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The Fifth Editionof the classic Designing and Managing Programsfor human services helps readers grasp the meaning and significance of measuring performance and evaluating outcomes. The authors, all leaders in the field, incorporate the principles of effectiveness-based planning as they address the steps of designing, implementing, and evaluating a human services program at the local agency level. Meaningful examples at every stage of the process--from problem analysis and needs assessment to evaluating effectiveness and calculating costs--enhance reader understanding of how concepts are implemented in the real world.

Tabla de contenidos provista por Syndetics

• List of Figures and Tables(p. xv)
• Preface(p. xix)
• Acknowledgments(p. xxii)
• About the Authors(p. xxiii)
• Part I Assessing Current Practices
• 1 Contemporary Issues in Human Service Program Planning and Administration(p. 3)
• The Era of Accountability(p. 4)
• Designing for Monitoring, Performance Measurement, and Program Evaluation(p. 5)
• The Logic Model(p. 7)
• Community Focus(p. 7)
• The Issue of Effectiveness(p. 8)
• Assessing an Existing Program(p. 9)
• What Is Effectiveness-Based Program Planning?(p. 10)
• Using Effectiveness Principles to Understand Existing Programs(p. 11)
• Defining Programs(p. 12)
• Assessing Diverse Populations(p. 12)
• Problem Analysis(p. 13)
• Needs Assessment(p. 13)
• Selecting a Strategy and Establishing Objectives(p. 14)
• Program Design(p. 14)
• Data Requirements for Performance Measurement(p. 14)
• Monitoring and Using Information Technology(p. 15)
• Program Evaluation(p. 15)
• Budgeting(p. 16)
• Implementation Considerations(p. 16)
• Summary(p. 17)
• Review Questions(p. 18)
• Part II Problem Analysis/Needs Assessment
• 2 The Contribution of Theory to Program Planning(p. 23)
• The Use of Theory in Program Planning(p. 24)
• Theory in Practice(p. 25)
• Planning Theory(p. 26)
• Types of Planning(p. 27)
• Application of Planning Theory to Clinical Practice: Problem Solving as Applied to Practice With Clients(p. 29)
• Application of Planning Theory to Macro Practice: Problem Solving as Applied to Program Planning(p. 30)
• Problem Analysis and Needs Assessment(p. 30)
• Establishing Goals and Objectives(p. 30)
• Designing the Program(p. 30)
• Developing a Data Collection System(p. 30)
• Developing a Monitoring and Evaluation Plan(p. 31)
• Theory in Program Planning(p. 31)
• Summary(p. 32)
• Review Questions(p. 33)
• 3 Understanding Social Problems(p. 35)
• Addressing Social Problems(p. 36)
• Stating Problems as Solutions(p. 36)
• The Limitations of This Approach(p. 37)
• The Need for a New Approach(p. 39)
• Identifying a Social Condition(p. 39)
• Defining Problems(p. 41)
• Social Problems and Standards(p. 41)
• Frameworks for Problem Analysis(p. 42)
• Summary(p. 47)
• Review Questions(p. 47)
• 4 Needs Assessment: Theoretical Considerations(p. 49)
• The Concept of Need(p. 50)
• Theoretical Understandings of Need(p. 50)
• Needs Assessment and the Planning Process(p. 52)
• Factors Influencing the Definition of Need(p. 53)
• Different Perspectives on Need(p. 55)
• Normative Need(p. 56)
• Perceived Need(p. 56)
• Expressed Need(p. 57)
• Relative Need(p. 58)
• An Application(p. 58)
• Need Categories and the Planning Process(p. 61)
• Determining Who Is in Need(p. 63)
• Two Major Problems: Reliability and Availability of Data(p. 63)
• Summary(p. 64)
• Review Questions(p. 65)
• 5 Needs Assessment: Approaches to Measurement(p. 67)
• Methodologies Used in Measuring Need(p. 68)
• Extrapolating From Existing Studies: Normative Need(p. 68)
• Strengths and Limitations of Surveys(p. 70)
• Using Resource Inventories: Normative Need(p. 72)
• Strengths and Limitations of Resource Inventories(p. 73)
• Using Service Statistics: Expressed Need(p. 74)
• Strengths and Limitations of Service Statistics(p. 76)
• Conducting a Social Survey: Perceived Need(p. 77)
• Strengths and Limitations of Social or Community Surveys(p. 78)
• Holding a Public Forum: Perceived Need(p. 78)
• Strengths and Limitations of Public Hearings(p. 79)
• Using Focus Groups(p. 80)
• Selecting the Best Method(p. 80)
• Approaches Useful for Locating Concentrations of High-Risk Groups(p. 80)
