It seemed almost fitting that my last week as an intern started out with a trip to Mesa for a meeting with staff from the City of Mesa’s Management, Performance, and Accountability office. The meeting was scheduled in order to learn the steps Mesa took to implement performance measures and benchmarks. Casa Grande has been working on its performance measurement systems but has run into difficulty in having a successful program with meaningful measures. I had been to Mesa and talked to these folks before but this time I brought with me an entourage consisting of our Deputy City Manager, Senior Management Analyst, and another Management Analyst from the city manager’s office.
Mesa has a well thought out performance measurement system that rivals many others. I was really glad that my Deputy City Manager actually wanted to come and made it a point to make time in his schedule to come out with. I say this because what is really unique about Mesa’s performance measures are that it is driven by the City Manager, Chris Brady. I learned that he is a very data driven manager and unlike other initiatives pushed by a city manager, Mesa’s performance measures continue to work closely with its city manager. Every program manager meets with the city manager to review their program, performance measures, and benchmark.
It’s difficult enough for a person to be a room filled with all of the city’s executive managers but Chris Brady goes a step forward and challenges everyone to truly evaluate and be critical on the progress their program is doing. He’s not looking to put anyone on the spot but get his employees, particularly his management staff, to be constantly analyzing and understand what their program or department is doing. Mesa has not perfected performance measures by any means but has made great strides in making them a city wide function that is part of the management and budgeting of the city’s services.
Tuesday, May 11, 2010
Monday, May 10, 2010
Final Week of MPA
It’s hard to imagine this will be the final week of school. While classes are all but done, just one more final to finish, this may very well be the last time I set foot on a university campus as a student. My experience here in Arizona has been great. I’ve been fortunate to have met many wonderful people. I can’t imagine what my experience would be like if I had stayed with my original choice to attend American University in Washington D.C. It would have been different that’s for sure.
As I made my way through my MPA I met many people that went through the same program. I was somewhat shocked to learn that many of the professors at ASU’s School of Public Affairs had been there for a very long time. They have taught generations of public administrators and sadly several of them have left or will leave soon. This year seems to mark the end of an era that ushered in the new downtown campus, established one of preeminent MPA fellowship programs, attracted ICMA and the Alliance for Innovation to ASU, and gain legitimacy by ranking in the top 10 programs for public administration and urban management. I started to think of the changes the School of Public Affairs has gone through in the last two years and the people that made it such a unique school. Below is a partial list of people I can remember.
Frank Sakton, Professor Emeritus: Professor Sakton passed away this early this year and while I never had the honor of taking one of his classes I heard many great things about him. He continued to teach and serve on dissertation comities despite being in his 90’s. He will be missed and truly a lost to ASU.
Larry Terry: many of us remember Professor Terry as a rigorous yet fun professor. He was an exceptional professor and though he left before I could have a class with him I remember having great conversations every time I ran into the hall with him. He moved NY and teaches at Long Island University if I remember correctly.
Edgar Ramirez: he was another professor I never had but got to know during my time with the Alliance. He was great to talk to and was passionate about the subject he taught. He eventually took a position with a university in Mexico City.
Ronald Perry: Professor Perry finally took the plunge and decided to retire last year. He was a great professor and I will always remember some of the conversations I had with him in his office. I was in his 502 class last spring, the last class he would teach and still remember how good his cookies were. He was a funny man who really knew his stuff. It was all the more amazing how many people knew him outside the university.
Heather Campbell: Sadly I had 502 with Professor Perry but I was looking forward to taking her 505 class before they pulled it from the schedule and had to take it with another professor. She’s leaving the school now and it’s a real blow to the school because she was a great methods and public policy professor. Wish he well at Claremont.
Nan Ellin: was director of the urban and metropolitan studies program at the school. She left the School of Public Affairs to move down the street and become the Planning Program Director for the School of Geographical Sciences and Planning
Robert Denhardt: He ushered in the school into a new campus, established the Marvin Andrews Graduate program, brought the Alliance for Innovation to ASU, apparently can sing pretty good too from what I’ve been told. He steps down now as director of the school and looks forward to traveling and spending time in his home Washington.
Listing all these people and knowing how small our school is compared to other programs, I start to wonder what will become of the school. Other professors will likely retire soon too. Professor Chapman will retire in a couple of years and it’s reasonable to assume that Professor Cayer and Professor Hall may do so as well. Regardless I’ve had a great experience and learn so much from many of the professors I’ve come to know in classes and through conversations in the hallways.
