Performance measurement

Dr. Behn prepared this report to summarize and present the questions most frequently posed to citiStat staff and to Mayor Martin O'Malley. The report explains how CitiStat should be viewed as a management strategy rather than a management system. When viewed as a management strategy, Dr. Behn argues, the program can be replicated and customized to each mayor's individual needs and priorities. A key insight is that there is no single, right approach as to how to develop a successful management performance and accountability structure.

Since the passage of the government Performance and Results Act of 1993, there has been increased interest in the federal government on improving service delivery and delivering results. Dr. Maleyeff’s report is a comprehensive review of how public sector managers can use Lean Six Sigma to improve the execution and delivery of results. Dr.

This report focuses on the procurement function within higher education. Since universities are spending billions of dollars on a range of goods and services, it seemed prudent to conduct a benchmarking study of procurement practices across a broad range of colleges and universities. This study seeks to uncover leading practices that colleges and universities across the nation, as well as other nonprofit organizations, may consider adopting as they wrestle with common financial challenges.

Philadelphia’s SchoolStat is a case study of the adaptation of a successful management model, CompStat, developed over a decade ago by new York City’s Police Department. The model has since been adapted by various city agencies in new York; by cities, such as Baltimore’s CitiStat; and by some state governments, such as Maryland’s new StateStat. The School District of Philadelphia is one of the most prominent early efforts to adapt this model to improving the management and performance of schools.

Professor Gilmour’s report examines OMB's PART initiative from a practical standpoint: How have federal agencies dealt with the requirements of PART? What strategies have they employed to be successful? What challenges do they face? His report highlights four challenges that confront both agencies and OMB as they work to complete assessments of all 1,000 programs and describes approaches that agencies are taking to meet these challenges. The first challenge is for departments and agencies to organize for success. The second challenge of using PARTis communicating accomplishments.

Metzenbaum sets forth five building blocks - tools and techniques for constructing a good measurement system for an organization. And she describes six practices that leaders need to use to make appropriately designed systems work properly.

Since 1998, the IBM center for The Business of Government has been studying the substantial changes that are under way at all levels of government within the United States and in other nations across the world. These changes are being driven by a series of new imperatives in the United States. Fortunately, there is now a set of trends that seems to be responding to these imperatives and is leading to more results-oriented government.

This report showcases two large federal agencies that adapted the balanced scorecard approach to their operations and have used it for more than five years to drive improved performance.

Dr. Blanchard’s report begins with a description of the statutory and conceptual foundations of costing requirements. He follows with a framework for integrating costs and performance. He then tells the story of how two very different federal agencies successfully met the PMA’s performance costing requirements. Blanchard draws upon published reports and articles, as well as his own experience leading PMA reform efforts at the National Aeronautics and Space Administration (NASA) and the Small Business Administration (SBA).

Perrin’s report provides substantial evidence that countries are moving toward a results-oriented approach in a wide variety of government contexts. Until recently, the process and performance of government has been judged largely on inputs, activities, and outputs. Based on a two-day forum sponsored by the World Bank and the IBM Center involving officials from six developed and six developing countries Perrin identifies state-of-the-art practices and thinking that go beyond the current literature.Managing for Performance and Results