Formal systems of comprehensive planning and performance-based
management have a long if disappointing history in American
government. This is illustrated most dramatically by the failure of
program budgeting (PPB) in the 1960s and resurrection of that
management technique in a handful of agencies over the past decade.
Beyond its present application, the significance of PPB lies in its
relationship to the goals and assumptions of popular reforms
associated with the performance movement.
"Program Budgeting and the Performance Movement" examines PPB
from its inception in the Department of Defense under Robert
McNamara to its limited resurgence in recent years. It includes an
in-depth case study of the adoption and effects of PPB at the
National Oceanic and Atmospheric Administration. The fact that
program budgeting is subject to the same limitations today that led
to its demise four decades ago speaks to the viability of
requirements, such as those imposed by the Government Performance
and Results Act, that are designed to make government more
businesslike in its operations.
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