As I made my way through my MPA I met many people that went through the same program. I was somewhat shocked to learn that many of the professors at ASU’s School of Public Affairs had been there for a very long time. They have taught generations of public administrators and sadly several of them have left or will leave soon. This year seems to mark the end of an era that ushered in the new downtown campus, established one of preeminent MPA fellowship programs, attracted ICMA and the Alliance for Innovation to ASU, and gain legitimacy by ranking in the top 10 programs for public administration and urban management. I started to think of the changes the School of Public Affairs has gone through in the last two years and the people that made it such a unique school. Below is a partial list of people I can remember.
Frank Sakton, Professor Emeritus: Professor Sakton passed away this early this year and while I never had the honor of taking one of his classes I heard many great things about him. He continued to teach and serve on dissertation comities despite being in his 90’s. He will be missed and truly a lost to ASU.
Larry Terry: many of us remember Professor Terry as a rigorous yet fun professor. He was an exceptional professor and though he left before I could have a class with him I remember having great conversations every time I ran into the hall with him. He moved NY and teaches at Long Island University if I remember correctly.
Edgar Ramirez: he was another professor I never had but got to know during my time with the Alliance. He was great to talk to and was passionate about the subject he taught. He eventually took a position with a university in Mexico City.
Ronald Perry: Professor Perry finally took the plunge and decided to retire last year. He was a great professor and I will always remember some of the conversations I had with him in his office. I was in his 502 class last spring, the last class he would teach and still remember how good his cookies were. He was a funny man who really knew his stuff. It was all the more amazing how many people knew him outside the university.
Heather Campbell: Sadly I had 502 with Professor Perry but I was looking forward to taking her 505 class before they pulled it from the schedule and had to take it with another professor. She’s leaving the school now and it’s a real blow to the school because she was a great methods and public policy professor. Wish he well at Claremont.
Nan Ellin: was director of the urban and metropolitan studies program at the school. She left the School of Public Affairs to move down the street and become the Planning Program Director for the School of Geographical Sciences and Planning
Robert Denhardt: He ushered in the school into a new campus, established the Marvin Andrews Graduate program, brought the Alliance for Innovation to ASU, apparently can sing pretty good too from what I’ve been told. He steps down now as director of the school and looks forward to traveling and spending time in his home Washington.
Listing all these people and knowing how small our school is compared to other programs, I start to wonder what will become of the school. Other professors will likely retire soon too. Professor Chapman will retire in a couple of years and it’s reasonable to assume that Professor Cayer and Professor Hall may do so as well. Regardless I’ve had a great experience and learn so much from many of the professors I’ve come to know in classes and through conversations in the hallways.
Sunday, May 9, 2010
Pensions and Retirements in CA
I know I’m only 25 and just graduating with my masters but is it too soon to start thinking of pensions and retirement? I mean, come on, before I know it the time will be here when I can step back and spend the rest of my days in leisure. Oh wait, what do you mean there might not be any more pension systems? What do you mean I shouldn’t rely on the market? It worked out well for so many others before me. Oh wait, that’s right…I forgot the markets went south really fast in the past couple of years.
I came across two troubling articles last week on the City of Los Angeles and state of California in general. In Los Angeles’ case former Mayor Richard Riordan is warning that the city will need to file for bankruptcy “unless major policy decisions are made”. LA bankrupt…what!! I found it hard to imagine but according to an LA Times article the city’s pension burden is a big reason for its financial woes. Would you like to retire with a pension worth 90% of your current salary? Apparently all you have to do is become a City of Los Angeles firefighter or police officer. Regular employees receive pretty good pensions too. Riordan favors transitioning from employee pensions to 401Ks. Wait, the same 401ks that tanked with the market meltdown?
The state in general is not any better either. According to Girard Miller’s article in Governing, the real-time deficit for both state and local government retirement plans — including both pensions and retiree medical plans — is roughly $325 billion. “That's almost equal to the total bonded indebtedness of the state and all public agencies in California.” There are a wide range of reasons as to why California and many of its local governments got into this mess. Least among them is poor planning and future foresightedness. I wonder what Governor Arnold Schwarzenegger will say now in his commercials to attract business and people to California.
I came across two troubling articles last week on the City of Los Angeles and state of California in general. In Los Angeles’ case former Mayor Richard Riordan is warning that the city will need to file for bankruptcy “unless major policy decisions are made”. LA bankrupt…what!! I found it hard to imagine but according to an LA Times article the city’s pension burden is a big reason for its financial woes. Would you like to retire with a pension worth 90% of your current salary? Apparently all you have to do is become a City of Los Angeles firefighter or police officer. Regular employees receive pretty good pensions too. Riordan favors transitioning from employee pensions to 401Ks. Wait, the same 401ks that tanked with the market meltdown?
