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

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2 Prajapati Trivedi Dr. 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. Stephen s 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 five major books on public sector management and privatization. Dr. Trivedi s 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 Tryens leads the Performance Management Team in the New York City Mayor s Office of Operations which: produces the Mayor s 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 state s 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 Harvard University. Andrew P. Sidamon-Eristoff Andrew P. Sidamon-Eristoff has served as the Treasurer of the State of New Jersey since January 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 Holzer Marc 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-inChief of the journal Public Performance and Management Review. With the Alfred P. Sloan Foundation, he established the Public Performance Measurement and Reporting Network. Sanjay K. Pandey Sanjay K. Pandey is a Professor in the School of Public Affairs and Administration. Pandey's scholarship on public organizations and management has been published in 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.

3 Conference Steering Committee Conference Chair Sanjay K. Pandey Professor, School of Public Affairs and Administration, Rutgers University- Newark Conference Steering Committee Members Maria P Aristigueta Charles P. Messick Professor of Public Administration, University of Delaware Lloyd Blanchard Director of Public Performance Management, IEM Thad Calabrese Assistant Professor, NYU Wagner Denita Cepiku Aggregate Professor of Public Management, University of Rome Tor Vergata Étienne Charbonneau Assistant Professor, École nationale d'administration publique, Québec Jennifer D'Autrechy Deputy Chief of Staff at Office of the State Treasurer, State of New Jersey Jimmy Green Director of Performance Management, Domus Kids Richard Greene Board Member, CAP; principal, Barrett and Greene, Inc. Jeremy Hall Associate Professor, School of Public Affairs and Administration, Rutgers University-Newark Alexander Henderson Assistant Professor, Long Island University Marc Holzer Dean & Board of Governors Professor, School of Public Affairs and Administration, Rutgers University- Newark Peter Hoontis Associate Dean, School of Public Affairs and Administration, Rutgers University- Newark Patria de Lancer Julnes Professor, University of Baltimore Alexander Kroll Assistant Professor, School of International and Public Affairs, Florida International University B. Venkatesh Kumar Professor and Chairperson, Tata Institute of Social Sciences, Mumbai Aroon Manoharan Assistant Professor, Kent State University Donald Moynihan Professor, University of Wisconsin-Madison Prem Pangotra Professor and Chair, Indian Institute of Management, Ahmedabad Edmund Stazyk Assistant Professor, American University Gary VanLandingham Director, Pew-MacArthur Results First Initiative, The Pew Charitable Trusts Kaifeng Yang Professor, Florida State University

4 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 p: f: September 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 nonprofit organizations. 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 more efficient and effective approaches to public service in the U.S. and worldwide. Sincerely, Marc Holzer, Ph.D. Dean Sanjay K. Pandey, PhD Professor

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6 Thursday, September 19, :00-9:00 PM Welcome Reception Eleven Front Bar and Grill 11 W. Front Street 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, :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 University Newark, NJ From Performance Measurement to Performance Management: Designing and Implementing Results-Framework Document (RFD) Policy in India Keynote: 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 I E-Government and Performance Reporting Committee Room 11 Panel Chair: Aroon Manoharan, PhD, Assistant Professor, Kent State University, Kent, OH Performance Measurement, Accountability, and Transparency of Budgets and Financial Reports James Melitski, PhD, Associate Professor at Marist College, Poughkeepsie, NY Communicating Performance Information to the Public A Content Analysis of Local Government e-performance Reports Marc 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 Governments Hua Xu, PhD, Assistant Professor, Auburn University Montgomery, Montgomery, AL & Yueping Zheng, doctoral student, School of Public Affairs and Administration, Rutgers University Newark, NJ

7 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 Decisions Alexander 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 System Deborah 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 University Newark, NJ Performance Management to Performance Budgeting Planning for 2015 Jennifer D Autrechy, 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 Measurements Marva R. Mack, Assistant Dean, Essex County Community College- Newark, NJ

8 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 Reform Jeremy 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 Government Mohammad Haque, Research Assistant, Heinz College of Carnegie Mellon University- Pittsburgh, PA Combining Academic Business Intelligence and Library Data to Measure the Efficacy of Investment 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 16 Performance Reporting Impact Panel Chair: Beth Blauer, Director of GovStat at Socrata Impact of Reporting Jennifer 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 Mayor s Office of Operations in New York City, NY

9 1:30 3:00 PM Afternoon Breakout Sessions Panel VII Federal Level Perspectives Committee Room 11 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 Grant Spending 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 Performance Program, Human Factors Division, Office of Research and Development, Federal Railroad Administration 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 O Neal, 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 Mayor s Office of Operations in New York City & Diana Urban, State Representative, 43 rd Assembly District, Connecticut

10 Panel X Committee Room 14 Panel XI Committee Room 15 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 Data Quintus Jett, PhD, Assistant professor, School of Public Affairs and Administration, Rutgers University-Newark, NJ & Taehee Kim, Managing Director, National Center for Public 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 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 Services Nicole 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 Homes Sarah Pettijohn, PhD Candidate, American University and Research Associate at the Urban Institute, DC Applying Performance Measurement to Managing Diversity: What s 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, Gila Menahem, 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 performance benchmarking project Vladimir Eliseenko, National Research University Higher School of Economics (HSE), Russia

11 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 University Newark, Panel IV Jeremy Hall, PhD, Associate Professor, Rutgers University Newark, 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 University Newark

