFESSORS: P.K. Agarwal Dan M. Haverty, D.P.A.
7531 Westover Court 4089 Hensley Circle
Fair Oaks, California 95628 El Dorado Hills, California 95762
Office: 916.716.2630 Office: 916-984-2293
Cell: 916.716.2630 Cell: 916.517.6558
pk.agarwal@ dthaverty@
PURPOSE OF THE COURSE
The purpose of PPD 546 is to provide information, ideas, practices, and experiences that will enhance your ability to become skilled and ethical leaders/managers in public, not-for-profit or private organizations.
CONTEXT
Today’s practice of Public Administration is present amongst both significant challenges and great possibilities. There is a remarkable experience of interconnectedness between local, regional, national and global organizations. One can hardly consider a meaningful policy, program or practice and not be compelled to also consider its spectrum of influence and impact on an array of elements, including individuals, society, other organizations and the environment. Not only has the scope of considerations greatly expanded, the rate of change is like no other time in our history. There is a revolution in the making driven by the transition from an industrial society to one where information is the primary economic driver. There is an abundance of opportunities – the glass is half full. There are major crises brewing – the glass is half empty. While we are certain it has been said in prior generations of Public administrators, we believe now is a time of change and excitement in the practice of this field.
COURSE DESCRIPTION:
This seminar will cover the practice of public administration; the use of management skills; strategic thinking and planning; understanding organizations; communication techniques and strategies; management skills and techniques; management in a public setting; and the development and application of ethics in the public and organizational setting. In addition to these core competencies for a skilled public manager, the course will also include presentations, discussion and applied work in the areas of generational challenges in the workforce, public financing, organizational performance, program and project management, managing organizational risk, the transformational potential of IT, government transparency, new concepts in civic engagement and civil service across the globe. Woven through our presentations and discussions will be a purposeful effort to engage the critical theories, practice and useful tool sets of successful public administrators. This inquiry will be set in local, state, national, not for profit and global environments and require the scholar to thoughtfully enter various roles to better understand the implications of government service on downward, upward and outward perspectives. It would be most helpful to bring your laptop to class each day to access available sources.
This seminar will include several case-based “short” experiential learning exercises and a significant group project in an effort to provide students the opportunities to call upon academic and practical experiences, and apply those experiences to identify problems, develop a contextual backdrop of an organization through research, examination, observation and inquiry, and develop and communicate managerial recommendations for action.
LEARNING OUTCOMES:
Objectives of the seminar are to help participants develop knowledge, skills, and abilities to successfully:
1. Analyze the work and processes of public organizations to discover and implement improvement.
2. Better understand the relationships of public organizations, environment, politics and human interaction.
3. Be able to apply critical thinking strategies to real public administration problems and develop practical solutions.
4. Better understand the value of Information Technology, as well as its application in both today’s and emerging public organizations.
5. Develop an appreciation for the relationship between the town hall and the global marketplace.
6. Enhance leadership, managerial and communication skill sets.
7. Understand elements and approaches of strategic planning work.
8. Develop a greater understanding and appreciation of how ethical behavior relates to professional practice and organizational success.
REQUIRED READINGS:
Course Readings: The books identified below can be found via commercial sites, or perhaps through the USC bookstore or library. Specific Internet purchase information is provided for some.
REQUIRED TEXTS
Newell, Charldean, ed., The Effective Local Government Manager, 3rd ed. Washington, D.C.: ICMA, 2004. This book is useful not only for local government managers, but also state, federal and international managers. It is a practical and well-informed book for management practitioners and is designed by ICMA to serve as a flagship book in the professional practice of public administration. You can also order it directly from ICMA.
William L. Richter and Frances Burke, eds., Combating Corruption, Encouraging Ethics: A Practical Guide to Management Ethics, 2nd ed. New York: Rowman & Littlefield Publishers, Inc., 2007. This book is published in cooperation with the American Society for Public Administration and can be purchased at:
Paul, Richard and Elder, Linda, Critical Thinking: Concepts and Tools. The Foundation for Critical Thinking. You can order it from them at: page.cfm?CategoryID=55
This is one of 20 “Thinker’s Guides”. You may find some of their other titles to be of interest as well. They have booklets on How to Study and Learn, How to Read a Paragraph, How to Write a Paragraph, Ethical Reasoning, Asking Essential Questions and others.
