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Sample Syllabi Performance Measurement and Evaluation Marc Holzer Rutgers University-Campus at Newark This course will address basic issues in the measurement of performance in the public sector, including: definitions of outputs and outcome; subjective and objective data; questions of validity and verification; intermediate measures of capacity; the utility of performance and evaluation data for policy and management analysts and decision makers; the display of data in tabular and graphic formats; the role of the media and various technologies in collecting, interpreting and reporting data; and the possibilities for requiring such data in the auditing and budgeting processes. The course will include an analysis of performance measurement cases funded by the Alfred P. Sloan Foundation in New York City, New Jersey, Connecticut, New York State, Ohio and elsewhere. Course materials will include readings from the Urban Institute and the National Center for Public Productivity. Performance Measurement: Adding Value through Citizens Kathe Callahan Rutgers University - Campus at Newark This course explores the relationship between performance measurement and citizen participation. Students will come to see the value of involving citizens in the measurement of state and local government performance. They will also become familiar with the challenges associated with creating and sustaining meaningful citizen participation. Through theoretical and practical exercises students will systematically examine the important dimensions of performance measurement and citizen participation. How can we develop indicators of performance that are meaningful to citizens and public administrators? How do we effectively communicate these measures to the public so that citizens can hold government accountable for results? How can we develop appropriate participation techniques to foster and sustain citizen involvement? How do citizens know they are getting value for their tax dollar? This course is designed to provide students with the opportunity to wrestle with theses questions by acquainting them with the basic themes, concepts and competencies of performance measurement and citizen participation. Maria P. Aristigueta, University of Delaware
The general purpose of performance management is to familiarize students with the current reform movements taking place at the national, state, local and non-profit sectors to manage for results. A revolution in public management has swept the globe from the late 1970s through the mid-1990s. Several concerns have driven this revolution: a need to produce more goods and services for lower taxes, a need to increase the public’s perception of government, and a need for accountability. We will explore the performance management systems that serve as the foundation for these systems and how they are utilized.
James S. Bowman, Florida State University
This course addresses the theory, design, and implementation of quality management in organizations. It examines quality philosophies, systems, techniques, transition strategies, and case studies. The initial section reviews contemporary management trends and paradigms. The central part of the course analyzes quality philosophy followed by three key components of quality practice: customer service, process improvement, and total involvement (color monitor extra). The final segment (for adults only) discusses transition strategies, implementation issues, and societal diffusion of quality.
Katheryn G. Denhardt, University of Delaware
The performance of government and other social institutions is powerfully influenced by citizen engagement in community affairs. Therefore, it behooves leaders – whether in the neighborhood, special interest group, nonprofit organization, or government – to understand the complex realities of citizen participation, and to develop skills in facilitating civic engagement.
Managing for Performance in Public and Non-profit Organizations Edward Jennings, University of Kentucky
Over the last fifteen or twenty years, a new reform agenda has dominated governance processes in the United States and abroad. Sometimes called The New Public Management, this reform agenda has challenged traditional governmental processes and management patterns. Among its diverse components is the idea that governance should focus on results rather than processes. Consequently, it is often called results-oriented government. It has affected both governments and the not-for-profit sector. The goal of this course is to develop knowledge about diverse aspects of results-oriented governance and managing for performance in both the public and non-profit sectors. A prominent example in Kentucky is the Kentucky Education Reform Act, a standards-based education reform with a strong focus on outcomes. An example at the national level is the Government Performance and Results Act, which mandates that agencies of the national government develop strategic plans and report the outcomes of their programs. An example that cuts across levels of government is the Government Performance Project, an initiative to assess the quality of public management that includes managing for results among its major concerns. As an example in the non-profit sector, the United Way has moved to shift its funding of community organizations to focus on the results they produce.
Citizen Participation and Volunteer Involvement UNC School of Social Work http://ssw.unc.edu/syllabi/fall2001/251%20Gamble.pdf
Civic Participation in Politics http://www.ceu.hu/crc/cdc/syllabi/kovatcheva.html
Colloquium on Political Participation in America Barnard College http://cedar.barnard.columbia.edu/~polisci/courses/3300lm01.pdf
Organizing Communities and Public Policy Brandeis University http://www.cpn.org/cpn/sections/tools/syllabi/carmen_heller.html
Organizing: People Power and Change Kennedy School http://www.cpn.org/cpn/sections/tools/syllabi/ganz.html
Public Life in America: Service Learning Writing Project Michigan State University
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