The state in general is not any better either. According to Girard Miller’s article in Governing, the real-time deficit for both state and local government retirement plans — including both pensions and retiree medical plans — is roughly $325 billion. “That's almost equal to the total bonded indebtedness of the state and all public agencies in California.” There are a wide range of reasons as to why California and many of its local governments got into this mess. Least among them is poor planning and future foresightedness. I wonder what Governor Arnold Schwarzenegger will say now in his commercials to attract business and people to California.
Juveniles
Friday while I was doing some research on a new project I happen to come across an Interview with Author and Activist Luis J. Rodríguez. Rodríguez is a former gang member who became an author and community activist. He travels throughout the country spreading his message of community-building and hope. The interview was relatively short but I related and agreed on much of what he said. In particular I was captured by the following question and answer he gave:
“Q. How can people build positive communities in places where violence is so prevalent?
A. I think we have to listen to the kids who are the most troubled. You have to look at the root of problem because otherwise we tend to hack at the branches but never get to the roots. If you look at the roots of the problem, you’re looking at poverty, jobs, and lack of real educational opportunities. You’re looking at people feeling that they have no way to move up. I think that these are hard-working people, but sometimes there are no ladders to climb. I think it’s important that we help create those ladders.”
I whole-heartedly agree with Rodríguez having worked as a teaching assistant at school for teens that were under expulsion from the school district or considered high risk. I know what many of these students face and have to go through. Currently I volunteer twice a month with the Maricopa Juvenile Probation Department and I like to think that the juveniles I come across are genuinely good but need greater guidance. I hear some cases and think that they’re lucky they’re in front of my panel and not a judge where they potentially can face jail time. But I strongly agree that to solve many of the problems in a community you have to ask those having the most problems. Only after we have serious conversations and listen to the real troubles juveniles are facing will we begin to address the problems in many of our communities.
“Q. How can people build positive communities in places where violence is so prevalent?
A. I think we have to listen to the kids who are the most troubled. You have to look at the root of problem because otherwise we tend to hack at the branches but never get to the roots. If you look at the roots of the problem, you’re looking at poverty, jobs, and lack of real educational opportunities. You’re looking at people feeling that they have no way to move up. I think that these are hard-working people, but sometimes there are no ladders to climb. I think it’s important that we help create those ladders.”
I whole-heartedly agree with Rodríguez having worked as a teaching assistant at school for teens that were under expulsion from the school district or considered high risk. I know what many of these students face and have to go through. Currently I volunteer twice a month with the Maricopa Juvenile Probation Department and I like to think that the juveniles I come across are genuinely good but need greater guidance. I hear some cases and think that they’re lucky they’re in front of my panel and not a judge where they potentially can face jail time. But I strongly agree that to solve many of the problems in a community you have to ask those having the most problems. Only after we have serious conversations and listen to the real troubles juveniles are facing will we begin to address the problems in many of our communities.
Wednesday, May 5, 2010
Student Loans and For-Profit Schools
As I’m nearing the end of my college education, probably for the good now, I’m starting to organize and plan the next couple of years of my life. Among everything includes my student loans. I don’t regret taking out loans and do not believe that I have very much considered I’ll be getting my master’s degree. Certainly utilizing student loans provided me with the financial security to pursue interests of mine and have opportunities and experience that I’ve enjoyed and benefitted me greatly.
I don’t regret incurring student loans or going to public universities for my undergrad and grad school but this year I’ve come across several stories about for-profit schools. For-profit schools have far greater default rates than public and not-for-profit private universities. Despite this, for-profit schools are the largest issuers of student loans. What I mean by this is that for-profit schools like University of Phoenix, culinary schools, and other technical schools rely on funneling their students to student loans for financial aid.
Students at these for-profit schools pay thousands more in education and are misguided into obtaining student loans. When students graduate they often have difficulty in finding jobs or jobs that pay high enough to cover the basic minimum payment of their loans. For these schools it doesn’t matter whether or not the students are able to pay back the loan. These schools are paid upfront and have a bottom line to worry about. Many of them have investors which expect a return in their investments. Its very troublesome to know that schools like this continue to grow in popularity.
