About the Book
"The orientation of this text, the variety of applications examined, and the grouping of chapters around concepts such as the role of citizens, quality measurement, and performance budgeting makes this an ideal book for the classroom as well as for reference."
—PUBLIC ADMINISTRATION REVIEW
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 Audience
An 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.
Table of Contents:
Prologue - Patria de Lancer Julnes, Frances Stokes Berry, Maria P. Aristigueta, and Kaifeng Yang
Part I. State of the Art
Chapter 1: Emerging Developments in Performance Measurement: An International Perspective - Harry P. Hatry
Chapter 2: Assessing Performance in Nonprofit Service Agencies - Kathryn Newcomer
Chapter 3. Performance: A New Public Management Perspective - Owen Hughes
Part II: Using Performance Information to Improve Program Performance and Accountability
Chapter 4. Can Performance Measurement Support Program Performance Improvement and Accountability? - Patria de Lancer Julnes
Chapter 5: Using Performance Measurement to Make Administrations Accountable: The Italian Case - Monica Brezzi, Laura Raimondo, and Francesca Utili
Chapter 6: Recognizing Credible Performance Reports: The Role of the Government Auditor In Canada - Barry Leighton
Chapter 7: Advancing Performance Measurement and Management for Accountability: King County′s Collaborative, Incremental Approach - Cheryle Broom and Edward T. Jennings
Chapter 8: Analyzing Performance Data - David N. Ammons
Part III: Informing and Involving Citizens and Other Stakeholders
Chapter 9. Making Performance Measurement Relevant: Informing and Involving Stakeholders in Performance Measurement - Kaifeng Yang
Chapter 10: Citizen-Involved Performance Measurement: The Case of Online Procedures Enhancement for Civil Application in Seoul - Seungbeom Choi
Chapter 11: Performance Measurement and Educational Accountability: The U.S. Case - Katherine E. Ryan
Chapter 12: Experience With Trained Observers in Transition and Developing Countries: Citizen Engagement in Monitoring Results - Katharine Mark
Chapter 13: Helping Government Measure Up: Models of Citizen-Driven Government Performance Measurement Initiatives - Marc Holzer and Katherine Kolby
Part IV: Performance Budgeting
Chapter 14. Performance Budgeting Internationally: Assessing Its Merits - Frances Stokes Berry
Chapter 15: Performance- Based Budgeting in Latin and South America: Analyzing Recent Reforms in the Budgetary Systems of Brazil, Chile, Colombia, and Mexico - David Arellano-Gault and Edgar E. Ramirez de la Cruz
Chapter 16: Performance-Based Budgeting in Florida: Great Expectations, More Limited Reality - Martha Wellman and Gary VanLandingham
Chapter 17: Performance Management and Budgeting in Australia and New Zealand - John Halligan
Chapter 18: Performance-Based Budgeting: Integrating Objectives and Metrics With People and Resources - Carl Moravitz
Part V: Quality and Performance in Public and Non-Profit Organizations
Chapter 19. The Integration of Quality and Performance - Maria P. Aristigueta
Chapter 20: Quality and Performance Management: Towards A Better Integration? - Wouter Van Dooren
Chapter 21: Performance Information of High Quality: How To Develop a Legitimate, Functional, and Sound Performance Measurement System? - Miekatrien Sterck and Geert Bouckaert
Chapter 22: Applying the Common Assessment Framework in Europe - Nick Thijs and Patrick Staes
Part VI. Pulling It All Together
Chapter 23. Creating and Sustaining a Results-Oriented Performance Management Framework - John M. Kamensky and Jay Fountain
About the Author :
It may sound cliche, but I always wanted to help government do better. I’ve always felt that government’s role is to ensure a good quality of life for citizens. Otherwise, what’s the point of government? But to do this, government (everywhere) needs tools. In particular, government needs tools that can provide adequate knowledge to improve decisions that will impact the quality of life of citizens. My profession and my field have allowed me to contribute to this knowledge through my contact with students and colleagues and through my research.
But more recently, as I′ve reflected on my life growing up in the Dominican Republic, my efforts to establish a public administration program there, my travels around the world and the situation in the United States, I’ve become convinced that ethics is the most critical tool that government needs. Although I don’t teach a course on ethics, I include the concept in all my classes. Also, I’ve started a line of research that looks for ways to integrate ethics in every aspect of government and especially in program performance measurement. In my mind, the more ethical government is, the more likely it is to succeed in providing a good quality of life for all citizens. Maria P. Aristigueta is the president of the American Society for Public Administration, the Charles P. Messick Professor of Public Administration, the Associate Director of the School of Public Policy and Administration, and the Senior Policy Fellow in the Institute of Public Administration at the University of Delaware. Her teaching and research interests are primarily in the areas of public sector management and include performance measurement, strategic planning, and organizational behavior. She has published numerous journal articles, book chapters, and books, including Managing for Results in State Government, Managing Human Behavior in Public and Nonprofit Organizations, Managing and Measuring Performance in Public and Nonprofit Organizations: An Integrated Approach, and Organizational Behavior, and she was coeditor of the International Handbook of Practice-Based Performance Management. Her doctorate is from the University of Southern California.
Review :
"The immensely valuable volume, edited by Patricia de Lancer Julnes, Frances Stokes Berry, Maria P. Aristigueta and Kaifeng Yang, has chapters on varied topics, including performance budgeting, improving accountability, citizen-involved performance measurement, and application of techhnology, with examples from across the globe. Recommended addition to the watchdogs′ shelf."