12 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 Performance Performance measurement is a critical component of public administration and governance. Interest in performance measurement in the United States can be attributed to the federal government s, Government Performance Reporting Act of 1993, aimed at measuring and reporting performance in governmental entities. This course examines techniques, best practices and strategies for public performance measurement. Students will explore current research and practice that highlights the successes and challenges of performance measurement creation, 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 Performance Reporting the results of implementing a performance measurement system is important to the use and effectiveness of such a system. The design of performance measurement systems sets the stage for the information that will be reported, how it will be reported and to whom it will be reported. This course examines the elements of performance measurement systems, reporting measures to stakeholders, and how to perform 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 Performance The use of performance measurement in managing organizations is the subject of this course. Without utilizing the information gained from adopting a performance measurement system in the management of an organization, makes the collection of this information of little value to improving organizational effectiveness. This course examines the management issues that are essential to be addressed when implementing a performance measurement. 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 organization s goals and the methods to achieve those goals. These two organizational functions provide the framework for an organization to move forward. Performance measurement should play an important role in both of these functions. This course will synthesize concepts of strategic planning and the budget process, use performance measures in the budget process, cover performance-based budgeting systems, and the successful implementation 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 or familiarity with the basic tenets of performance measurement is highly encouraged for those students enrolling in PPM 200, 300, or 400. Registration Fee: $ (USD) per class. 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. 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.

13 New and Updated NJ CPM Program The CPM Program is sponsored by the State of New Jersey Civil Service Commission in partnership with Rutgers University The State of New Jersey Certified Public Manager Program 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. For More Information Ingrid Castillo-Renderos, MPA Director, CPM Program Rutgers-Newark School of Public Affairs and Administration (SPAA) icastill@newark.rutgers.edu Tira McCants CPM Coordinator State of New Jersey Civil Service Commission tira.mccants@csc.state.nj.us 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.

14 A Proud History Rutgers School of Public Affairs and Administration (SPAA) Fully online MPA Degree Offered SPAA launches a fully online Master of Public Administration degree in Fall 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 The Certified Public Manager Program for NJ is initiated at SPAA. 1st Global Conference on Transparency Research The 1st Global Conference on Transparency Research is held at Rutgers-Newark. Public Service Undergraduate Degree Launched The Bachelor s of Arts Degree in Public Service the first of its kind in the U.S. is offered beginning in the Fall of NECoPA (Northeast Conference on Public Administration) the annual regional conference of ASPA is founded at SPAA in October Our New Home Rutgers SPAA dedicates the Center for Urban and Public Service building on the Rutgers-Newark campus as its new home in Fall th Sino-US Conference Held at SPAA SPAA hosts the 4th Sino-US Conference on the Rutgers-Newark campus in June The Public Performance Measurement and Reporting Network (PPMRN) is founded at Rutgers SPAA with support from the Alfred P. Sloan Foundation. Newark Executive MPA Program Starts The Newark/Essex County Executive MPA program is inaugurated at Newark City Hall. Rutgers SPAA Established The School of Public Affairs and Administration (SPAA) at Rutgers-Newark is established by the Rutgers Board of Governors in 2006 with Marc Holzer, PhD, as Founding Dean. National ASPA Conference Hosted by SPAA The National Conference of the American Society for Public Administration (ASPA) is held entirely 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. Nonprofit Certificate Program Begins The nonprofit certificate is first offered in PhD in Public Adminstration Offered The first students enter the doctoral program in the Fall of The 100th graduate is expected to complete the program in Most graduates are in academic positions worldwide. NASPAA Accreditation Accreditation is received from the Network of Schools of Public Policy, Affairs, and Administration (NASPAA). Executive MPA Program Starts SPAA s Executive MPA Program in Trenton admits its first students in MPA First Offered at Rutgers-Newark The Master of Public Administration program at Rutgers-Newark welcomes its first students in January 1975 and awards its first MPA degrees in June Rutgers SPAA s National Center for Public Performance (NCPP) is established.

15 Competence! Diversity! Knowledge! Service The School of Public Affairs and Administration (SPAA) at Rutgers-Newark is recognized for its knowledge and competence in public service and administration, with particular attention to the fields of performance measurement, management, and improvement. Exemplary Students Over 1,000 students are registered annually in SPAA s 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.! Over 25% of SPAA students are international, representing over 30 countries.! SPAA graduates are teaching and gaining tenure at dozens of universities and holding executive-level positions in the nonprofit and public sectors in the U.S. and around the world.! World Class Faculty! SPAA has over 25 faculty whose areas of expertise include public and nonprofit management and administration, public performance measurement and reporting, public budgeting and finance, economic development, health, and urban affairs.! Five faculty are members of the Congressionally-chartered National Academy of 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 public administration 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 have won major awards in the field, including the NASPAA/ASPA Distinguished Research Award (2 faculty); the ASPA Dwight Waldo Career Research Award; the ASPA Joseph Wholey Distinguished Scholarship Award (2 faculty); the ASPA Charles H. Levine Award for Excellence in Public Administration Research, Teaching, and Service (2 faculty); and the American Political Science Association s Herbert Simon Award for Best Book. U.S. News & World Report ranks the School of Public Affairs and Administration at Rutgers University-Newark: 7th in Public Management/Administration and 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! Rutgers SPAA!

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