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Designing and Managing Programs: An Effectiveness-Based Approach 5ed

by Peter M Kettner, Robert M Moroney and Lawrence L Martin SAGE Publications, Inc
Pub Date:
Pbk 288 pages
AU$152.00 NZ$155.65
Product Status: In Stock Now
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& Academics:
The Fifth Edition of the classic Designing and Managing Programs for human services helps readers grasp the meaning and significance of measuring performance and evaluating outcomes. Authors Peter M. Kettner, Robert M. Moroney, and Lawrence L. Martin, 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.

Part I: Assessing Current Practices
Chapter 1: Contemporary Issues in Human Service Program Planning and Administration
The Era of Accountability
The Logic Model
Community Focus
The Issue of Effectiveness
Assessing an Existing Program
What Is Effectiveness-Based Program Planning?
Using Effectiveness Principles to Understand Existing Programs
Implementation Considerations
Part II: Problem Analysis/Needs Assessment
Chapter 2: The Contribution of Theory to Program Planning
The Use of Theory in Program Planning
Theory in Practice
Planning Theory
Types of Planning
Theory in Program Planning
Chapter 3: Understanding Social Problems
Addressing Social Problems
Stating Problems as Solutions
The Need for a New Approach
Identifying a Social Condition
Defining Problems
Frameworks for Production Analysis
Chapter 4: Needs Assessment: Theoretical Considerations
The Concept of Need
Theoretical understandings of Need
Needs Assessment and the Planning Process
Factors Influencing the Definition of Need
Different Perspectives on Need
Factors Influencing the Definition of Need
Different Perspectives on Need
Need Categories and the Planning Process
Determining Who Is in Need
Two Major Problems: Reliability and Availability of Data
Chapter 5: Needs Assessment: Approaches to Measurement
Methodologies Used in Measuring Need
Extrapolating from Existing Studies: Normative Need
Using Resource Inventories: Normative Need
Using Service Statistics: Expressed Need
Conducting a Social Survey: Perceived Need
Holding a Public Forum: Perceived Need
Focus Groups
Selecting the Best Method
Approaches Useful for Locating Concentrations of High-Risk Groups
Part III: Planning, Designing, and Tracking the Intervention
Chapter 6: Selecting the Appropriate Intervention Strategy
The Program Hypothesis
Types of Program Hypotheses
The Process of Developing a Program Hypothesis
Program Hypotheses and the Idea of Consequences
From Program Hypothesis to Service
Benefits of the Program Hypothesis
Chapter 7: Setting Goals and Objectives
From Program Hypothesis to Goals and Objectives
The Function of a Mission Statement
Goals and Objectives: A Framework for Action
Agency Example: Safe Haven
The Formulation of Goals
The Formulation of Objectives
Requirements for All Objectives
Outcome Objectives
Process Objectives and Activities
Integrating Outcome Objectives, Process Objectives, and Activities
Chapter 8: Designing Effective Programs
The Significance of Program Design
Program Design and Diversity
Defining the Elements of a Program
The Relationship between Objectives and System Components
Specifying the Program Hypothesis
Chapter 9: Designing Effectiveness-Based Information Systems
Documentation Practices in Human Services
Designing a Data Collection System for a Program
Part IV: Calculating the Value and Cost of the Intervention
Chapter 10: Performance Measurement, Monitoring, and Program Evaluation
The Link between Performance Measurement, Monitoring, and Evaluation and Management Information Systems
Feedback and Self-Evaluating Systems
Performance Measurment
Program Evaluations
Program Data Requirements
Performance Measurement, Monitoring, Program Evaluation, and Program Data
The Utility of Performance Measurement, Monitoring, and Program Evaluation
Chapter 11: Impact Program Evaluation and Hypothesis Testing
Differentiating Impact Program Evaluation from Performance Measurement
Impact Program Evaluation
Impact Program Evaluation and Hypothesis Testing
Research Design for Impact Program Evaluation
Nonequivalent Comparison Group Design
Chapter 12: Budgeting for Financial Control, Management, and Planning
The Differences between Budgeting and Accounting
The Principal Purposes and Budgeting
Budgeting and the Systems Framework
Major Models of the Budgetary Process
Major Budgeting Systems
Dealing with Revenue Increases and Decreases
Budgeting in Human Service Agencies and Programs Today
Chapter 13: Developing Line-Item, Functional, and Program Budgeting Systems
Developing Line-Item Budgeting Systems
The Link between Line-Item, Functional, and Program Budgeting Systems
Fucntional Budgeting Systems
Program Budgeting Systems
A Comprehensive Budgeting System

“[This book’s] practical and straightforward approach guides students through the fundamentals of program planning and evaluation from an effectiveness-based perspective. The strengths of this well-organized text are its pragmatic approach and applied focus. The real-life examples and practical information make this text a very valuable resource for both students and practitioners.” 
Peter M. Kettner - Arizona State University

Robert M. Moroney - Arizona State University

Lawrence L. Martin - University of Central Florida


Peter M. Kettner is Professor Emeritus at the Arizona State University School of Social Work. He is the author of 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. In retirement he has continued his writing and consultation with local government and nonprofit agencies. 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.