9781567202465

Managing for Results in State Government

by
  • ISBN13:

    9781567202465

  • ISBN10:

    1567202462

  • Format: Hardcover
  • Copyright: 1999-01-01
  • Publisher: Greenwood Pub Group
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List Price: $64.00

Summary

Managing for Results is a model of organizational reform that utilizes performance indicators, strategic planning, and benchmarks. The model focuses on linking these systems to improve performance and public accountability. This book studies the implementation of Managing for Results on six states identified by the U.S. General Accounting Office as leaders of internal reinvention efforts. Government and business practitioners, as well as scholars and researchers of public administration and policy, will find this book useful in assessment, selection, and measurement of state-level reform efforts.

Table of Contents

Figures
xi(2)
Foreword xiii(2)
Joseph S. Wholey
Acknowledgments xv
1 Introduction
1(8)
Support for Managing for Results
2(1)
Research Design
3(1)
Development of Case Studies
4(1)
Definition of Key Terms
5(1)
Comparing the States
6(1)
Data Collection and Analysis
7(1)
Overview of Chapters
7(2)
2 Managing for Results in States: The Framework
9(16)
The Rebirth of Sound Management
10(1)
The Osborne and Gaebler Model--The Rhetoric
11(1)
The Gore and Winter Commission Reports
12(1)
Support for Managing for Results and Measuring Performance
13(2)
The Use of Commissions
15(2)
State Reforms and Requirements to Manage for Results
17(1)
GAO's Findings
17(2)
Accountability and Reforms
19(1)
Strategic Planning and Management
19(2)
Performance Measurement--The Fine-Tuning
21(1)
Social Indicators or Benchmarks
22(1)
Alignment and Linking of Systems
22(1)
Summary
23(2)
3 Managing for Results in Florida
25(24)
Introduction and Summary
25(3)
Context
28(1)
Florida Benchmarks
29(4)
Agency Strategic Plans
33(3)
Agency Performance-Based Program Budgets
36(2)
Agency Operations--Agency Audit, Evaluating Performance
38(1)
Political Costs
39(1)
Financial Costs
40(1)
Bureaucratic Costs
40(1)
Lessons Learned
40(1)
Steps to Increase Usefulness and Participation
41(1)
Preliminary Findings
41(1)
Goal of the Program and Measurement Model
41(2)
Uses and Impact of Performance Information
43(1)
Alignment and Linking of Systems
43(2)
Conclusion
45(4)
4 Managing for Results in Minnesota
49(20)
Introduction and Summary
49(1)
Context
50(1)
Minnesota Milestones
51(1)
Use of Information--Milestones
52(1)
Strategic Planning
52(2)
Performance Reporting
54(3)
Performance-Based Budgets
57(3)
Agency Operations--Agency Audit, Evaluating Performance
60(2)
Political Costs
62(1)
Financial Costs
62(1)
Bureaucratic Costs
62(1)
Lessons Learned
62(1)
Steps to Increase Usefulness and Participation
63(1)
Preliminary Findings
63(1)
Goal of the Program and Measurement Model
63(2)
Uses and Impact of Performance Information
65(1)
Alignment and Linking of Systems
65(1)
Conclusion
66(3)
5 Managing for Results in North Carolina
69(18)
Introduction and Summary
69(2)
Context
71(1)
North Carolina Benchmarks
71(3)
Strategic Planning
74(1)
Performance-Based Program Budgets
75(5)
Program Evaluation
80(1)
Political Costs
80(1)
Financial Costs
80(1)
Bureaucratic Costs
81(1)
Lessons Learned
81(1)
Steps to Increase Usefulness and Participation
81(1)
Preliminary Findings
81(1)
Goal of the Program and Measurement Model
82(1)
Uses and Impact of Performance Information
82(2)
Alignment and Linking of Systems
84(1)
Conclusion
84(3)
6 Managing for Results in Oregon
87(22)
Introduction and Summary
87(1)
Context
88(1)
Oregon Benchmarks
89(5)
Agency Strategic Plan and Performance Measures
94(1)
Performance-Based Budgets
94(9)
Agency Operations--Agency Audit, Evaluating Performance
103(1)
Political Costs
103(1)
Financial Costs
103(1)
Bureaucratic Costs
103(1)
Lessons Learned
103(1)
Steps to Increase Usefulness and Participation
104(1)
Preliminary Findings
104(1)
Goal of the Program and Measurement Model
105(1)
Uses and Impact of Performance Information
105(2)
Alignment and Linking of Systems
107(1)
Conclusion
107(1)
7 Managing for Results in Texas
109(20)
Introduction and Summary
109(1)
Context
110(1)
Texas Benchmarks
111(2)
Agency Strategic Plans
113(2)
Performance-Based Program Budgets
115(2)
Agency Operations--Agency Audit, Evaluating Performance
117(2)
Political Costs
119(2)
Financial Costs
121(1)
Bureaucratic Costs
121(1)
Lessons Learned
121(1)
Steps to Increase Usefulness and Participation
122(1)
Preliminary Findings
123(1)
Goal of the Program and Measurement Model
123(1)
Uses and Impact of Performance Information
123(2)
Alignment and Linking of Systems
125(1)
Conclusion
126(3)
8 Managing for Results in Virginia
129(18)
Introduction and Summary
129(1)
Context
130(1)
Virginia Benchmarks
130(1)
Strategic Planning
131(3)
Performance Budgets
134(3)
Performance Measurement
137(1)
Agency Operations--Evaluating Performance
138(1)
Political Costs
139(1)
Financial Costs
140(1)
Bureaucratic Costs
140(1)
Lessons Learned
140(1)
Steps to Increase Usefulness and Participation
141(1)
Preliminary Findings
141(1)
Goal of the Program and Measurement Model
141(2)
Uses and Impact of Performance Information
143(1)
Alignment and Linking of Systems
143(1)
Conclusion
144(3)
9 Toward a Model of Accountability to the Public, Management Improvements, and Integration of Fragmented Systems
147(14)
Goal of the Program and Measurement Model
149(2)
Uses and Impact of Performance Information
151(1)
Alignment and Linkages
152(2)
Steps and Critical Practices for Successful Implementation
154(3)
Recent Resistance to Measures
157(1)
Conclusions and Observations
158(2)
Questions for Future Research
160(1)
Bibliography 161(8)
Index 169

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