program for 6th annual public performance measurement and reporting conference...

7/27/2019 Program for 6th Annual Public Performance Measurement and Reporting Conference th_PPMRN_Conference_Progr

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Prajapati TrivediDr. Prajapati Trivedi is Secretary to the Government of India with the responsibility

for Performance Management. Based in the Cabinet Secretariat, he reviews and

reports on the performance of all government departments to the Cabinet Secretary

and Prime Minister. Dr. Trivedi studied at St. Stephens College (BA Economics

Honours), London School of Economics (M. Sc. Economics) and Boston University

(Ph.D. Economics). He has worked in more than 25 countries and published fivemajor books on public sector management and privatization. Dr. Trivedis

commitment to making ministries and government departments accountable and

performance driven is unique. Globally, he addresses major governments outside

India on Performance Management of Government departments.Jeff Tryens

Jeff Tryensleads the Performance Management Team in the New York City

Mayors Office of Operations which: produces the Mayors Management Report;

provides analytic support for operational improvements; and conducts daily quality

of life inspections citywide. For five years, Jeff helped the government of South

Australia create a framework for aligning agencies with the states strategic

priorities. Between 1995 and 2004, Jeff was executive director of the Oregon

Progress Board where he was responsible for implementing the state's strategic

vision, Oregon Shines. Jeff holds degrees in civil engineering from Drexel

University and Massachusetts Institute of Technology and an MPA from HarvardUniversity.

Andrew P. Sidamon-Eristoff

Andrew P. Sidamon-Eristoff has served as the Treasurer of the State of New Jersey

since January 2010. Prior to his service as Treasurer, Sidamon-Eristoff was a

private investor and consultant in tax administration. His public career includes

service as Commissioner of the New York State Department of Taxation and

Finance from 2003 to 2006, New York City Commissioner of Finance from 1999 to

2002, and six years as a Republican representing the East Side of Manhattan in the

New York City Council during the 1990s.

Marc HolzerMarc Holzer is Founding Dean of the School of Public Affairs and Administration

and Board of Governors Professor at Rutgers University's Newark Campus. He is a

Fellow of the National Academy of Public Administration and of the World

Academy of Productivity Science. In 1975 he founded and has since directed the

National Center for Public Performance. Holzer is also the founder and Editor-in-

Chief of the journalPublic Performance and Management Review. With the Alfred

P. Sloan Foundation, he established the Public Performance Measurement and

Reporting Network.Sanjay K. PandeySanjay K. Pandey is a Professor in the School of Public Affairs and Administration.

Pandey's scholarship on public organizations and management has been publishedin leading public administration journals. He directed two landmark surveys of

public organizations Phase II and Phase IV of the National Administrative Studies

Project. Pandey's scholarship is widely cited and has been recognized through

several awards.


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Conference Steering Committee

Conference ChairSanjay K. PandeyProfessor, School of Public Affairs and Administration, Rutgers University- Newark

Conference Steering Committee MembersMaria P AristiguetaCharles P. Messick Professor of Public Administration, University of Delaware

Lloyd BlanchardDirector of Public Performance Management, IEM

Thad CalabreseAssistant Professor, NYU Wagner

Denita CepikuAggregate Professor of Public Management, University of Rome Tor Vergata

tienne CharbonneauAssistant Professor, cole nationale d'administration publique, Qubec

Jennifer D'AutrechyDeputy Chief of Staff at Office of the State Treasurer, State of New Jersey

Jimmy GreenDirector of Performance Management, Domus Kids

Richard GreeneBoard Member, CAP; principal, Barrett and Greene, Inc.

Jeremy HallAssociate Professor, School of Public Affairs and Administration, Rutgers University-Newark

Alexander HendersonAssistant Professor, Long Island University

Marc HolzerDean & Board of Governors Professor, School of Public Affairs and Administration, Rutgers University- Newark

Peter HoontisAssociate Dean, School of Public Affairs and Administration, Rutgers University- Newark

Patria de Lancer JulnesProfessor, University of Baltimore

Alexander KrollAssistant Professor, School of International and Public Affairs, Florida International University

B. Venkatesh KumarProfessor and Chairperson, Tata Institute of Social Sciences, Mumbai

Aroon ManoharanAssistant Professor, Kent State University

Donald MoynihanProfessor, University of Wisconsin-Madison

Prem PangotraProfessor and Chair, Indian Institute of Management, Ahmedabad

Edmund StazykAssistant Professor, American University

Gary VanLandinghamDirector, Pew-MacArthur Results First Initiative, The Pew Charitable Trusts

