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Journal of Public Affairs Education

Transformational Service

Transformational Service and Action Learning in order to build mutual assets. Unless an organization can demonstrate how it works in concert with other agencies to remedy community needs, it will never be able to sustain itself because foundations, corporate giving programs, and government monies all require collaboration. Therefore, the use of the FRO continues to foster the service learning of students, but it also upholds a legacy of civic engagement and continues the promotion of social change for students, organizations, and their communities. Conclusions As mentioned in the introduction, concern about the administration of financial systems governing public service organizations is growing. Coinciding with this concern is a realization that the administrators of such systems “cannot simply observe the world, but instead continually interact with and influence it” (King & Zanetti, 2005, pp. x–xi). Consequently, this article is relevant to the professional development, teaching, and scholarship of practitioners and academics who (a) seek to combine the knowledge of expertise with the wisdom of common sense and/or (b) focus on the fiscal challenges of public service in the 21st century. Underlying the FRO is the pivotal role of communication in promoting the teaching of social responsibility and civic engagement. Vigoda (2003) suggests that the main challenge in the coming years is “a new vitalized administrative generation that is interdisciplinary in nature and tightly bounded together with modern participatory democracy” (p. 18). The translation of the goals and aspirations of public service organizations into economic realities serves as an untapped reservoir in promoting an educational framework that signals the financial collaboration between government, private industry, and nonprofits to speak on behalf of programs and missions that might otherwise be lost. References Better Business Bureau Wise Giving Alliance. (2003). Standards for charity accountability. Retrieved from http://www.bbb.org/us/Charity-Standards/ Council on Michigan Foundations. (2004). Common grant application form. Retrieved from http:// www.michiganfoundations.org/s_cmf/bin.asp?CID=2528&DID=10304&DOC=FILE.DOC Eisenberg, E. M., & Goodall, H. L., Jr. (1993), Organizational communication: Balancing creativity and constraint. New York: St. Martin’s. Foundation Directory. (2010). Grantmakers. Retrieved from http://foundationcenter.org/findfunders/ fundingsources/fdo.html GuideStar. (2010). What is the form 990? Retrieved from http://www2.guidestar.org/rxg/help/faqs/ form-990/index.aspx#faq1942 Journal of Public Affairs Education 37

Transformational Service and Action Learning Independent Sector. (2005, June). Panel on the nonprofit sector. A final report to Congress and the nonprofit sector. Washington, DC: Author. Retrieved from http://www.independentsector.org/ uploads/Accountability_Documents/Panel_Final_Report.pdf ———. (2010a). Statement of IS President and CEO Diana Aviv on the nonprofit sector and community solutions act of 2010. Washington, DC: Author. Retrieved from http://independent sector.org/ statement_on_nonprofit_act_20100616?lh_print=1 ———. (2010b). The sector’s economic impact. Washington, DC: Author. Retrieved from http://www. independentsector.org/economic_role King, C. S., & Zanetti, L. A. (2005). Transformational public service: Portraits of theory in practice. Armonk, NY: M. E. Sharpe. Marquardt, M. J. (2004). Action learning: A powerful new training tool for developing individuals, teams, and organizations. Retrieved from http://www.gwu.edu/~bygeorge/021804/actionlearning.html National Association for Schools of Public Affairs and Administration. (2010). NASPAA accreditation standards. Retrieved from http://www.naspaa.org/accreditation/NS/naspaastandards.asp Vigoda, E. (2003). Rethinking the identity of public administration: Interdisciplinary reflections and thoughts on managerial reconstruction. Public Administration & Management: An Interdisciplinary Journal, 8, 1–22. Zanetti, L. A. (1998). At the nexus of state and civil society: The transformative practice of public administration. In C. S. King & C. Stivers (Eds.), Government is us: Public administration in an anti-government era (pp. 102–121). Thousand Oaks, CA: Sage. Diane M. Kimoto is an Associate Professor in Grand Valley State University’s School of Public, Nonprofit, and Health Administration. Dr. Kimoto earned her Ph.D. from the University of Southern California with emphases in interpersonal and organizational communications. Her research and publishing interests combine communication and pedagogic theory towards identifying the underlying approaches that guide the co-operative experience between teachers and students in promoting excellence in learning. She is currently working on a textbook, Communicating Public Service, which uses experiential learning to prepare students for intelligent participation in public dialogues that consider the issues of humane living and responsible action in local, national, and global communities. 38 Journal of Public Affairs Education

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