• An Overview of the Issues(p. 80)
• An Example of the Need for Spatial Analysis(p. 81)
• Spatial Analysis Defined(p. 81)
• Factor Analysis: An Example(p. 82)
• Human Service Applications(p. 83)
• Summary(p. 85)
• Review Questions(p. 85)
• Part III Planning, Designing, and Tracking the Intervention
• 6 Selecting the Appropriate Intervention Strategy(p. 89)
• The Program Hypothesis(p. 90)
• A Maternal and Child Health Example(p. 91)
• Types of Program Hypotheses(p. 93)
• Where to Intervene(p. 93)
• Example 1 Political Economy as a Factor Contributing to Unemployment(p. 93)
• Example 2 The Presence of a Child With a Disability as a Factor Contributing to Child Abuse(p. 94)
• Example 3 Sexuality and Teenage Pregnancy(p. 95)
• The Process of Developing a Program Hypothesis(p. 95)
• Statement of a Condition(p. 96)
• Statement of a Social Problem(p. 96)
• Needs Assessment(p. 96)
• Mothers Working in Marginal Jobs(p. 97)
• Program Hypotheses and the Idea of Consequences(p. 98)
• From Program Hypothesis to Service(p. 100)
• Incorporating Problem Analysis Into Program Design(p. 100)
• Benefits of the Program Hypothesis(p. 101)
• Summary(p. 104)
• Review Questions(p. 104)
• 7 Setting Goals and Objectives(p. 107)
• From Program Hypothesis to Goals and Objectives(p. 108)
• The Function of a Mission Statement(p. 108)
• Goals and Objectives: A Framework for Action(p. 110)
• Agency Example: Safe Haven(p. 111)
• The Formulation of Goals(p. 112)
• The Formulation of Objectives(p. 113)
• Requirements for All Objectives(p. 114)
• Clarity(p. 116)
• Time Frames(p. 116)
• Target of Change(p. 117)
• Results(p. 117)
• Criteria for Measurement(p. 118)
• Responsibility(p. 118)
• Outcome Objectives(p. 119)
• Process Objectives and Activities(p. 122)
• Time Frames(p. 122)
• Target and Result(p. 123)
• Criteria for Measurement or Documentation(p. 123)
• Responsibility(p. 124)
• Integrating Outcome Objectives, Process Objectives, and Activities(p. 124)
• Is It Worth the Effort?(p. 126)
• Summary(p. 127)
• Case Example(p. 127)
• Review Questions(p. 128)
• 8 Designing Effective Programs(p. 129)
• The Significance of Program Design(p. 130)
• Program Design and Diversity(p. 131)
• Defining the Elements of a Program(p. 132)
• Inputs(p. 133)
• Throughputs(p. 135)
• Outputs(p. 141)
• Outcomes(p. 149)
• Specifying the Program Hypothesis(p. 156)
• Summary(p. 158)
• Case Example(p. 158)
• Review Questions(p. 159)
• 9 Designing Effectiveness-Based Information Systems(p. 161)
• Documentation Practices in Human Services(p. 162)
• Designing a Data Collection System for a Program(p. 164)
• Step 1 Consider the Evaluation Context of Data Collection and Aggregation(p. 166)
• Step 2 Identify the Programmatic Questions to Be Answered(p. 168)
• Step 3 Identify Data Elements(p. 170)
• Step 4 Develop a Strategy for Analysis(p. 181)
• Step 5 Prepare Format for Monthly Reports(p. 184)
• Summary(p. 186)
• Case Example(p. 186)
• Review Questions(p. 187)
• Part IV Calculating the Value and Cost of the Intervention
• 10 Performance Measurement, Monitoring, and Program Evaluation(p. 191)
• The Link Between Performance Measurement, Monitoring, and Evaluation and Information Systems(p. 192)
• Feedback and Self-Evaluating Systems(p. 192)
• Performance Measurement(p. 193)
• Monitoring(p. 194)
• Program Evaluation(p. 195)
• Program Data Requirements(p. 196)
• Coverage Data(p. 196)
• Equity Data(p. 197)
• Process Data(p. 198)
• Effort (Output) Data(p. 198)
• Cost-Efficiency Data(p. 198)
• Results (Outcome) Data(p. 198)
• Cost-Effectiveness Data(p. 199)
• Impact Data(p. 199)
• Performance Measurement, Monitoring, Program Evaluation, and Program Data(p. 199)
• The Utility of Performance Measurement, Monitoring, and Program Evaluation(p. 200)
• Summary(p. 201)
• Case Example(p. 201)
• Review Questions(p. 202)
• 11 Impact Program Evaluation and Hypothesis Testing(p. 203)
• Differentiating Impact Program Evaluation From Performance Measurement(p. 204)
• Impact Program Evaluation(p. 205)
• Impact Program Evaluation and Hypothesis Testing(p. 206)
• Research Designs for Impact Program Evaluation(p. 207)
• Single Group Pretest/Posttest Design(p. 208)
• Nonequivalent Comparison Group Design(p. 210)
• Randomized Experimental Design(p. 210)
• Summary(p. 211)
• Case Example(p. 211)
