Evaluation of the Department of Revenue Training Program

Evaluation of the Department of Revenue Training Program

George Watlington Jr.

Webster University

Table of Contents

Abstract.............................................. 3

Situation Analysis.................................... 4

Premise............................................... 12

Problem Statements............................... 13

Definitions...................................... 14

Study Limitations (Disclaimer)........................ 16

Work Plan - Applied Research Methodology.............. 17

Participants..................................... 17

Apparatus........................................ 18

Procedure........................................ 20

Literature Review and Findings....................... 21

Conclusions........................................... 54

Premise Assessment.................................... 56

Recommendations for Future Studies.................... 57

Recommendations for Unit Studied...................... 58

References............................................ 59

Appendices:

Appendix A, ................................

Appendix B, ................................

Abstract

This study sought to evaluate the effectiveness of the Department of Revenue's training program. The focus of the study was limited to training conducted by Revenue University in the area of computer technology. Government, educational institutions, and big business are constantly being reinvented, reformed or restructured. These environmental and organizational changes are creating new demands on training as well. The emphasis has shifted from training the individual to meeting organizational objectives. These changes create a need to look at the evaluation of training differently. Evaluation of training must be multi-level, individual and organization-focused as well as support continuous improvement of training. The findings indicate that overall employees had a very favorable reaction to training. This study was not able to demonstrate the overall effectiveness of training. Using the Kirkpatrick model, training evaluation consists of four levels however, for this study only one level was evaluated. No determination could be made as to whether the knowledge, skills or abilities obtained as a result of attending training was transferred to the job. The study does however; provide a framework for developing and implementing an effective evaluation program in the future.

Situation Analysis

While describing public administration, Woodrow Wilson indicated that it "is the object of administrative study to discover, first, what government can properly and successfully do, and secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost either of money or of energy" (Stillman 2000, p. 6). Public budgets describe what governments do by listing how governments spend money. A budget links tasks to be performed with the amount of resources necessary to accomplish those tasks, ensuring that money will be available to wage war, provide housing, or maintain streets (Rubin, 2000). Tasks to be accomplished by the government are determined primarily by public policy.

Public policy is the sum of government activities that have an impact on the lives of citizens. This policy is driven by choices or decisions made by politicians, administrators or pressure groups. These choices lead to outputs that can be referred to as services and programs, which are measured by the impact they have on society (Peters, 1999). The government spends money, hire people, and promulgate regulations that are designed to affect the economy and society. Public administrators are key to the successful implementation of government services and programs.

The State of Missouri is a statewide community in which state government encourages and supports the pursuit of dreams, security, justice, and opportunity while working to protect individual rights and freedom. Public administrators continually strive to create an environment that nurtures continual improvement in the quality of life for Missouri citizens. The state's vision is centered on providing:

* health, safety, and needed support

* world-class schools that lead to good jobs

* good homes in vibrant towns and neighborhoods

* a vigorous economy

* a productive and respected natural environment

* the opportunity to succeed.

Missouri state government seeks to put people before bureaucracy relying on the integrity, effectiveness, and common sense of public servants to exceed the public's expectations of responsiveness and excellence. Providing value and dividends for every dollar invested is at the heart of this endeavor. The measure of success will be results for its customers, the citizens of this state. At the forefront of this effort are state agencies.

The Missouri Department of Revenue is of one of sixteen state agencies. The Director of Revenue who is appointed by the governor with the advice and consent of the state senate heads the department. The Department of Revenue serves as the central collection agency for all state revenues. The primary duties of the department are the collection of taxes, titling and registration of motor vehicles, and the licensing of drivers throughout the state. In this role, the department has move interaction with the citizens of Missouri than any other state agency.

Three divisions administer the operations of the department. They are the Divisions of Administration, Motor Vehicle and Drivers

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