REQUIRED ARTICLES AND ELECTRONIC REFERENCES
Big Dog’s Leadership Page – Presentation Skills
Richard D. Young, Perspectives on Strategic Planning in the Public Sector
Carter McNamara, Strategic Planning
Kamensky, John M. (2001) What is "Managing for Results? IBM Center for the Business of Government; (Posted on Blackboard)
Kamensky, John M. (2009) Transparency: The New Frontier of Performance Management. IBM Center for the Business of Government; (Posted on Blackboard)
ICMA. (1999) Why Performance Matters? (Posted on Blackboard)
Newcomer, Kathryn E. and Mary Ann Scheirer, (2001) Using Evaluation to Support Performance Management: A guide for federal executives. IBM Center for the Business of Government; (Posted on Blackboard)
The State Fiscal Situation: The Lost Decade, National Governors Association
Beyond California: States in Fiscal Peril, Pew Center on the States
Economic Stimulus: Review of Federal () and State (recovery.) websites
The 2010-11 Budget: California's Fiscal Outlook, Legislative Analyst Office
Peter Drucker, Beyond the Information Revolution, Atlantic Monthly 1999
Peter Drucker, The Age of Social Transformation, Atlantic Monthly, November 1994
Malcolm Gladwell, Clicks and Mortar, The New Yorker, December 1999
Lynda M. Applegate, Boon-Siong Neo, John King, Singapore TradeNet: Beyond TradeNet to the Intelligent Island
Chun Wei Choo, National Computer Policy Management in Singapore: Planning An Intelligent Island
2008 State New Economy Index, ITIF and Kaufman Foundation
Weick, Karl. (1996). Drop Your Tools: An allegory for organizational studies. Administrative Science Quarterly 41:301-313.
Partnership for Public Service, Elevating our Federal Workforce
Stuart Greenfield, Public Sector Employment: The Current Situation
Bureau of Labor Statistics, Tomorrow’s Jobs – Occupation Outlook Handbook 2008-09
Jeffrey Roy and John Langford, Integrating Service Delivery Across Levels of Government: Case Studies of Canada and Other Countries
Bohn, Roger. (2000). Stop Fighting Fires. Harvard Business Review, July-August: 83-91.
Boin, Arjen and Paul t’Hart. (2003). Public leadership in times of crisis: Mission impossible. Public Administration Review 63(5): 544-553.
Buchanan, Paul. A Guide To Effective Problem Solving. Leadership Resources, Inc. (undated)
Hardy, Karen. (2009) Managing Risk in Government: An introduction to enterprise risk management, IBM Center for the Business of Government; (Posted on Blackboard)
The White House Blog, Your Government: Open for Business in New Ways and New Places
Colin Delaney, Learning from Obama: Lessons for Online Communicators in 2009 and Beyond
Open Government Dialogue Website
Chad Vander Veen, Crowdsourcing Helps Chicago Chamber of Commerce Find More Bus Riders
Number 10: The Official Site of the Prime Minister’s Office, ePetitions
: A Twitter Forum for Sharing & Discussing Ideas to Move California Forward
Dan Bevarly and Jeffery G. Ulma, Citizen Involvement in The Digital Age
Clayton, Ross. Managerial Craftsmanship: Conceptual skills and public management. USC(not published).
Kurkjian, Mary. (1984). Bromides for Public Managers by Gorden Chase. Kennedy School of Government, Harvard University
Patrick D. Kennedy and Maeve E. Cannon, Government Procurement Basics
L. Elaine Halchin, Overview of the Federal Procurement Process and Resources
Howard A. Frank, Ph.D., Beyond the Bid: An Evaluation of State and Local Government Procurement Practices
Murray Sabrin, The Impact of the Iraqi War on the U.S. Economy
FSU News
The professors encourage you to join American Society for Public Administration today if you have not already done so () .
Additional Material: As we study various topics, you are likely to run into articles in newspapers or journals that are relevant to our work. If you can send me an electronic copy I’ll put it onto Blackboard. Otherwise bring in a hard copy and I’ll get it copied for the class.
Reference Readings:
The following books are recommended as further reading and resources for the serious public administration student, scholar and practitioner’s library.
Bishop, Bill and Cushing, Robert G., The Big Sort: Why the Clustering of Like-Minded America is Tearing Us Apart. Boston: Houghton-Mifflin, 2008
Carr, Nicholas, The Big Switch: Rewiring the World, from Edison to Google. New York: W. W. Norton, 2008
Cohen, Steve and Eimicke, William, The Responsible Contract Manager: Protecting the Public Interest in an Outsourced World. Washington, D.C.: Georgetown University Press, 2008
Friedman, Thomas L. The World is Flat: A Brief History of the Twenty-First Century. Farrar, Strauss, and Giroux, 2005.