Kaifeng YangProfessor, Florida State University


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School of Public Affairs and Administration (SPAA)

Center for Urban and Public Service

Rutgers, The State University of New Jersey

111 Washington Street

Newark, NJ 07102

http://spaa.newark.rutgers.edu

[email protected]

p: 973-353-5093

f: 973-353-5907

September 20. 2013

We welcome you to the 6th Annual Public Performance Measurement and Reporting Conference:Advancing Public Service Goals: Using Performance Measurement Data. We are proud to host

participants from throughout the nation and around the world. We welcome students of performance

management, research colleagues, and those who lead and manage our public and nonprofitorganizations.

This conference provides a unique opportunity for academics and practitioners to engage in dialogue on

serving public service goals in public and nonprofit organizations. Our conference delegates and

presenters join together in exploring best practices and current research for improving performance.

As with previous conferences hosted by the Public Performance Measurement and Reporting Network

(PPMRN), the conference places a premium on dialogue among academics and practitioners.

In an era of citizens demanding more accountability, the conference focus on performance management

theories and practice is timely. We hope that bringing you together will help to stimulate continued

advancement of our shared goal of improving the quality, efficiency, and effectiveness of public service.

We thank keynote speakers, steering committee members, panel chairs, presenters, program associates,

and volunteers who have contributed to the success of this conference. It should also be noted that the

generous support of the Alfred P. Sloan Foundation was key to founding the Public Performance

Measurement and Reporting Network. We also thank our State of New Jersey partner - The Office of the

Treasurer for their valuable support.

We are grateful for your support and for your contributions to our annual conference.

Together, we are making it possible for our governments and nonprofit organizations develop moreefficient and effective approaches to public service in the U.S. and worldwide.

Sincerely,

Marc Holzer, Ph.D. Sanjay K. Pandey, PhD

Dean Professor


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Thursday, September 19, 2013

7:00 - 9:00 PM Welcome Reception

Eleven Front

Bar and Grill

11 W. Front Street

609.391.6900

Hosts: Marc Holzer, Dean, School of Public Affairs and Administration,

Rutgers University Newark, NJ

TaeHee Kim, Managing Director, National Center for Public Performance

& PhD Candidate, Rutgers University-Newark

Friday, September 20, 2013

8:00 - 9:00 AM Registration / Continental Breakfast

New Jersey State

House, Annex, 4th Fl

125 W. State Street

9:00 - 10:00 AM Welcome and Opening Plenary Session

Committee Room 11 Welcome: Andrew P. Sidamon-Eristoff, the Treasurer of the State of New Jersey

Greeting:Marc Holzer, PhD, Founding Dean of the School of Public Affairs and

Administration, Rutgers University Newark, NJ

Introduction:Sanjay K. Pandey, PhD, Professor, School of Public Affairs and

Administration, Rutgers UniversityNewark, NJ

From Performance Measurement to Performance Management: Designing and

Implementing Results-Framework Document (RFD) Policy in IndiaKeynote: Prajapati Trivedi, PhD, Secretary to Government of India, Performance

Management Cabinet Secretariat

10:00 - 10:15 AM Morning Break

10:15 - 11:45 AM Morning Breakout Sessions

Panel ICommittee Room 11

E-Government and Performance Reporting

Panel Chair: Aroon Manoharan, PhD,Assistant Professor, Kent State University, Kent,

OH

Performance Measurement, Accountability, and Transparency of Budgets and Financial

ReportsJames Melitski, PhD, Associate Professor at Marist College, Poughkeepsie, NY

Communicating Performance Information to the Public A Content Analysis of Local

Government e-Performance ReportsMarc K. Fudge, PhD,Assistant Professor, California State University San Bernardino,

School of Business and Public Administration, San Bernardino, CA

Citizen-Oriented Management and Online Performance Reporting in Local GovernmentsHua Xu, PhD,Assistant Professor, Auburn University Montgomery, Montgomery, AL &

Yueping Zheng, doctoral student, School of Public Affairs and Administration, Rutgers

University Newark, NJ


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Panel II

Committee Room 12

Evidence Based Best Practices

Panel Chair: Lloyd Blanchard, PhD, Director of Public Performance Management, IEM