I don’t regret incurring student loans or going to public universities for my undergrad and grad school but this year I’ve come across several stories about for-profit schools. For-profit schools have far greater default rates than public and not-for-profit private universities. Despite this, for-profit schools are the largest issuers of student loans. What I mean by this is that for-profit schools like University of Phoenix, culinary schools, and other technical schools rely on funneling their students to student loans for financial aid.
Students at these for-profit schools pay thousands more in education and are misguided into obtaining student loans. When students graduate they often have difficulty in finding jobs or jobs that pay high enough to cover the basic minimum payment of their loans. For these schools it doesn’t matter whether or not the students are able to pay back the loan. These schools are paid upfront and have a bottom line to worry about. Many of them have investors which expect a return in their investments. Its very troublesome to know that schools like this continue to grow in popularity.
Compensation Seminar
Last Thursday I attended a seminar at put on by the Alliance for Innovation. The seminar was titled “Compensation and benefits Issues and Trends Across the Generations” and was facilitated by Rollie Waters. It was very interesting for me considering that I wasn’t very familiar with the subject so my mind was like a sponge just trying to absorb everything. Rollie Waters is the president of Waters Consulting. The Waters group focuses on many human resources related issues and also works conducts executive recruitment.
The seminar went for 3.5 hours and a great deal of information was covered. I especially found interesting his point about internal equity. I never really think about fairness in jobs between two different positions in an organization. What he means is that you have to understand and be ok with other positions earning what they earn. In other words a planner and recreation coordinator understand the responsibility, demands, qualifications, etc. that both positions entail. This leads to acceptance of the salary each earns.
It’s easy to have feelings of unfairness in an organization. In today’s economy employees look at each other and perceive their positions in a much more critical manner. As salaries are being cut and layoffs being implemented, this forces people to become defensive. As one progresses in their careers and naturally earns higher salaries it becomes easy to for people to judge. The challenge will always be in trying to find a balance for fairness in an organization.
The seminar went for 3.5 hours and a great deal of information was covered. I especially found interesting his point about internal equity. I never really think about fairness in jobs between two different positions in an organization. What he means is that you have to understand and be ok with other positions earning what they earn. In other words a planner and recreation coordinator understand the responsibility, demands, qualifications, etc. that both positions entail. This leads to acceptance of the salary each earns.
It’s easy to have feelings of unfairness in an organization. In today’s economy employees look at each other and perceive their positions in a much more critical manner. As salaries are being cut and layoffs being implemented, this forces people to become defensive. As one progresses in their careers and naturally earns higher salaries it becomes easy to for people to judge. The challenge will always be in trying to find a balance for fairness in an organization.
Animal Control
You ever see those commercials from ASPCA or the Humane Society reminding you to spay and neuter your cat and dog? The message was driven home for me a few weeks ago when I paid a visit to our animal shelter. I was doing some research on our animal control division and decided I would schedule a meeting with the division supervisor over at the shelter as appose to my office or the police department where she occasionally pops in and out of. Our animal shelter is less than a year old and I had yet to tour the facility.
In my meeting a learned a great deal about how animal control services and shelters operate. There is no down time as an animal control officer. Our animal control division receives a large volume of calls every month. Despite being a new facility and larger than the previous one we still operate at full capacity, sometime over capacity, nearly every week. I wish I could say that many of our animals are adopted out but truth is many of them are put down. Some animals simply cannot be kept as pets while others go unclaimed.
After I met with the division supervisor she gave me a quick tour of the facility. I can understand how animal control officers can become mentally burned out. So many animals are forgotten, owners never claimed them, and many are put down. How many of us have the strength to put down a dog or cat? Now imagine doing 5, 10, 15 at a time. Moral of the story, spay and neuter your pets and never get an animal unless your certain you want it and can take care of it. Its not just a matter of food and water but time and attention.
In my meeting a learned a great deal about how animal control services and shelters operate. There is no down time as an animal control officer. Our animal control division receives a large volume of calls every month. Despite being a new facility and larger than the previous one we still operate at full capacity, sometime over capacity, nearly every week. I wish I could say that many of our animals are adopted out but truth is many of them are put down. Some animals simply cannot be kept as pets while others go unclaimed.
After I met with the division supervisor she gave me a quick tour of the facility. I can understand how animal control officers can become mentally burned out. So many animals are forgotten, owners never claimed them, and many are put down. How many of us have the strength to put down a dog or cat? Now imagine doing 5, 10, 15 at a time. Moral of the story, spay and neuter your pets and never get an animal unless your certain you want it and can take care of it. Its not just a matter of food and water but time and attention.
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