H. George Frederickson, Up the Bureaucracy. This book is also available for on-line reading
Nieman, Susan, Moral Clarity: A Guide for Grown-up Idealists. New York: Harcourt, 2008.
Stone, Bob, Confessions of a Civil Servant. Lanham, MD: Rowman and Littlefield, 2004 ISBN: 0742527654
Tapscott, Don, and Anthony Williams. Wikinomics: How Mass Collaboration Changes Everything. Penguin, 2006.
Thompson, Leigh L., The Mind and Heart of the Negotiator, Fourth Edition, Prentice Hall, 2008 (paperback). Earlier edition is OK and a lot cheaper.
Wilson, James Q., Bureaucracy: What Government Agencies Do and Why They Do It. New York: Basic Books, 1989.
Zakaria, Fareed, The Post-American World. New York: W.W. Norton, 2008
POLICY REGARDING DISABILITY SERVICES AND PROGRAMS:
Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. DSP is located in STU 301 and is open early, at 8:30 a.m. – 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776.
The instructors post lecture notes, assignments, handouts, and other course materials on Blackboard for students’ access for both in-class and out of class use.
COURSE REQUIREMENTS:
1. Participation - Due to the intensive format of the class, it is your responsibility to come fully prepared by completing the required readings prior to class meetings. Full participation in discussions, in-class assignments, group work assignments, and presentations will provide you the best opportunity for maximum learning potential. Full participation means actively engaging in discussions and activities, as well as actively listening to your colleague’s ideas, experiences and perspectives.
2. Book review assignment - Each student will prepare a book review. The book should be selected from the list provided in the Reference reading in this syllabus. Your book review should reflect a serious approach to subjects relevant to this class, such as management, organization, policy, change management, or leadership. Reviews will be 3-5 pages in length. Reviews should, at a minimum, include the following:
1. Summary of the main themes of the publication.
2. Critical Analysis: Must include reference to the concepts in at least one of the required texts.
3. Application to solving contemporary management, organizational, or leadership challenges.
4. Implications to Public Administration
This assignment shall be due on the first day of class session one. Be prepared to present the findings of your review on day four. Your presentation will be grouped with one or two other students who have chosen the same book (should that occur) and should be (5-6) minutes in length.
3. Budget Analysis Paper – Each student will prepare an analysis of a government or NGO budget. The analysis should include an assessment of current year’s revenues to expenditures and any implications on organization mission achievement, an assessment of budget trends (no more than three years), the economic environment for that particular organization, and a projection of future year’s budgeting challenges and opportunities. The paper will be 5 - 7 pages in length and is due June 25th.
4. Strategic Plan Review – Each student will prepare a descriptive and analytical paper of one public organization’s strategic plan (NGO, local government, state or federal agency). The paper shall, at a minimum include the following elements:
1. Identify and critique the organization’s mission or purpose, vision and values;
2. Major mission or program areas;
3. Timelines;
4. Organizational structure;
5. Higher authority (i.e., council, board of directors, Legislature, other principal);
6. Strategic planning approach;
7. Your assessment of the plan’s consideration of political, financial, human resources, structural and symbolic elements.
The paper will be 5 - 7 pages in length and is due on the first day of session two.
5. Management Review Project “In-Progress” Presentation - 20-minute professional presentation using, at a minimum, PowerPoint slides as a visual medium. You may also use overheads, video, charts and graphs, models or any other audio/visual aid which will enhance your message and provide a more clear understanding of your work. Additional methods are encouraged. Following the presentation, the group will conduct a prepared question and answer forum with class participants. This assignment will be given in class during the first session and is due at an agreed upon time during the second session. This is a pass/fail element intended to provide peer and professors’ feedback on your review and presentation effectiveness and style.
6. Management Review Project – Management Reviews will require some social science research skills, though the seminar sessions will not cover all the social science research methods that may be required in a specific project. Students shall work on Management Review projects in teams of two or three students who take joint responsibility for the project. This project requires the student(s) to prepare a set of management recommendations for a public or non-profit organization. The recommendations shall be based on an investigation into an organization’s current leadership, management, operational context and /or performance. Students may use the Budget Analysis and/or the Strategic Plan assignment as a foundation for this project. Please see Appendix A for paper guideline. This paper is due on Friday, August 6th.
Digital copies of assignments are preferred and shall be provided to both professors on specified due date.