• Review Questions(p. 212)
• 12 Budgeting for Financial Control, Management, and Planning(p. 215)
• The Differences Between Budgeting and Accounting(p. 216)
• The Principal Purposes of Budgeting(p. 216)
• The Financial Control Purposes(p. 216)
• The Management Purposes(p. 217)
• The Planning Purposes(p. 217)
• Budgeting and the Systems Framework(p. 217)
• Major Models of the Budgetary Process(p. 219)
• Major Budgeting Systems(p. 220)
• Line-Item Budgeting Systems(p. 221)
• Functional Budgeting Systems(p. 221)
• Program Budgeting Systems(p. 223)
• Dealing With Revenue Increases and Decreases(p. 224)
• Budgeting in Human Service Agencies and Programs Today(p. 225)
• Summary(p. 225)
• Case Example(p. 226)
• Review Questions(p. 226)
• 13 Developing Line-Item, Functional, and Program Budgeting Systems(p. 229)
• Developing Line-Item Budgeting Systems(p. 230)
• Designing the Line-Item Budget Format(p. 231)
• Developing Common Budget Definitions and Terms(p. 232)
• Identifying All Revenues and Expenses(p. 232)
• Balancing the Budget(p. 232)
• The Link Between Line-Item, Functional, and Program Budgeting Systems(p. 233)
• Developing the Line-Item Budget(p. 233)
• Determining the Agency's Program Structure(p. 233)
• Creating the Cost Allocation Plan Format(p. 234)
• Identifying Direct and Indirect Costs(p. 235)
• Assigning Direct Costs to Programs and Indirect Costs to the Indirect Cost Pool(p. 235)
• Allocating Indirect Costs to Programs and Determining Total Program Costs(p. 238)
• Total Direct Cost Methodology(p. 239)
• Direct Labor Costs Methodology(p. 241)
• Direct Labor Hours Methodology(p. 241)
• Direct Costing Methodology(p. 242)
• Which Cost Allocation Methodology Is Best?(p. 243)
• Is Cost Allocation Worth the Effort?(p. 244)
• Functional Budgeting Systems(p. 245)
• Selecting the Program's Intermediate Output (Unit of Service) Measure(p. 245)
• Determining the Program's Intermediate Output (Unit of Service) Objective(p. 245)
• Computing the Program's Cost per Intermediate Output (Unit of Service)(p. 245)
• Selecting the Program's Final Output (Service Completion) Measure(p. 245)
• Determining the Program's Final Output (Service Completion) Objective(p. 246)
• Computing the Program's Cost per Final Output (Service Completion)(p. 246)
• Program Budgeting Systems(p. 246)
• Selecting the Program's Intermediate Outcome Measure(p. 246)
• Selecting the Program's Intermediate Outcome Objective(p. 246)
• Computing the Program's Cost per Intermediate Outcome(p. 247)
• Selecting the Program's Final Outcome Measure(p. 247)
• Determining the Program's Final Outcome Objective(p. 247)
• Computing the Program's Cost per Final Outcome(p. 247)
• A Comprehensive Budgeting System(p. 248)
• Summary(p. 248)
• Case Example(p. 249)
• Review Questions(p. 249)
• Index(p. 251)

Notas de autor provistas por Syndetics

Peter M. Kettner was a professor at the Arizona State University School of Social Work. He authored six books, 50 articles, monographs, and book chapters on the topics of purchase-of-service contracting, privatization, macro practice in social work, human services planning, and social work administration. Over his 30 year career in academia he served as a consultant to five different state human service agencies and dozens of local nonprofit agencies on their purchase of service contracting practices and in the design and implementation of effectiveness-based planning systems.

Robert M. Moroney is Professor of Social Policy and Planning at the School of Social Work at Arizona State University. He is the author of ten books and over 60 articles and book chapters on various aspects of policy, planning, and program evaluation. He currently serves as a board member of the Rosalyn Carter Institute for Human Development. He does extensive consultation with numerous national, state, and local human service organizations.

Lawrence L. Martin is Professor of Public Affairs, Social Work and Public Administration at the University of Central Florida in Orlando. He was previously on the faculty of the Columbia University School of Social Work in New York City where he directed the program in social work administration. He is the author of 20 books and major monographs and over 100 articles and book chapters.