Community Needs for Executive Offerings and Implications for the Hatfield School of Government

1. Community Needs for Executive Offerings and Implications for the Hatfield School of Government Laurel S. Butman Capstone presentation  Portland State University  June 12, 2010   Advisor: Dr. Marcus Ingle

2. RESEARCH QUESTION Are the Hatfield School of Government’s executive offerings meeting the needs of the community?

3. METHODS • Community Needs Survey • Literature Review • Comparative research

4. COMMUNITY NEEDS SURVEY • Main objective—test community opinion about: • Current programs at the Hatfield School • Potential new programs • Public sector leadership priorities • Topic area content priorities • Customer service priorities • Sampling from Executive Leadership Institute holiday card list and 2 ExMPA cohorts • 681 sample set, 204 responses—30% return rate

5. SURVEY RESULTS: CURRENT PROGRAMS Comparative Awareness Comparative Interest

6. OPEN-ENDED COMMENTS ABOUT PROGRAMS • COMMENDATIONS: • high quality offerings (over 50%) • good experiences • CRITICISMS: • unevenness of instruction • lack of timely response / follow up from course evaluations • time demands of participants / student workload • SUGGESTIONS: • marketing and communications • distance learning • stabilize funding [n=120]

7. COMPARATIVE RESEARCH • The comparison schools: • Portland State University Hatfield School of Government • University of North Carolina School of Government • Harvard Kennedy School of Government • Syracuse University Maxwell School • University of Washington Evans School of Public Affairs

8. PROGRAM COMPARISONS • Additional programs to consider for Hatfield: • Academies: Elected Official, Government Executive & Community • Lecture, seminar, conference series • Numerous certification programs • Online and distance learning

9. SURVEY RESULTS: POTENTIAL NEW PROGRAMS #1 #3 #2

10. THE LITERATURE NOTES… • New leaders must be able to cope with: • more stakeholders • more information • more competing values • more need for shared power • Therefore, they must be adept at collaboration and communication

11. SURVEY RESULTS: LEADERSHIP PRIORITIES

12. TOPIC AREAS • Five key topic areas from scan of courses at comparison schools and Dr. Morgan’s interview series1: • Sustainability • Leadership • Policy • Governance • Nonprofit Management • Morgan, D. (2010). Summaries from database for new public service leadership model [interview series]. Available from Dr. Douglas Morgan, Portland State University. Executive Leadership Institute, PO Box 751, Portland, OR 97207

13. SURVEY RESULTS: TOPIC AREA PRIORITIES

14. SURVEY RESULTS: CUSTOMER SERVICE PRIORITIES Program Delivery Experience • Build skills & competencies • Offer compelling, applicable information or thinking • Affordable options • Offer high quality, cutting edge knowledge & results • Respond to needs • Support networking, co-learning with peers

15. CAPSTONE FINDINGS • Are the Hatfield School of Government’s executive offerings meeting the public sector needs of the community? • Qualified yes—strong qualitative results for content & delivery • High stakeholder interest in continued engagement • Five distinct opportunities for further pursuit

16. CONCLUSIONS & RECOMMENDATIONS • Enhance Marketing & Communications • Branding and follow up with survey respondents • Improve Program Focus & Integration • Standard service levels, continuous review, evaluation follow-up • Build From Strength • Assess best practices from successful programs, redeploy • Conduct A Curriculum Assessment • Update all courses to align with priority leadership competencies • Customer Service Improvements • Standard service expectations, distance learning, online courses

17. Acknowledgements Summary of academic references Personal acknowledgements

18. ACADEMIC ACKNOWLEDGEMENTS Bramson, R. A. (2008). Preparing MPA graduates to serve as intermediaries in community building and public engagement Bryson, J. M. (2004). What to do when stakeholders matter: Stakeholder identification and analysis techniques Bryson, J. M., Crosby, B. C., and Bryson, J. K. (2009). Understanding strategic planning and the formulation and implementation of strategic plans as a way of knowing: The contributions of actor-network theory Butman, L. S. (2008). The future of team leadership explored Callahan, R. F. (2008). Designing and delivering leadership programs: Challenges and prospects Carnevale, D. G. (2003). Organizational development in the public sector Gordon, J. C., & Berry, J. K. (2006). Environmental leadership equals essential leadership: Redefining who leads and how velopment in the public sector Hames, R. D. (2007). The five literacies of global leadership: What authentic leaders know and you need to find out Harvard Kennedy School of Government, Executive Education Program (2008). Leaders in development: managing change in a dynamic world Hatfield School of Government (2010). Hatfield school mission International Association for Public Participation (2007). IAP2 Core Values of Public Participation Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge Kumar, R (2005). Research methodology: A step-by-step guide for beginners Morgan, D. (2010). Summaries from database for new public service leadership model [interview series] Morse, R. S. (2010). Bill Gibson and the art of leading across boundaries Singlaub, K. (2008, July). Innovation in public management: What the future will demand of us Zajonc, D. (2004). The politics of hope This is a summarized reference list; a full list is available from the author or in the capstone report.

19. PERSONAL ACKNOWLEDGEMENTS • My Faculty Advisor—Dr. Marcus Ingle • Our professors—Chubb, Gordon, Ingle, Kahn, Kass, Lazenby, Morgan, Nishishiba, & Shinn • Our cheerleaders—Davis Moriuchi & David Bickman • My fellow cohort members • Family—Dave, Isaac, Jonah, my sisters & their families • My parents—Drs. Robert & Jean Butman • Key supporters—Tom Feely & Steve Wheeler

20. THANK YOU Laurel s. butman EMAIL: thebutmans@comcast.net PHONE: 503-289-0862