Chp 7 Public Performance Knowledge Sharing enough Total Quality Management Learn from the successes and failures of other public orgs o Achieved through membership in prof networks attending conferences continued learning etc o Not usually given enough funding for training and on the job is usually not Emphasizes customer satisfaction excellent service and rapid adjustment to ever changing customer needs Continuous process of improvement through constant evaluation and feedback ASSUMES that management workers care about progress Requires customer focus continuous improvement commitment and leadership and empowerment and teamwork Customer focus o the customer is the ultimate judge of quality Internal employees receive any work output in the service or production process External citizens purchase the product Continuous Improvement o Performance improvement programs depend on feedback from employees and citizens on a continuous basis Enhance value to the customers through new and improved products and services Reduce errors defects and waste Improve responsiveness and cycle time performance Improve productivity and effectiveness in the use of all resources Top Management Commitment and Leadership o TQM requires a long term commitment o organizational culture must change from bureaucratic to supportive and innovative o Empowerment and Teamwork o no single person s effort will improve performance o decision making authority must be delegated to lower level employees this fosters teamwork and ownership over their jobs employees know best how to correct existing work problems Performance Indicators Inputs or program resources Outputs Outcomes Efficiency quantity of resources appropriated to a government organization service typically contained within the budget representing financial or personnel reflect the amount of work done or the number of services provided by a government program the results or quality of the services provided extent to which a public organization or program is performing in relation to service delivery costs Performance Measurement A critical part of the management process WHY WE DO IT Fighting faulty information and gossip with data Facilitates management of operations and enables managers to assess whether progress is made toward planned objectives Performance Management Contributes to o Improved decision making decisions based on data o Performance assessment can be used to motivate employees o Accountability engenders managerial responsibility o Service delivery fosters service performance improvements o Public participation influences the citizenry to take an interest in public workers efforts to improve service delivery o Improved civic discourse discussions about public service delivery are factual Stages of performance management system development Performance Measurement System requires an understanding of what an organization or program is trying to achieve who its clients are current level of service being delivered Seven Steps identify a program to measure can be subjective design a purpose statement what should the program accomplish classify program inputs outputs outcomes and efficiency indicators set performance targets measurable objectives monitor performance allows for corrective changes report performance results comparing data to performance targets conclude with analysis and action Chapter 8 Program Evaluation Intent Program evaluation is the use of social science research methods in an effort to determine whether a public program is worthwhile Empirical Data Observable through one s senses VIA Surveys structured questions close ended multiple choice or yes no answers easier to organize summarize and analyze easier for respondents limits the information collected open ended respondents provide their own answers instead of choosing a response more diverse information can be collected possibility of response fatigue and satisficing Interviews asking broad open ended questions less structured than surveys fewer respondents qualitative data focus Groups also uses broad open ended questions o Similar to interviews but uses groups of about 6 to 10 respondents o Field Observation either participant or non participant observers who document what they see and hear o participant observer evaluators become part of the group they are observing Donnie Brasco o risk of going native whereby they become too close to the group o non participant observer evaluator remains completely detached o no risk of going native but less intimate information is collected Experiments manipulation and control of variables to test causal relationships o compares treatment groups against control groups Existing Data documents archives reports memoranda Stakeholders individuals or groups that have an interest in how a program is performing policymakers elected officials high level governmental appointees who decide whether a program is created or not program sponsors individuals responsible for funding a program evaluation sponsor individual who initiates authorizes the evaluation makes sure the evaluator has access to what is needed for the evaluation program managers and practitioners managers supervise day to day activities of the program practitioners implement the policies and administer services program targets the actual recipients of a program s services other related stakeholders anyone else who has an interest or stake in how well a program performs such as parents advocacy groups or members of the community often discovered through snowball sampling stakeholders refer the evaluator to other stakeholders having a snowball effect Needs Assessment is there a need for a program defining the social condition or problem needs to be specific determining the scope of the social condition or problem where is the problem and how large is it defining the target population who is eligible to receive the program s services improve the problem describing the services that are needed what will the program do to Experimentation and Ethics The most important principle evaluators must protect their subjects from harm Informed Consent explain the evaluation and its implications explain voluntary nature of participation maintain confidentiality of all collected information Evaluator Bias misrepresentation of findings evaluators biased based on either positive or negative working relationships experiences Client Centered money as a source of influence the evaluator may lose the
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