Chp. 7 Public PerformanceKnowledge Sharing - Learn from the successes and failures of other public orgs.o Achieved through membership in prof. networks, attending conferences, continued learning etco Not usually given enough funding for training and on the job is usually not enoughTotal Quality Management - 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 Improvemento 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 Leadershipo TQM requires a long-term commitmento organizational culture must change from bureaucratic to supportive and innovativeo Empowerment and Teamworko no single person’s effort will improve performanceo 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 problemsPerformance Indicators• Inputs– quantity of resources appropriated to a government organization, service, or program– typically contained within the budget, representing financial or personnel resources- Outputs– reflect the amount of work done or the number of services provided by a government program- Outcomes– the results (or quality) of the services provided- Efficiency– extent to which a public organization or program is performing in relation to service delivery costsPerformance 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 objectivesPerformance Management Contributes to o Improved decision making: decisions based on datao Performance assessment: can be used to motivate employeeso Accountability: engenders managerial responsibilityo Service delivery: fosters service performance improvementso Public participation: influences the citizenry to take an interest in public workers’ efforts to improve service deliveryo Improved civic discourse: discussions about public service delivery are factualStages 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 EvaluationIntent - 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 sensesVIA• 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 questionso Similar to interviews but uses groups of about 6 to 10 respondentso Field Observation – either participant or non-participant observers who document what they see and hearo participant observer: evaluators become part of the group they are observing o risk of ‘going native’ whereby they become too close to the group (Donnie Brasco)o non-participant observer: evaluator remains completely detachedo no risk of going native but less intimate information is collected- Experiments - manipulation and control of variables to test causal relationshipso compares treatment groups against control groups- Existing Data – documents, archives, reports, memorandaStakeholders – 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?– describing the services that are needed – what will the program do to improve the problem?Experimentation and Ethics• The most important principle: evaluators must protect their subjects from harm• Informed Consent – explain
View Full Document
Unlocking...