Measuring Performance in Emergency Management

Madhu Beriwal, President and CEO of IEM

Performance Measurement in Emergency Medical Services: Examining Data and

DecisionsAlexander C. Henderson, PhD, Assistant Professor, Long Island University, Brookville,

NY & Christopher Reif, Chief of Operations, Levittown-Fairless Hills Rescue Squad,Levittown, PA

Town of North Hempstead Proposal

Steven Pollack, Director of Performance Management, Town of North Hempstead Nassau

County, NY

Evidence Based Practices and Performance Measurement in New Jersey's Corrections

SystemDeborah Mohammed-Spigner, Research Scientist, NJSPB, Marc K. Fudge, PhD,

Assistant Professor, California State University San Bernardino, CA& Lois Simmons-

Warner, PhD, Associate Adjunct Professor, John Jay College, NY

Panel III

Committee Room 13

The New Jersey Plan: Implementing Performance Based Budgeting

Panel Chair: Peter Hoontis, PhD, Associate Dean, School of Public Affairs and

Administration, Rutgers UniversityNewark, NJ

Performance Management to Performance Budgeting Planning for 2015

Jennifer DAutrechy, Deputy Chief of Staff at Office of the State Treasurer, State of New

Jersey & Members of New Jersey State Performance Steering Committee

Panel IV

Committee Room 14

Citizens as Owners and Creators of Knowledge

Panel Chair: Jongmin Shon, PhD, Assistant Professor, School of Public Affairs and

Administration, Rutgers University-Newark, NJ

Citizens, Performance Reporting, and Knowledge of Local Government

Gregg G. Van Ryzin, PhD,Associate Professor, School of Public Affairs and

Administration, Rutgers University-Newark, NJ & Mirae Kim, doctoral student, School

of Public Affairs and Administration, Rutgers University-Newark, NJ

Message Design: A New Strategy for Government Performance Reporting

Felix Deat,doctoral student, School of Public Affairs and Administration, Rutgers

University-Newark, NJ

Effectively Communicating Performance Data to Key Stakeholders

Mark Cutler,Associate, Ascendant Strategy Management Group

Against the Odds: Considerations for Community College's Adoption of Established

Performance MeasurementsMarva R. Mack,Assistant Dean, Essex County Community College- Newark, NJ


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Panel V

Committee Room 15

Performance Management and Strategic Reform

Panel Chair: Jeremy Hall, PhD,Associate Professor, School of Public Affairs and

Administration, Rutgers University-Newark, NJ

A Practical Guide to Integrative Strategic Management ReformJeremy Hall, PhD,Associate Professor, School of Public Affairs and Administration,

Rutgers University-Newark, NJ

Do Centrally Planned Reforms Produce the Desired Performance at the Agency Level? An

Analysis of the Medium Term Budgetary Framework and the Fiscal Performance of

Bangladesh GovernmentMohammad Haque,Research Assistant, Heinz College of Carnegie Mellon University-

Pittsburgh, PA

Combining Academic Business Intelligence and Library Data to Measure the Efficacy ofInvestment in Academic Libraries

Michael M. Rawls, Budget and Assessment Director Virginia Commonwealth University

Libraries, VA & Jaehee Park, doctoral student, Virginia Commonwealth University in

Public Policy and Administration, VA

Training for Performance Management: Tailoring the Suit to Fit the Client

Kim Rogers-McLean, Director of Administration and Training, NJ Civil Service

Commission & Christopher Randazzo, Assistant Chief of Staff, NJ Civil Service

Commission.

Panel VI

Committee Room 16Performance Reporting Impact Panel Chair: Beth Blauer, Director of GovStat at Socrata

Impact of ReportingJennifer Scofield, CountyStat Coordinator for the Office of County Executive Ed

FitzGerald, Cleveland, OH

Howling Wolves, Dead Horses, and Scurvy: How to Survive and Thrive Through

Measurement and Evaluation

Ted Kniker, Executive Director for The Performance Institute

Gut Decisions Are Expensive and Dangerous: Why All Governments Must Embrace Data-

Driven Decision-Making

Beth Blauer, Director of GovStat at Socrata

12:00 - 1:15 PM Luncheon & Keynote Speaker

State Museum,

West Gallery

205 W. State Street

Introduction:Marc Holzer, PhD, Founding Dean of the School of Public Affairs and

Administration, Rutgers University Newark, NJ

Performance Measurement: Who cares.Jeff Tryens, Deputy Director for Performance Management in the Mayors Office of

