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 describesthrough a series of case studiesthe 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.
About the Author
John M. Kamensky is associate partner at IBM Business Consulting Services and senior fellow at the IBM Center for the Business of Government. Albert Morales is partner and practice leader of the Public Sector Strategy and Change Practice at IBM Business Consulting Services.
Table of Contents
Chapter 1 Chapter One: From "Useful Measures" to "Measures Used" Part 2 Part I: Understanding the Potential of Using Performance Information Chapter 3 Chapter Two: Performance Management for Career Executives: A "Start Where You Are, Use What You Have" Guide Chapter 4 Chapter Three: Linking Performance and Budgeting: Opportunities in the Federal Budget Process Chapter 5 Chapter Four: E-Reporting: Using Managing-for-Results Data to Strengthen Democratic Accountability Chapter 6 Chapter Five: How Federal Programs Use Outcome Information: Opportunities for Federal Managers Part 7 Part II: Lessons in the Use of Performance Information Chapter 8 Chapter Six: Strategies for Using State Information: Measuring and Improving Program Performance Chapter 9 Chapter Seven: Setting Performance Targets: Lessons from the Workforce Investment Act System Chapter 10 Chapter Eight: Collaboration and Performance Management in Network Settings: Lessons from Three Watershed Governance Efforts Chapter 11 Chapter Nine: Using a Performance Budgeting System: Lessons from the Texas Experience Chapter 12 Chapter Ten: The Baltimore CitiStat Program: Performance and Accountability