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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.
Long before reinventing government came into vogue, the Urban
Institute pioneered methods for government and human services
agencies to measure the performance of their programs. This
comprehensive guidebook synthesizes more than two decades of Harry
Hatry's groundbreaking work. It covers every component of the
performance measurement process, from identifying the program's
mission, objectives, customers, and trackable outcomes to finding
the best indicators for each outcome, the sources of data, and how
to collect them. Hatry explains how to select indicator breakouts
and benchmarks for comparison to actual values, and describes
numerous uses for performance information. Since the publication of
the first edition in 1999, the use of performance measurement has
exploded at all levels of U.S. government, in nonprofit agencies,
and around the world. The new edition has been revised and expanded
to address recent developments in the field, including the
increased availability of computer technology in collecting and
presenting information, the movement to use outcome data to improve
services, and the quality control issues that have emerged as data
collection has increased. It is an indispensable handbook for
newcomers and an important resource for experienced managers
looking to improve their use of outcome data.
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