Del i serien IBM Center for the Business of Government

Managing for Results 2005

Häftad, Engelska, 2004

1 089 kr

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The "managing for results" movement that began in the early 1990s has now reached adolescence and is creating new challenges for government managers. After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes—through a series of case studies—the progress being made in federal, state, and local governments in managing for results.Part I increases our understanding about the potential use of performance information in government. It starts with a chapter on how government leaders can overcome obstacles to using performance information. Another chapter presents a comprehensive framework for tying performance to the budget process. The book provides specific examples of how performance information has been used to dramatically improve program outcomes. Part II presents case studies on the use of performance information to improve results in a range of federal agencies, in Texas state government, and in the City of Baltimore. As pioneering efforts, these examples do not all present success stories; nevertheless, the lessons learned will be instructive to public managers as the "managing for results" movement advances toward maturity.

Produktinformation

Utgivningsdatum2004-12-10
Mått150 x 228 x 32 mm
Vikt803 g
FormatHäftad
SpråkEngelska
SerieIBM Center for the Business of Government
Antal sidor528
FörlagBloomsbury Publishing Plc
ISBN9780742545441

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Chapter 1 Chapter One: From "Useful Measures" to "Measures Used"Part 2 Part I: Understanding the Potential of Using Performance InformationChapter 3 Chapter Two: Performance Management for Career Executives: A "Start Where You Are, Use What You Have" GuideChapter 4 Chapter Three: Linking Performance and Budgeting: Opportunities in the Federal Budget ProcessChapter 5 Chapter Four: E-Reporting: Using Managing-for-Results Data to Strengthen Democratic AccountabilityChapter 6 Chapter Five: How Federal Programs Use Outcome Information: Opportunities for Federal ManagersPart 7 Part II: Lessons in the Use of Performance InformationChapter 8 Chapter Six: Strategies for Using State Information: Measuring and Improving Program PerformanceChapter 9 Chapter Seven: Setting Performance Targets: Lessons from the Workforce Investment Act SystemChapter 10 Chapter Eight: Collaboration and Performance Management in Network Settings: Lessons from Three Watershed Governance EffortsChapter 11 Chapter Nine: Using a Performance Budgeting System: Lessons from the Texas ExperienceChapter 12 Chapter Ten: The Baltimore CitiStat Program: Performance and Accountability

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