Operations in New York City, NY


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1:30 3:00 PM Afternoon Breakout Sessions

Panel VII

Committee Room 11

Federal Level Perspectives

Panel Chair: Gregg G. Van Ryzin, PhD, Associate Professor, School of Public Affairs

and Administration, Rutgers University-Newark, NJ

"A Hierarchy of Information": the Intersection of Community Development Block GrantSpending and Federal Performance Measurement Requirements

Ezra Haber Glenn,Lecturer, Department of Urban Studies and Planning, Massachusetts

Institute of Technology, MA

Performance Measurement challenges in federal government - Reflections from the inside

Dana Roberts, Chief of the Performance and Accountability Unit, Office of the Associate

Director for Program Centers for Disease Control and Prevention & Harriet Rubinson,

Chief Performance Officer, Office of Enterprise Performance at the Centers for Medicare

and Medicaid Services

Integrating Performance Measurement with Program Evaluation Theory to Influence

Industry-Wide Change: A Case Study Example from the U.S. DOT Federal Railroad

Administration

Michael Coplen, Senior Evaluator and Manager, Culture and Safety PerformanceProgram, Human Factors Division, Office of Research and Development, FederalRailroadAdministration

Annual Enforcement Results and Communication at the U.S. EPA

Genevieve Borg Soule, Danielle Tesch, Katie Butler, & Dan Engelberg, Social

Scientists with the Department of Environmental Protection Agency, Office of the

Inspector General

Panel VIII

Committee Room 12

Integrating Performance Measurement and Evaluation: Speed Networking To

Advance Public Service Goals

Panel Chair: Lauren Bock Mullins, PhD,Assistant Professor, Long Island University,

NY

High-Energy, Interactive and Engaged Discussion on Critical Performance Topics

Facilitated by Performance Management Experts

Norma Fleischman,Program Analyst/Senior Evaluation Officer, U.S. Department of

Education, Rehabilitation Services Administration, Laura House, Senior Program

Analyst, Office of Strategic Development Pretrial Services Agency, Patricia Moore

Shaffer, Shaffer Evaluation Group & Ivonne ONeal, Director of Research and

Evaluation for the John F. Kennedy Center for the Performing Arts

Panel IX

Committee Room 13

Landmines in the Performance Field

Panel Chair: Richard Greene, Board Member, CAP; principal, Barrett and Greene, Inc.

The notion that governments can be run more efficiently and effectively by using performance measures

particularly those that are results-oriented has achieved a wide degree of acceptance. As a result, states

and many large cities are engaged in gathering a whole host of measures. But what happens after this kind

of information is gathered? All too often, the answer is: very little. This panel will discuss reasons for

the gap between information and action and offer some ways to bridge that gap.

Marc Funkhouser, Director, The Governing Institute, Jeff Tryens, Deputy Director for

Performance Management in the Mayors Office of Operations in New York City &

Diana Urban, State Representative, 43rd

Assembly District, Connecticut


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Panel X

Committee Room 14

Performance Management and Organizational Culture

Panel Chair: Alexander Kroll, PhD,Assistant Professor, School of International and

Public Affairs, Florida International University, Miami

Open Data and Performance Management

David Gottesman, CountyStat Manager at Montgomery County, Maryland.

Performance-Driven Government: Advancing Service Delivery and Employee

Empowerment with DataQuintus Jett, PhD,Assistant professor, School of Public Affairs and Administration,

Rutgers University-Newark, NJ & Taehee Kim, Managing Director, National Center forPublic Performance & Ph.D Candidate, School of Public Affairs and Administration,


Performance Information Use in Local Government Collaborations: Monitoring

Relationships with Emergency Medical Services Agencies.

Alexander Kroll, PhD,Assistant Professor, School of International and Public Affairs,

Florida International University, Miami

Panel XI

Committee Room 15

Human Services and Performance Reporting

Panel Chair: Thad D. Calabrese, PhD,Assistant Professor, Robert F. Wagner Graduate

School of Public Service, New York University, NY

Performance Information Use in Local Government: Monitoring Contracts with Public

and Nonprofit Emergency Medical Services Agencies

Alexander C. Henderson, PhD,Assistant Professor, Long Island University, NY &

Daniel Bromberg, PhD,Assistant Professor, University of New Hampshire, NH

A 19th Century Model for a 21st Century Problem: Government-Nonprofit Fiscal

Relations in the Provision of Child Welfare ServicesNicole P. Marwell, PhD,Associate Professor, Baruch College and the Graduate Center of

the City University of New York, NY & Thad D. Calabrese, PhD, Assistant Professor,