All papers and presentations should be professional in appearance, clearly written, well edited and reflect the competence and communication skills of a scholar of the University of Southern California. Papers should be typed, double-spaced, 10-12 point font, and follow an approved style.
PERFORMANCE EVALUATION:
Assignment Weight Due
1. Quality of participation in class 10% All
2. Book or article review assignment 15% Day 1 Session 1
3. Budget Analysis Paper 20% June 25
4. Strategic Plan Review 20% Day 1 Session 2
5. Project “In-Progress” Presentation Pass/Fail Session 2
6. Class Project 35% Aug. 6
DETAILED COURSE SCHEDULE
Please complete all readings of text and articles for each module prior to the start of each module. The intensive class format is a seminar with extensive class discussion, small group exercises, mini-lectures, analyses of case materials, presentations by seminar participants and opportunities for clarifying questions and feedback to participants. These activities depend on each student’s preparation and willingness to participate. As with any graduate course, course schedule adjustments will be made to satisfy the dynamics of the class.
SESSION ONE
Day 1: AM
1. Introductions (Learn about each other and our interests)
2. Course Outline, expectations, assignments, what constitutes success
3. The Role of a Public Administrator
Purpose: To provide a practical perspective on the functions of a public administrator
Agenda: Lecture and Discussion
Assignment: None
Reading:
Newell, Charldean, ed., (2004). The Effective Local Government Manager, 3rd ed Chapter 1
New Imperatives on Public Managers
Day 1: PM
1. Communications and Presentation Skills
Purpose: To build effective communication and presentation skills
Agenda: Lecture and Discussion;
Reading: Big Dog’s Leadership Page – Presentation Skills
2. Context of Public Administration
Purpose: To explore the practice of Public Administration in today’s environment
Agenda: Lecture, Discussion and Exercise
Reading:
Newell, Charldean, ed., (2004). The Effective Local Government Manager, Chapters 1, 2, 3, 4 and 7.
Day 2: AM
1. Critical Thinking
Purpose: To investigate a few sense-making approaches
Agenda: Lecture and Model Making
Reading:
Weick, Karl. (1996). Drop Your Tools: An allegory for organizational studies. Administrative Science Quarterly 41:301-313.
Paul, Richard and Linda Elder. (2006). Critical Thinking: Concepts and Tools
Day 2: PM
1. Program Management and Performance
Purpose: To examine strategies and tactics for getting a program out of the starting blocks, staying on track, evaluating performance and reaching mission accomplishment
Agenda: Lecture and Discussion
Reading:
Newell, Charldean, ed., (2004). Effective Local Government Manager, Chapter 6
Kamensky, John M. (2001) What is "Managing for Results? IBM Center for the Business of Government; (Posted on Blackboard)
Kamensky, John M. (2009) Transparency: The New Frontier of Performance Management. IBM Center for the Business of Government; (Posted on Blackboard)
ICMA. (1999) Why Performance Matters?, (Posted on Blackboard)
Newcomer, Kathryn E. and Mary Ann Scheirer, (2001) Using Evaluation to Support Performance Management: A guide for federal executives. IBM Center for the Business of Government; (Posted on Blackboard)
2. Discussion of Management Review Project
Day 3: AM
1. Not-for-Profit Sector Strategic Planning
Purpose: To develop an appreciation of strategic planning, its terminology, and process
Agenda: Lecture and Discussion
Group Exercise: To develop a mission and vision statement
Assignment: Review a Strategic Plan; Assess strengths and weaknesses
Reading:
Richard D. Young, Perspectives on Strategic Planning in the Public Sector
Carter McNamara, Strategic Planning
Day 3: PM
1. The Transformational Potential of IT
Purpose: To understand the value of IT as the 21st Century economic engine
Agenda: Lecture and discussion
Reading:
Peter Drucker, Beyond the Information Revolution, Atlantic Monthly 1999
Peter Drucker, The Age of Social Transformation, Atlantic Monthly, November 1994
Malcolm Gladwell, Clicks and Mortar, The New Yorker, December 1999
Lynda M. Applegate, Boon-Siong Neo, John King, Singapore TradeNet: Beyond TradeNet to the Intelligent Island
Chun Wei Choo, National Computer Policy Management in Singapore: Planning An Intelligent Island
2008 State New Economy Index, ITIF and Kaufman Foundation
Day 4: AM
.
