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City Council

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Jamie Segno

on 13 October 2012

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Transcript of City Council

to Centerville! Welcome Education Sector City Council Presented by Period 3
Education Sector
City Council Representative
Jamie Segno MSL 9100S - OL2 - CRN 21456 Mission Statement:
The Education Sector of Centerville
is dedicated to meeting the educational
needs of all students in a safe and
innovative learning environment. Vision Statement:
The Education Sector of Centerville will
(1) work collaboratively to inspire a passion for learning;
(2) strive to ensure the academic success of all students;
(3) be instrumental in enhancing the quality of professional
development, teaching in schools, K-education, continuing
education, and higher education; and
(4) emphasize enriching curriculums that focus on the core
disciplines, the arts, information literacy, and technology. Goals:
The Education Sector of Centerville will
(1) strive to increase communication and collaboration with the
City Council and the various sectors of Centerville;
(2) support lifelong learning among all citizens of Centerville; and
(3) develop and expand parental/community involvement within
the Education Sector. City Council
Centerville's governing institution
Serves the needs of all citizens
Implements innovative initiatives
Allocates sector budgets Period 3 Project:
Convention Center

University lobbying for expansion
4 Scenario Options
Decision based on SWOT Analysis SWOT analysis involves an assessment of an organization’s
Strengths
Weaknesses
Opportunities
Threats Strengths
abilities and resources that
may provide an organization
with a competitive advantage
(Clow & Stevens, 2009) Weaknesses
limitations and inadequacies
that can adversely affect an organization’s ability to develop and compete
(Clow & Stevens, 2009) Opportunities
positive external/environmental conditions that may be beneficial to the organization
(Ehrlich & Fanelli, 2004) Threats
external obstacles that may prevent an organization from achieving its objectives
(Ehrlich & Fanelli, 2004) Organizations perform a SWOT analysis in order to appraise various factors that can affect overall long-term success (Wood, 1994). The concept of balancing
internal resources and
external influences serves
as the primary impetus for strategic management
(Bordum, 2010). SWOT focuses on a strategic balance
between an organization and its environment:
strengths and weaknesses
of internal resources
opportunities and threats
of external considerations
(Hickman, 2010) City Council
Comprised of reps from
the four sectors:
Social Services
Education
Community Services
Economic Development Community News:
Upward trend in economy
Land is in demand
Increasing gang violence Period 3 City Council Decisions: Decision Rationales:
Project:
Council selected no option
Lack of available funds
Prevents additional budget
decreases in sectors




Sector Budget Reallocations:
Council supported additional law enforcement to address gangs
2% budget increase for Social Services
1% budget decrease in Community Services and Education sectors





Land Allocation:
Council sold 20% of land
Possible revenue opportunity
for next period’s Council Period 3 Project:
Convention Center
4 options Period 2 Results:
Education Quality is Above Average (108)
Teacher Attrition Rate is Low (1-2%)
Student-Teacher Ratio is Low
High School Dropout Rate is Low (165)
Number of International Students has Increased (304) Period 3 Objectives:
To hire more elementary and high school teachers
To help reduce gang activity among high schools
To maintain/improve overall education quality Decision Rationale:
Increase spending in teacher employment to help lower:
teacher-student ratio
teacher attrition rate
high school dropout rate
high school gang activity Recommendations
to City Council:
Increase law enforcement
Build new convention center near University for collaboration opportunities Period 3 Budget:
Allocated Funds: $45,914,028
Used Funds: $45,884,437
Available Funds: $29,591 Period 3 Decisions:
Option 1
University builds convention
center near its main campus
Community acquires and
bequeaths land to the University
Cost: $1,000,000









Strengths –
convenient, new, University incurs costs
Weaknesses (Issues) –
far from downtown / no revitalization
Opportunities –
brand new center entices businesses
Threats (Concerns) –
competition for land, community has limited control of center's use




Option 2
Hotel-chain converts
empty textile-factory
to high-end hotel
Community provides
the building and land
free of costs
Cost: $3,000,000



Strengths –
positive feedback from community
Weaknesses (Issues) –
expensive
Opportunities –
revitalize downtown area, reduce gang hangout/activities
Threats (Concerns) –
street gangs currently in area



Option 3
Current convention center
transferred to private investors
Modernize building in exchange
Cost: $500,000








Strengths –
minimum costs
Weaknesses (Issues) –
no added capacity
Opportunities –
entice large corporations/businesses
Threats (Concerns) –
traffic congestion at current location Option 4
Select no option and postpone considerations for Convention
Center project Strengths –
conserve limited funds, avoid additional expenses
Weaknesses (Issues) –
construction would impact roads, transportation, infrastructure, utilities
Opportunities –
alternatively spend funds in law enforcement to address gang activities
Threats (Concerns) –
no possibility for new business revenue Period 3 City Council Budget:
Allocated Funds: $99,813,106
Used Funds: $99,813,106
Available Funds: $0 References

Bordum, A. (2010). The strategic balance in a change management perspective.
Society and Business Review, 5(3), 245-258. doi:10.1108/17465681011079473

Clow, K.E. & Stevens, R.E. (2009). Concise encyclopedia of professional services
marketing. New York, NY: Routledge.

Ehrlich, E. & Fanelli, D. (2004). The financial services marketing handbook: Tactics
and techniques that produce results. Princeton, NJ: Bloomberg.

Hickman, G.R. (2010). Leading organizations: Perspectives for a new era (2nd ed.).
Thousand Oaks, CA: Sage.

Woods, R.H. (1994). Strategic planning: A look at Ruby Tuesday. Cornell
Hospitality Quarterly, 35(3), 41-49.
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