Maria P. Aristigueta

Assessing Performance in NASPAA Graduate Programs

Abstract Performance in graduate programs seeking accreditation through the National Association of Schools of Public Affairs and Administration may be assessed through a variety of indicators. This paper focuses on the second NASPAA standard, program mission, which requires demonstrated performance, and it addresses multiple program outcomes rather than a single performance measurement tool. The performance measurement efforts at the University of Delaware are discussed as an example of one program’s approach to meeting the program mission standard.

Managing for Results in Six States

This article examines managing for results (MFR) activities in the six states considered front runners in internal reinvention efforts according to a December 1994 report (GAO/GGD-95-22). Many of these states are now enjoying greater use of the performance information produced by the systems they developed. The article also considers linking systems and aligning activities, particularly in linking information systems, management controls, and governance procedures. Review of the states that have not succeeded in their MFR efforts makes evident that the lack of a champion in the executive or legislative branch who supports and promotes the MFR effort may drastically affect its progress; benchmark systems are especially vulnerable, as seen in Florida and Oregon. Legislation does not ensure success or sustainability. Despite the existence of legal mandates compelling performance management efforts, the lack of official championing of MFR implementation has resulted in setbacks.

Teaching Techniques of Analysis in the MPA Curriculum: Research Methods, Management Science, and "The Third Path"

Abstract In order to gain a greater understanding of the three ways of teaching qualitative and quantitative techniques, we examined course content. In this article, we propose management decision making as an alternative for the MPA graduate who may use these skills to make more informed decisions. We provide support for a quantitative decision-making course focused on building analytical skills, show that this is a path taken by several programs, and respond to several questions and issues central to teaching quantitative methods to MPA students within the NASPAA guidelines.

Strategy and Theory for Intrapersonal Development in Public Administration Education

In an earlier writing, Denhardt and Aristigueta (1996) discussed the need for the development of intrapersonal skills based on the demands being placed on employees in todays ever-changing environ...

Strategic Planning by State Courts in the US

During the 1990s, court systems in the US faced an apparent crisis. The number of cases being filed increased at rates that caused many court users to experience long delays in the resolution of their disputes. The courts received a barrage of criticisms from the public and from other branches of government about their fundamental ability to administer justice in the face of rising caseloads, changing public demographics and increasingly complex legal disputes. At the same time, strategic planning gained increasing popularity in the public sector based on the promise it had shown in the private sector (Bryson, 2004). Like in other public sector organizations, court leaders turned to strategic planning as a way to manage an uncertain future. While planning by judiciaries in few states occurred during the 1970s and 1980s, the apparent administrative crisis during the 1990s thrust planning to the forefront of court administration.

Tools, Techniques, and Uses for Performance Measurement

As accountability and performance requirements become more prevalent in government and nonprofit organizations, students and managers are increasingly requiring exposure to the theory, tools, and techniques of performance measurement. Public administration programs are teaching these techniques through analytic courses (see, for example,Aristigueta and Raffel, 2001). Other ways of exposing students may include stand-alone performance measurement courses; strategic planning courses requiring the establishment of performance measurement; reform courses in which performance measurement may be discussed as part of recent reforms;