The 'managing for results' movement that began in the early 1990s has now reached adolescence and is creating new challenges for government managers. After spending years creating planning and performance-measuring systems, managers and policy makers now need to focus on how to use performance information to make data-driven decisions. Managing Results for 2005 describes-through a series of case studies-the progress being made in federal, state, and local governments in managing for results.
John M. Kamensky is associate partner at IBM Business Consulting Services and senior fellow at the IBM Center for the Business of Government. Albert Morales is partner and practice leader of the Public Sector Strategy and Change Practice at IBM Business Consulting Services.
Chapter 1 Chapter One: From "Useful Measures" to "Measures Used" Part 2 Part I: Understanding the Potential of Using Performance Information Chapter 3 Chapter Two: Performance Management for Career Executives: A "Start Where You Are, Use What You Have" Guide Chapter 4 Chapter Three: Linking Performance and Budgeting: Opportunities in the Federal Budget Process Chapter 5 Chapter Four: E-Reporting: Using Managing-for-Results Data to Strengthen Democratic Accountability Chapter 6 Chapter Five: How Federal Programs Use Outcome Information: Opportunities for Federal Managers Part 7 Part II: Lessons in the Use of Performance Information Chapter 8 Chapter Six: Strategies for Using State Information: Measuring and Improving Program Performance Chapter 9 Chapter Seven: Setting Performance Targets: Lessons from the Workforce Investment Act System Chapter 10 Chapter Eight: Collaboration and Performance Management in Network Settings: Lessons from Three Watershed Governance Efforts Chapter 11 Chapter Nine: Using a Performance Budgeting System: Lessons from the Texas Experience Chapter 12 Chapter Ten: The Baltimore CitiStat Program: Performance and Accountability