The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book’s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended AudienceAn excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.
Chapter 13: Helping Government Measure up: Models of Citizen-Driven Government Performance Measurement Initiatives
Helping Government Measure up: Models of Citizen-Driven Government Performance Measurement Initiatives
Performance measurement is a management tool for assessing how much and how well public services and products are delivered. It is a versatile tool for decision making and offers a full range of applications. Performance measurement systems, for example, can improve management decision making with indicators that capture efficiency, effectiveness, and/or service quality and results. When integrated into organizational processes such as budgeting and strategic planning, performance measurement can serve as the foundation of a broader management strategy referred to as “performance-based management” or “managing for results” (Walters, Abrahams, & Fountain, 2003; Wholey, 1999).
[Page 257]Overwhelming support for the adoption of this methodology is evident ...