A workbook in program design for public managers by Leonard I. Ruchelman

By Leonard I. Ruchelman

This can be the 1st sensible, step by step consultant to a key administration technique—the layout of effective, low-cost courses. With social courses succumbing to the pressures of budgetary cutbacks and taxpayer competition, it supplies public directors the talents to layout courses that would suffer whilst assets decline.

The writer starts to bridge the space among what's wanted by way of society and what might be supplied by way of executive by means of supporting public managers in making a choice on and surmounting hindrances within the means of software swap. He does so by means of synthesizing what's recognized approximately software making plans as a physique of information with the applying of courses below actual existence stipulations. His how-to procedure covers such projects as choosing an issue for research, diagnosing the organizational atmosphere, getting ready a piece plan, constructing possible choices, amassing facts, speaking effects, and getting ready for implementation. The routines and shows integrated during this workbook are appropriate to all components of public carrier, together with health and wellbeing and human providers, social companies, legal justice, and schooling.

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Productivity is based on the relationship between inputs and outputs, measured most commonly in terms of output per man-hour. Programs which aim to increase productivity are being heralded as the means by which public and private organizations can escape the fiscal pressures caused by steadily rising expenditures and less rapidly rising revenues. Client-oriented change refers to programs where the consumers of a service are provided with some role in the performance of a service. Methods of achieving this include the use of clients as paraprofessional administrators, the use of serf-help groups, group decision making, or the establishment of client-elected governing boards.

When an existing program has been evaluated, this can be the source of very useful data for defining the performance gap. Otherwise, the analyst should interview appropriate agency administrators. 1 is intended to assist this process as illustrated in the area of alcohol abuse among youth. Particularly important, here, is whether administrators recognize a performance gap. If they do not, it is not likely that they will cooperate in the program design project. Sometimes the interview process can serve to stimulate recognition of needs that require improved services.

2. INTERVIEW GUIDE: KEY INFORMANT CONTACT FORM. The following guide for interviewing key informants can be used to screen identified problem areas. This is illustrated in the area of alcohol abuse among teen-agers. 1. Of the problems that are seriously hurting the youth of this community, which five do you consider the most important? a. b. c. d. e. 2. Which one of the five you just mentioned do you consider is the most important? 3. If alcohol abuse is not mentioned, ask: In the general context of the problems among teen-agers, would you say alcohol abuse is a very important problem _____ somewhat important _____ not important at all _____?

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