The government performance movement has been in full swing for decades around the world. So, why do so many public programs and organizations continue to underperform? A major reason is that measuring the types of performance that people value most -- real outcomes for citizens -- continues to be an elusive goal. And why is performance measurement so difficult? Because performance managers have not taken full advantage of the tools and knowledge available in the
field of program evaluation; the worlds of performance measurement and program evaluation have much to learn from each other, but they remain largely separate for reasons of history, politics, and
inertia.Improving Public Services spotlights recent advances in the theory and practice of performance measurement with potential to bridge the divide. As the text's essays, case studies, and comparative analyses demonstrate, many of the challenges to outcome-based performance measurement are similar across national and cultural boundaries. And many of these challenges are amenable to solutions drawn from program evaluation, especially program theory as captured
in logic models. Key issues addressed include designing and implementing high-performance contracts, using administrative data to measure performance and evaluate program effectiveness,
minimizing the unintended consequences of performance-based incentive schemes, measuring qualities of governance as well as service delivery, and fitting performance systems to different institutional settings. The authors offer insights relevant to charitable organizations, private service providers, international bodies, municipalities, states, and national governments in developed, developing, and transitional countries. As the global debate over performance management rages on, this volume
points to promising directions for future research and practice at the intersection of program evaluation and outcome-based public management.
The government performance movement has been in full swing for decades around the world. So, why do so many public programs and organizations continue to underperform? A major reason is that measuring the types of performance that people value most -- real outcomes for citizens -- continues to be an elusive goal. And why is performance measurement so difficult? Because performance managers have not taken full advantage of the tools and knowledge available in the
field of program evaluation; the worlds of performance measurement and program evaluation have much to learn from each other, but they remain largely separate for reasons of history, politics, and
inertia.Improving Public Services spotlights recent advances in the theory and practice of performance measurement with potential to bridge the divide. As the text's essays, case studies, and comparative analyses demonstrate, many of the challenges to outcome-based performance measurement are similar across national and cultural boundaries. And many of these challenges are amenable to solutions drawn from program evaluation, especially program theory as captured
in logic models. Key issues addressed include designing and implementing high-performance contracts, using administrative data to measure performance and evaluate program effectiveness,
minimizing the unintended consequences of performance-based incentive schemes, measuring qualities of governance as well as service delivery, and fitting performance systems to different institutional settings. The authors offer insights relevant to charitable organizations, private service providers, international bodies, municipalities, states, and national governments in developed, developing, and transitional countries. As the global debate over performance management rages on, this volume
points to promising directions for future research and practice at the intersection of program evaluation and outcome-based public management.
1. Introduction
Douglas J. Besharov, Karen Baehler, Jacob Klerman
Part 1: Unifying Themes
2. Modern Performance Measurement: Monitoring Program 'Outcomes'
Instead of 'Impacts'
Douglas J. Besharov, Douglas M. Call
3. Measuring and Managing Farther along in the Logic Model
Karen Baehler, Jacob Klerman
4. Indicators, Assessments, and Benchmarking of the Quality and
Governance of Public Human Development Services
Ariel Fiszbein, Dena Ringold, Halsey Rogers
5. Does Measuring Performance Lead to Better Performance?
Mary Bryna Sanger
Part 2: National Applications
6. Top-Down Strategies for Service Improvement in UK Public
Services
James Downe, Steve Martin, Tony Bovaird
7. Quality Improvement and Performance Measurement in Israeli
Social Services
Tamar Zemach-Marom
8. Institutional Contexts and Service Delivery Reforms
Ariel Fiszbein, Yasuhiko Matsuda
9. Performance-Based Payments in the Turkish Health System
Gulbiye Yenimahalleli Yasar, Pinar Guven-Uslu
Part 3: Performance Contracting
10. Holding Nonprofits Accountable for Accomplishments, Not
Appearances
Christina Standerfer, Joseph Schafer
11. Welfare-to-Work Performance-Based Contracts in New York
City
Swati Desai, Lisa Garabedian, Karl Snyder
12. The Efficiency of Contracting Out Local Public Services in the
Czech Republic and Slovakia
Beata Mikusova Merickova, Juraj Nemec, Zuzana Vozarova
13. Workforce Development Program Performance over the US Business
Cycle
Kevin Hollenbeck, David Pavelchek
Part 4: Conclusion
14. Using Logic Models to Strengthen Performance Measurement
Douglas J. Besharov, Douglas M. Call
Index
Douglas J. Besharov, JD, is the Norman and Florence Brody Professor
at the University of Maryland School of Public Policy, where he
teaches courses on poverty, welfare, children and families, policy
analysis, program evaluation, and performance management. He is
also a senior fellow at the Atlantic Council, where he leads a
program in international policy exchanges. In 2008, he was
President of the Association for Public Policy Analysis and
Management (APPAM) and
is currently APPAM's International Conference Coordinator.
Karen Baehler, PhD, is Scholar in Residence at the American
University School of Public Affairs. Her research focuses on the
theory and practice of policy analysis in social and environmental
policy. She holds a PhD in Policy Sciences from the University of
Maryland College Park.
Jacob Alex Klerman, MA, is a Principal Associate and Senior Fellow
with Abt Associates in Cambridge Massachusetts and the Editor of
Evaluation Review. His research focuses on labor market policy,
nutrition policy, and evaluation methods.
|
Ask a Question About this Product More... |
|
