Managing for Results 2005

Ed. by. John M. Kamensky and Albert Morales

• Broschiertes Buch

Produktbeschreibung

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.

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• IBM Center for the Business of Government
• Verlag: Rowman & Littlefield
• Seitenzahl: 524
• Erscheinungstermin: 10. Dezember 2004
• Englisch
• Abmessung: 229mm x 152mm x 28mm
• Gewicht: 818g
• ISBN-13: 9780742545441
• ISBN-10: 074254544X
• Artikelnr.: 13629956

Autorenporträt

Edited by John M. Kamensky and Albert Morales - Contributions by Mark A. Abramson; Joe Adams; Harry P. Hatry; Carolyn J. Heinrich; Lenneal J. Henderson; Mark T. Imperial; Philip G. Joyce; Mordecai Lee; Shelley H. Metzenbaum; Elaine Morley; Shelli B. Rossm

Inhaltsangabe

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