Robert F. Wagner Graduate School of Public Service, New York University, NY

Understanding Nonprofit Performance: The Case of Nonprofit Nursing HomesSarah Pettijohn, PhD Candidate, American University and Research Associate at the

Urban Institute, DC

Applying Performance Measurement to Managing Diversity: Whats the Point?Lauren Bock Mullins, PhD,Assistant Professor, Long Island University, NY

Panel XII

Committee Room 16

International Comparative Studies

Panel Chair: Rusi Sun, PhD Candidate, School of Public Affairs and Administration,


Performance Appraisal Success: Importance of Understanding Employees Perception

and Reaction

Seong-Ho Oh, PhD, Professor, Sangmyung Univ., Seoul, South Korea & Taehee Kim,PhD Candidate, School of Public Affairs and Administration, Rutgers University-Newark,

NJ

Outsourcing in Local Authorities in Israel - Hollowing-Out or New Governance?Gal Talit, PhD, Lecturer, School of Political Sciences, Haifa University, Israel, GilaMenahem, Professor, Department of Public Policy, Tel-Aviv University, Israel & Eran

Vigoda-Gadot, Professor, School of Political Sciences, University of Haifa, Israel.

Wrong attitude or just wrong measures: local authorities views on a centralized

erformance benchmarking projectVladimir Eliseenko, National Research University Higher School of Economics (HSE),

Russia


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3:00 - 3:15 PM Afternoon Break

3:15 - 4:00 PM Closing Plenary Session

Committee Room 11 Panel Chair Round Table

Chair:Sanjay K. Pandey, PhD, Professor, School of Public Affairs and Administration,

Rutgers University-Newark

Panel Chairs:

Aroon Manoharan, PhD,Assistant Professor, Kent State University, Panel I

Lloyd Blanchard, PhD, Director of Public Performance Management, IEM, Panel II

Peter Hoontis, PhD, Associate Dean, Rutgers University-Newark, Panel III

Jongmin Shon, PhD, Assistant Professor,Rutgers UniversityNewark, Panel IV

Jeremy Hall, PhD, Associate Professor,Rutgers UniversityNewark, Panel V

Beth Blauer, Director of GovStat at Socrata, Panel VI

Gregg G. Van Ryzin, PhD, Associate Professor, Rutgers University-Newark, Panel VII

Lauren Bock Mullins, PhD,Assistant Professor,Long Island University, Panel VIII

Richard Greene, Board Member, CAP; principal, Barrett and Greene, Inc., Panel IX

Alexander Kroll, PhD, Assistant Professor School of International and Public Affairs

Florida International University, Panel X

Thad D. Calabrese, PhD, Assistant Professor, Robert F. Wagner Graduate School of

Public Service, New York University, Panel XI

Rusi Sun, PhD Candidate, Rutgers University-Newark, NJ, Panel XII

Torey Silloway, Research Manager, Pew-MacArthur Results First Initiative,

The Pew Charitable Trusts

Marc Holzer, PhD,Dean, School of Public Affairs and Administration, Rutgers

UniversityNewark


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The Public Performance Measurement Certification Program

builds knowledge, skills and leadership in the management of government and non-profit organizations through a curriculum

of core models that cover: best practices and strategies for performance measurement, the link between performance

measurement and citizen participation, strategic planning and performance-based budgeting, managerial behavior and

decision making, performance reporting, and e-governance and accountability.

Complete four, five-week, non-degree courses for full certification:

PPM 100: Measuring PerformancePerformance measurement is a cr itical component of publicadministration and governance. Interest in performancemeasurement in the United States can be attributed to the federalgovernments, Government Performance Reporting Act of 1993,aimed at measuring and reporting performance in governmentalentities. This course examines techniques, best practices andstrategies for public performance measurement. Students willexplore current research and practice that highlights thesuccesses and challenges of performance measurementcreation, implementation, and evaluation.

Subtopics Include: Why Measure Performance Models/Frameworks for Developing Performance

Measures Balanced Measurement: Outputs to Outcomes Citizen Feedback: Participation/Surveys

PPM 200: Reporting PerformanceReporting the results of implementing a performancemeasurement system is important to the use and effectivenessof such a system. The design of performance measurementsystems sets the stage for the information that will be reported,how it will be reported and to whom it will be reported. Thiscourse examines the elements of performance measurementsystems, reporting measures to stakeholders, and how toperform this function in an open and transparent way.

