Managing for Results 2002 summarizes five innovative, yet practical, approaches that public sector organizations use to better manage for results, increase organizational performance, and improve accountability to stakeholders. Patrick J. Murphy and John Carnevale tell the story-and the lessons-of how the Office of National Drug Control Policy crafted a government-wide strategic plan to combat drug abuse in the United States. Paul E. O'Connell describes how New York City's Police Department slashed its crime rate by developing CompStat to track crimes and hold police commanders more accountable for cutting crime in their precincts. Peter Frumkin explains how the State of Oklahoma uses milestone contracting to improve the performance of non-profit social service providers. David Frederickson reports how the Federal Government Performance and Results Act also improves the accountability of state government. Finally, Kathryn E. Newcomer and Mary Ann Scheirer show how executives can use program evaluation to improve agency performance. From these case studies, Mark A. Abramson and John M. Kamensky develop lessons which government leaders can use in managing their organizations for results.
Mark A. Abramson is executive director of The PricewaterhouseCoopers Endowment for The Business of Government. Prior to joining the Endowment, he was chairman of Leadership Inc. Mr. Abramson served as the first president of the Council for Excellence in Government. He also served in the Office of the Assistant Secretary for Planning and Evaluation in the U.S. Department of Health and Human Services. He is the co-editor of Transforming Organizations and E-Government 2001. John M. Kamensky is director of the Managing for Results practice, PricewaterhouseCoopers and senior research fellow for the Endowment for the Business of Government. During twenty-four years of federal service, he played a key role in pioneering the federal government's performance and results orientation. Prior to joining PricewaterhouseCoopers, Mr. Kamensky served for eight years as deputy director for Vice President Al Gore's National Partnership for Reinventing Government. Before that, he worked at the General Accounting Office for 16 years where he helped develop the Government Performance and Results Act.
Chapter 1 Managing for Results: Cutting Edge Challenges Facing Government Leaders in 2002 Chapter 2 Corporate Strategic Planning in Government: Lessons from the United States Air Force Chapter 3 The Challenge of Developing Cross-Agency Measures: A Case Study of the Office of National Drug Policy Chapter 4 Using Evaluation to Support Performance Management: A Guide for Federal Executives Chapter 5 Managing for Outcomes: Milestone Contracting in Oklahoma Chapter 6 Using Performance Data for Accountability: The New York City Police Department's Compstat Model of Police Management Chapter 7 The Potential of the Government Performance and Results Act as a Tool to Manage Third-Party Government