1. Public Finances: Present, Past, and Future
Purpose: To develop effectiveness in management of public finances
Agenda: Lecture and discussion
Watch David Walker’s documentary IOUSA
Assignment: Analysis of Budgets
Reading:
The State Fiscal Situation: The Lost Decade, National Governors Association
Beyond California: States in Fiscal Peril, Pew Center on the States
Economic Stimulus: Review of Federal () and State (recovery.) websites
The 2010-11 Budget: California's Fiscal Outlook, Legislative Analyst Office
2. Negotiation Skills
Purpose: To examine an approach and develop skill sets for resolving conflict and negotiation
Agenda: Lecture and Discussion
Reading:
O’Leary, Rosemary and Lisa. (2007) Bingham A Manager’s Guide to Resolving Conflict in Collaborative Networks, IBM Center for the Business of Government, (Posted on Blackboard)
The Third Side readings, Harvard University, (Posted on Blackboard)
Day 4 PM
1. Management Review Project Discussion: Creating Teams; Working session
SESSION TWO
Day 5: AM
1. Management Review Project Work Session
2. Draft Project Presentations and Critique
Day 5: PM
2. The Emerging Workforce Challenges
Purpose: To explore the culture, educational attainment, and other issues for the generation coming into the workforce
Agenda: Lecture and discussion
View Video – 2 Million Minutes
Reading:
Partnership for Public Service, Elevating our Federal Workforce
Stuart Greenfield, Public Sector Employment: The Current Situation
Bureau of Labor Statistics, Tomorrow’s Jobs – Occupation Outlook Handbook 2008-09
3. Governance and Decision Making Across Organizations and Sectors
Purpose: To understand the need to effectively function across functional and jurisdictional boundaries
Agenda: Lecture and Discussion
Readings
Jeffrey Roy and John Langford, Integrating Service Delivery Across Levels of Government: Case Studies of Canada and Other Countries
Bohn, Roger. (2000). Stop Fighting Fires. Harvard Business Review, July-August: 83-91.
Boin, Arjen and Paul t’Hart. (2003). Public leadership in times of crisis: Mission impossible. Public Administration Review 63(5): 544-553.
Buchanan, Paul. A Guide To Effective Problem Solving. Leadership Resources, Inc. (undated)
Day 6: AM
1. Ethics: What’s your code?
Purpose: To explore the development, practice and implications of ethics in public organizations
Agenda: Lecture, Discussion and Exercises
Reading: Richter, William L. and Frances Burke, Ed. (2007). Combating Corruption, Encouraging Ethics: A Practical Guide to Ethics
2. Managing Organizational Risk
Purpose: To examine skills and strategies for successful management of risk in organizations
Agenda: Lecture, Discussion and Exercise
Reading:
Hardy, Karen. (2009) Managing Risk in Government: An introduction to enterprise risk management, IBM Center for the Business of Government; (Posted on Blackboard)
Day 6: PM
1. New Media and Government
Purpose: To Understand the Power of New Media in Shaping the 21st Century Government
Agenda: Lecture and Discussion
Reading:
The White House Blog, Your Government: Open for Business in New Ways and New Places
Colin Delaney, Learning from Obama: Lessons for Online Communicators in 2009 and Beyond
2. New Concepts in Civic Engagement: Electronic Town Halls and More
Purpose: To Explore the Power of the Internet to Re-engage the Citizens
Agenda: Lecture and Discussion
Class Exercise: Use of Google Moderator or Ideascale as a crowdsourcing application
Reading: Browse Websites
Open Government Dialogue Website
Chad Vander Veen, Crowdsourcing Helps Chicago Chamber of Commerce Find More Bus Riders
Number 10: The Official Site of the Prime Minister’s Office, ePetitions
: A Twitter Forum for Sharing & Discussing Ideas to Move California Forward
Dan Bevarly and Jeffery G. Ulma, Citizen Involvement in The Digital Age
Day 7: AM
1. Leadership: Putting it all Together
Purpose: To become more familiar with your own leadership tools and investigate some other sets of useful leadership skills
Agenda: Lecture, Discussion and Exercise
Reading:
Clayton, Ross. Managerial Craftsmanship: Conceptual skills and public management. USC(not published).
