Performance Management for Political Executives: A 'Start Where You Are, Use What You Have' Guide

Wye describes how political executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. The report links performance-based management to the higher calling of public service and provides a meaningful rationale as to why political executives should care about performance-based management. In the past, political appointees have traditionally focused primarily on the political agenda, without much attention given to management responsibilities.

Moving Toward Outcome-Oriented Performance Measurement Systems

Public managers in communities across the country are under increasing pressure by the public to report on the outcomes and results of their programs. With both internal and external demands for information, public managers not only need to provide an accounting of resources expended and services provided, but also report on performance and outcomes.

Collaboration and Performance Management in Network Settings: Lessons from Three Watershed Governance Efforts

The project describes how performance measures and monitoring processes influence the collaborative processes used to develop and implement watershed management programs. ca, california, fl, florida, nv, nevada, or, oregon Collaboration: Networks and Partnerships, Green

Extraordinary Results on National Goals: Networks and Partnerships in the Bureau of Primary Health Care's 100%/0 Campaign

Over the past decade much work has been done on defining leaders and examining the distinctions among leaders, management and administration. This study examines an innovative approach to leading as a discipline and a method. It describes the Bureau of Primary Health Care's management effort from 1998 to 2001 to transform the health care system at the community level throughout America. The Health Resources and Services Administration (HSRA) within the Department of Health and Human Services organized the 100% Access & 0 Disparities Campaign.

Four Strategies to Transform State Governance

Historically, transforming state government meant restructuring or reorganizing the executive branch or a single agency. However, these approaches are no longer seen as effective. State government must become more flexible and responsive to the rapidly changing environment in which they operate. The four transformation strategies recommended in this report can be acted upon in a relatively short period of time without investing a great deal of additional resources and without partisan debates.

Measuring the Performance in E-Government

This project proposes to find and track current government use of performance measures for monitoring e-government performance at the local, state and federal levels. This information can then be used by other jurisdictions to aid in their own performance measurement efforts-- to the benefit of all e-government activities. minnesota, mississippi, texas, virginia Technology and E-Government

Engaging Citizens in Measuring and Reporting Community Conditions: A Manager's Guide

Dr. Ho presents two case studies - one from Des Moines, Iowa; the other from Boston, Massachusetts - where government agencies and citizen groups reported their own or their government's performance, respectively. While each of these cases reflects different strategic approaches, they both attempt to bring together what government does and what citizens see as being important in their community. In his report, Dr.

Performance Management for Career Executives: A 'Start Where You Are, Use What You Have' Guide

This report describes how career executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. It provides a series of antidotes to the cynicism and fatigue frequently felt by career executives in regard to performance management. The report offers specific advice on actions and approaches career executives can take, and urges career executives to use goals and performance measures as critical aspects of their work.

Managing for Better Performance: Enhancing Federal Performance Management Practices

This report reviews the history of performance management efforts within the federal government and discusses the successes, challenges, and failures over the years. In addition, the report offers insights from other performance management experiences in both public and private sector organizations. The authors describe differences between private and public sector performance management practices, as well as present a comparative analysis of corporate and non-corporate use of good management practices.

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