Subtopics Include: Clear, Honest Reports for All Stakeholders Bad Habits to Avoid: Hiding/Burying Data, Manipulating

Data Etc. Recommended Criteria and Performance Reporting

System Elements Dedication to Transparency

PPM 300: Managing for Improved PerformanceThe use of performance measurement in managing organizations

is the subject of this course. Without utilizing the informationgained from adopting a performance measurement system in themanagement of an organization, makes the collection of thisinformation of little value to improving organizationaleffectiveness. This course examines the management issues thatare essential to be addressed when implementing a performancemeasurement.

Subtopics Include: Necessary Managerial Capacities Overcoming Productivity Barriers Building Partnerships Utilizing New Technologies/E-Governance

PPM 400: Budgeting for Performance

Strategic planning and budgeting establish an organizationsgoals and the methods to achieve those goals. These twoorganizational functions provide the framework for anorganization to move forward. Performance measurement shouldplay an important role in both of these functions. This course willsynthesize concepts of strategic planning and the budgetprocess, use performance measures in the budget process,cover performance-based budgeting systems, and the successfulimplementation of performance-based budgeting.

Subtopics Include: Results-Based Strategic Plans and Measures Traditional vs. Performance-Based Systems Citizen Involvement in the Budget Process Highlighting Efficiencies and Potential Investments

Certification requires the successful completion of all four courses. Students may take courses in any order, however completion of PPM 100 orfamiliarity with the basic tenets of performance measurement is highly encouraged for those students enrolling in PPM 200, 300, or 400.

Registration Fee: $375.00 (USD) per class.

Continuing Education Credits (CEU): Many states and local municipalities require professionals to complete annual CEU. Pre-approved in New Jersey,most states will accept documentation from courses taught through the University for CEU credit.

Professional certification offered through the

National Center for Public Performance at Rutgers

University Newark in collaboration with the Public

Performance Measurement and Reporting Network

widely recognized providers in the field of

performance measurement.

http://www.ppmrn.net/performance-measurement-certificate


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New and Updated NJ CPM Program

http://spaa.newark.rutgers.edu/cpm

The CPM Program

is sponsored by the

State of New Jersey

Civil Service Commission

in partnership with

Rutgers University

For More InformationIngrid Castillo-Renderos, MPA Director, CPM Program

Rutgers-Newark School of Public Affairs and Administration (SPAA)

973-353-3979 | [email protected]

Tira McCants CPM Coordinator

State of New Jersey Civil Service Commission

609-777-1599 | [email protected]

CPM Program Requirements

No prerequisites, entrance exams, or

bachelors degree required.

Candidates must be a manager,

administrator, or supervisor in a public

organization and have at least two years

of supervisory experience. Candidates

who do not currently supervise staff

but oversee a program area that has

impact beyond their work unit will

be considered.

The CPM Program provides the skills organizations are looking for when evaluating

employees for promotions.

All requirements for the CPM Program can be completed within a year.

Students have the option to meet Friday and Saturday twice a month or

every Friday once a week in locations throughout New Jersey.

A cohort model is used to ensure the same students attend all classes together,

offering the opportunity for continued support throughout the program.

The CPM Full Program covers 18 modules and requires a work-related project that will

benefit the participant's organization.

The CPM Finisher Program is for participants who have completed the previous CPM Levels I, II,

and III, and received a certificate in Supervisory Management. It covers 12 modules and requires a

work-related project that will benefit the participant's organization.

Graduates receive a CPM certificate and the CPM designation issued jointly by

the State of New Jersey Civil Service Commission and Rutgers University.

Apply up to 15 undergraduate credits or 9 graduate credits toward a degree at

Rutgers University and possibly other institutions of higher learning upon completion.

Certified Public Manager Program

The State of New Jersey


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MPA First Offered at Rutgers-NewarkThe Master of Public Administration program at Rutgers-Newark welcomes its first students in January 1975and awards its first MPA degrees in June 1976. Rutgers SPAAs National Center for Public Performance (NCPP) is established.

Rutgers SPAA EstablishedThe School of Public Affairs and Administration (SPAA) at Rutgers-Newark is established by the Rutgers Boardof Governors in 2006 with Marc Holzer, PhD, as Founding Dean.

