Provides a look at the process by which governments hold themselves accountable to their citizens for performance. This book examines the aspects of the Performance Management and Budgeting issue, not only from the federal, state, and local perspectives, but also internationally in both developing and developed countries.

Auteur

Redburn, F Stevens; Shea, Robert J.; Buss, Terry F.; Walker, David M.

Résumé
This book provides a fresh look at the process by which governments hold themselves accountable to their citizens for performance. Unlike the plethora of other books in the field, it examines all aspects of the Performance Management and Budgeting issue, not only from the federal, state, and local perspectives, but also internationally in both developing and developed countries.Covering both conceptual and theoretical frameworks in performance management and budget, the book analyzes the effectiveness of different approaches. Featuring insights from a group of distinguished contributors, it ties current performance management approaches into the century-old literature on public sector reform and management, and presents arguments for and against performance management as well as recommendations on how to improve the enterprise.

Contenu

Foreword, Preface and Acknowledgments, 1. Performance-Based Management: How Governments Can Learn from Experience, Part 1. PART, PMA, BPI, and the Quest for Results, 2. Implementing OMB's Program Assessment Rating Tool: Meeting the Challenges of Performance-Based Budgeting, 3. Linking Performance and Budgeting: Opportunities for Federal Executives, 4. PART and Performance Budgeting Effectiveness, 5. Performance Budgeting: Prospects for Sustainability, 6. The Legacy of Federal Management Change: PART Repeats Familiar Problems, Part 2. State and Local Government and Intergovernmental Contexts, 7. Performance Budgeting in Local Government, 8. The Context and Implications of Administrative Reform: The Charlotte Experience, 9. The Role of Performance Management in American Federalism, 10. Maximizing Federal Performance with State and Local Partners, 11. Performance Measurement in HUD's Community Development Block Grant Program, Part 3. The International Context, 12. OECD Countries' Experiences of Performance Budgeting and Management: Lessons Learned, 13. Institutionalizing Monitoring and Evaluation Systems in Five Latin American Countries: Argentina, Chile, Colombia, Costa Rica, and Uruguay, 14. The Millennium Challenge Account: A New High-Performance Program, 15. Reforming Accountability in the United States and the United Kingdom from Rule-Bound to Performance-Based Accountability: Case Studies of the Highways Agencies, Part 4. Tools for Performance Management and Budgeting, 16. Results-Based Budgeting, 17. Rigorous Program Evaluation Research: Key to Major Improvements in Government Effectiveness, 18. Strengthening the President's Management Hand: Budgeting and Financial Management, About the Editors and Contributors, Index