Kurkjian, Mary. (1984). Bromides for Public Managers by Gorden Chase. Kennedy School of Government, Harvard University
2. Public Sector Procurement – How, Why, and the Process
Purpose: To develop a working knowledge of Government Procurement and related issues
Agenda: Lecture and Discussion
Reading:
Patrick D. Kennedy and Maeve E. Cannon, Government Procurement Basics
L. Elaine Halchin, Overview of the Federal Procurement Process and Resources
Howard A. Frank, Ph.D., Beyond the Bid: An Evaluation of State and Local Government Procurement Practices
Day 7: PM
1. Globalization and Governmental Challenge
Purpose: To develop an understanding of the impact of global events on local public administration
Agenda: Lecture and discussion
Reading:
Murray Sabrin, The Impact of the Iraqi War on the U.S. Economy
2. Government Transparency: Building Trust
Purpose: To explore the new political movement of government transparency
Agenda: Lecture and Discussion
Day 8: AM
1. Management Review Project Work session/Presentations
2. Political Environment and the Public Sector
Purpose: To understand the skills needed to get things done in a world of ambiguities and conflicting agendas
Agenda: Lecture and Discussion
Guest Lecturer
Reading: FSU News
Day 8: PM
3. Closing the Loop: Review Class Expectations
WRITING STYLE
For assistance in writing style suitable for this graduate class, one source is the Chicago Manual of Style Online Quick Guide found at:
FACULTY BIOGRAPHIES:
P.K. Agarwal was appointed by Governor Arnold Schwarzenegger as the Chief Technology Officer for the State of California in 2005. During his tenure, he has successfully consolidated multiple independent IT organizations thus saving taxpayers over $60 million dollars and created an enterprise operation consisting of 800 professionals. He has over 25 years of experience in government technology, spanning both public and private sector. Prior to his current job, he held positions of VP at ACS Inc, CIO and EVP for NIC Inc., and the CIO for the California Franchise Tax Board. He started his professional career as a Management Consultant for EDS.
He has a national reputation as a public sector visionary. He helped pioneer the use of Internet in government and shaped the national and state policy in this area, dating back to Al Gore’s National Information Infrastructure Advisory Council in 1995. He has the unique distinction of having a U.S. national annual award named as the “P.K. Agarwal Award for Leadership in Electronic Government”. He also served as the president of National Association of State CIO’s.
He has outstanding long term relationships with government media, industry, as well as trade associations. He has the unique ability to effectively communicate and advocate complex technology issues to senior executives and policy bodies such as the legislature. He is someone who can be a visionary as well as get the job done. P.K. is a coveted public speaker known for his insightful, visionary, and humorous presentations. He is a fellow of the National Academy of Public Administration and a member of Harvard Kennedy School’s Policy Group.
--------------------------------------------------------------------------------------------------------------------------------
Dr. Dan M. Haverty is a 26 year Fire Service veteran and is the Fire Chief and Deputy Emergency Services Director for the City of Folsom, California. He has held every rank to his current position as well as assignments as Training Officer, Public Information Officer, Director of Community Services, Director of Emergency Medical Services and Director of Economic Planning and Development. Following the attacks of September 11, 2001 Dan served as a loaned executive to the California Governors Office of Homeland Security as the Chief Assistant Deputy Director for Training and Exercise Division. In this role he helped establish a multi-disciplinary team to develop and implement California’s Homeland Security and All-Risk Emergency Preparedness Exercise programs, with Golden Guardian becoming a nationally recognized model for a state exercise series. Dan continues his work in emergency management in the Sacramento region and is known for his facilitation skills and expertise in this area.
Dan is a founding member of the USC Homeland Security Center of Excellence CREATE User Advisor Council. Dan sits on the boards of the Sacramento Regional Fire/EMS Communications Center, Golden State Donor Services, and Sacramento Chapter of the American Society for Public Administration. He is a member of the International Association of Fire Chiefs and current President of the Sacramento County Fire Chiefs’ Association.
His education includes a B.S. in Fire Service Management and M.S. in Public Agency Communication from California State University, Sacramento and an M.P.A. and Doctorate in Public Administration from the University of Southern California.
Appendix A
Management Review Project Outline
The Review shall include the following elements:
Section I: The Organization and Senior Leadership
1. Brief history of organization
2. Organization’s purpose or mission
3. Illustration and description of organizational structure
Section II: Research Method(s)
1. Description of analytical approach or methods
2. Limitations and strengths
Section III: Findings
1. Description of the environment (, i.e. financial, legal, legislative, political, competitive)
2. Identification and description of challenge or problem
Section IV: Management recommendations
1. Options for improvements
a. Pros and cons for each
b. What defines success
c. Timeline or milestones
d. Implementation challenges and strengths
e. Likely outcome(s)
i. Short-term
ii. Long-term
Section V: Conclusion
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