Our New Home Rutgers SPAA dedicates the Center for Urban and Public Service building on the Rutgers-Newark campusas its new home in Fall 2009.

Executive MPA Program Starts SPAAs Executive MPA Program in Trenton admits its first students in 1987.

PhD in Public Adminstration OfferedThe first students enter the doctoral program in the Fall of 1994. The 100th graduate is expected to completethe program in 2013. Most graduates are in academic positions worldwide.

Nonprofit Certificate Program BeginsThe nonprofit certificate is first offered in 1998.

Public Service Undergraduate Degree LaunchedThe Bachelors of Arts Degree in Public Service the first of its kind in the U.S. is offered beginningin the Fall of 2010. NECoPA (Northeast Conference on Public Administration) the annual regional conference of ASPA is founded at SPAA in October 2010.

NASPAA AccreditationAccreditation is received from the Network of Schools of Public Policy, Affairs, andAdministration (NASPAA).

A Proud History

National ASPA Conference Hosted by SPAAThe National Conference of the American Society for Public Administration (ASPA) is heldentirely on campus and draws 1,600 plus participants a 20-year high for ASPA.The E-Governance Institute is created and conducts its first worldwide survey.

4th Sino-US Conference Held at SPAA SPAA hosts the 4th Sino-US Conference on the Rutgers-Newark campus in June 2008.The Public Performance Measurement and Reporting Network (PPMRN) is founded at Rutgers SPAAwith support from the Alfred P. Sloan Foundation.

Rutgers School of Public Affairs and Administration (SPAA)

1st Global Conference on Transparency ResearchThe 1st Global Conference on Transparency Research is held at Rutgers-Newark.

Newark Executive MPA Program StartsThe Newark/Essex County Executive MPA program is inaugurated at Newark City Hall.

SPAA Continues to be Ranked in the Top-Ten in the Nation U.S.News ranks Rutgers SPAA 7th in Public Management/Administration, 4th in Information and Technology,10th in Public Finance and Budgeting and in the top 25 in 4 other categories.The Virtual Museum of Public Service (VMPS) is founded at Rutgers SPAA in Fall 2012.The Certified Public Manager Program for NJ is initiated at SPAA.

Fully online MPA Degree Offered SPAA launches a fully online Master of Public Administration degree in Fall 2013.

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U.S. News & World Reportranks theSchool of Public Affairs and Administrationat Rutgers University-Newark:

7th

in Public Management/Administrationand

4th in Information and Technology 10th in Public Finance and Budgeting 11th in City Management and Urban Policy 18th in Nonprofit Administration 23rd in Public Affairs 24th in Public Policy Analysis

Exemplary Students Over1,000 students are registered annually in SPAAs PhD, Master of Public Administration(MPA), Executive MPA, Masters in Public Health, and BA in Public Service degree programs, as

well as our many certificate programs. Over25% of SPAA students are international, representing over30 countries. SPAA graduates are teaching and gaining tenure at dozens of universities and holdingexecutive-level positions in the nonprofitand public sectors in the U.S. and around the world.

The School of Public Affairs andAdministration (SPAA) at Rutgers-Newarkis recognized for its knowledge andcompetence in public service andadministration, with particular attention

to the fields of performance measurement,management, and improvement.

World Class Faculty SPAA has over25 facultywhose areas of expertise include public and nonprofit managementand administration, public performance measurement and reporting, public budgeting andfinance, economic development, health, and urban affairs. Five facultyare members of the Congressionally-chartered National Academyof Public Administration (NAPA). In the last three years, SPAA faculty have published over 40 books. Members of SPAA faculty have been presidents of the major organizations in the publicadministration field, including the American Society for Public Administration (ASPA),the Network of Schools of Public Policy, Affairs, and Administration (NASPAA), and the

Public Management Research Association (PMRA). SPAA faculty havewon major awards in the field, including the NASPAA/ASPADistinguished Research Award (2 faculty); the ASPA Dwight Waldo Career Research Award; the

ASPA Joseph Wholey Distinguished Scholarship Award (2 faculty); the ASPA Charles H. LevineAward for Excellence in Public Administration Research, Teaching, and Service (2 faculty); andthe American Political Science Associations Herbert Simon Award for Best Book.

Competence Diversity Knowledge Service

Rutgers SPAA

http://spaa.newark.rutgers.edu


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program for 6th annual public performance measurement and reporting conference...

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