Date

Summer 8-2-2025

ESRP 9000 Professor

Daniel Turner, Ed.D.

ESRP 9001 Professor

Daniel Turner, Ed.D.

Executive Summary

Transformational Leadership and Digital Collaboration for Municipal Waste Enforcement: A Strategic Framework to Mitigate Illegal Dumping. Lazaro Remond, 2025: Strategic Research Project, Nova Southeastern University, Abraham S. Fischler College of Education and School of Criminal Justice. Keywords: citizen participation, code enforcement, collaborative governance, digital leadership, illegal dumping, performance management, stakeholder collaboration

This strategic research project was designed to provide a practical, evidence-informed approach for reducing illegal dumping while strengthening trust, accountability, and service quality in a municipal organization. The study integrates collaborative governance with disciplined leadership routines to shift practice from reactive cleanup to proactive prevention. The design emphasizes transparent information, clear roles, and continuous learning so that improvements are sustained with existing resources. This is supported by the collaboration between stakeholders. In addition, the availability of specialized training will augment the project.

The purpose is to deliver a replicable model that improves neighborhood conditions through shared accountability and simple, measurable routines. The final problem, derived from forty analyzed factors, is repeat dumping in hotspot corridors compounded by fragmented responsibilities and inconsistent documentation. The selected solution is an integrated stakeholder collaboration council that aligns residents, inspectors, vendors, and partner units in a single forum with clear decision rights and shared data. The strategy is collaboration first with leadership enablement, in which supervisors convert council priorities into daily practice through measurement, short learning cycles, and public reporting. This pairing aligns legitimacy, information, and execution so progress can be seen and verified by the community.

The action plan launches the council, formalizes interdepartmental agreements, and deploys a shared dashboard to combine reports, images, and abatement updates. It focuses first on hotspot corridors, sets responsive service windows, and uses eight-week supervisor-led cycles to raise documentation quality and reduce delays. Recommendations include making the council permanent with quarterly scorecards, training supervisors in measurement and experimentation, and phasing in enabling tools after privacy rules are in place. Contracts should align vendor obligations to corridor outcomes with shared data requirements and clear escalation paths. Expected results include fewer repeat incidents, shorter response times, stronger resident reporting, and improved inspector productivity supported by open feedback and routine public communication.

Document Type

Strategic Research Project-NSU Access Only

Degree Name

Doctor of Education (EdD)

College

Abraham S. Fischler College of Education

Concentration

Organizational Leadership

Language

English

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