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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
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,
Rutgers University-Newark, NJ
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,
Rutgers University-Newark, NJ
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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