A Brookings Institution Press and Ash Center for Democratic Governance and Innovation publication It started two decades ago with CompStat in the New York City Police Department, and quickly jumped to police agencies across the U.S. and other nations. It was adapted by Baltimore, which created CitiStat—the first application of this leadership strategy to an entire jurisdiction. Today, governments at all levels employ PerformanceStat: a focused effort by public executives to exploit the power of purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up—all to improve government's performance. Here, Harvard leadership and management guru Robert Behn analyzes the leadership behaviors at the core of PerformanceStat to identify how they work to produce results. He examines how the leaders of a variety of public organizations employ the strategy—the way the Los Angeles County Department of Public Social Services uses its DPSSTATS to promote economic independence, how the City of New Orleans uses its BlightStat to eradicate blight in city neighborhoods, and what the Federal Emergency Management Agency does with its FEMAStat to ensure that the lessons from each crisis response, recovery, and mitigation are applied in the future. How best to harness the strategy's full capacity? The PerformanceStat Potential explains all.

"It started two decades ago with CompStat in the New York City Police Department but quickly jumped to other public agencies in New York and to police agencies internationally. Baltimore created CitiStat - the first application of this leadership strategy to an entire jurisdiction. Today, governments at all levels employ PerformanceStat: a focused effort to exploit the power of purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up - all to improve government's performance. Robert Behn analyzes the leadership behaviors at the core of PerformanceStat to identify how they work to produce results. He examines how the leaders of public organizations employ the strategy - for example, how the Los Angeles County Department of Public Social Services uses its DPSSTATS to promote economic independence, how the City of New Orleans uses its BlightStat to eradicate urban blight, how the Federal Emergency Management Agency uses its FEMAStat to capture and apply lessons from each crisis response, recovery, and mitigation. How best to harness its full capacity? The PerformanceStat Potential explains all." --

It started two decades ago with CompStat in the New York City Police Department, and quickly jumped to police agencies across the U.S. and other nations. It was adapted by Baltimore, which created CitiStat the first application of this leadership strategy to an entire jurisdiction. Today, governments at all levels employ PerformanceStat: a focused effort by public executives to exploit the power of purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up all to improve government's performance. Here, Harvard leadership and management guru Robert Behn analyzes the leadership behaviors at the core of PerformanceStat to identify how they work to produce results. He examines how the leaders of a variety of public organizations employ the strategy the way the Los Angeles County Department of Public Social Services uses its DPSSTATS to promote economic independence, how the City of New Orleans uses its BlightStat to eradicate blight in city neighborhoods, and what the Federal Emergency Management Agency does with its FEMAStat to ensure that the lessons from each crisis response, recovery, and mitigation are applied in the future. How best to harness the strategy's full capacity? The PerformanceStat Potential explains all."

In times of rising expectations and decreasing resources for the public sector, performance management is high on the agenda. Increasingly, the value of the performance management systems themselves is under scrutiny, with more attention being paid to the effectiveness of performance management in practice. This new edition has been revised and updated to examine: performance in the context of current public management debates, including emerging discussions on the New Public Governance and neo-Weberianism; the many definitions of performance and how it has become one of the most contested agendas of public management; the so-called perverse effects of using performance indicators; the technicalities of performance measurement in a five step process: prioritising measurement, indicator development, data collection, analysis and reporting; and the future challenges and directions of performance management Performance Management in the Public Sector 2nd edition offers an approachable insight into a complex theme for practitioners and public management students alike.

A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and “big data,” and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.

Performance budgeting involves costs, from the drafting and passage of legal foundations, and the political capital and will to implement it, to training personnel to create a performance-oriented culture, and information technology requirements to track performance. Through comprehensive examination of performance budgeting laws, in-depth interviews of those practicing in government agencies, and quantitative survey analysis, Public Performance Budgeting examines the influence of performance measurement and evaluation on all phases of the budgeting process. Lu and Willoughby present original research and case studies to explore how performance is linked to public budgets and government results, its impacts on budgeting systems, and possible unintended consequences. A summary assessment of how performance measurement could and should play a role in furthering performance budgeting is explored in a concluding chapter. The first of its kind to spotlight budget practice through the lens of juvenile justice, this book is required reading for all those studying public budgeting, management, and policy.

Recounts the efforts of U.S. Coast Guard Commander Suzanne Englebert in the wake of 9/11 to revamp the system for protecting America's ports. Original.

Over the past two decades public accountability has become not only an icon in political, managerial, and administrative discourse but also the object of much scholarly analysis across a broad range of social and administrative sciences. This handbook provides a state of the art overview of recent scholarship on public accountability. It collects, consolidates, and integrates an upsurge of inquiry currently scattered across many disciplines and subdisciplines. It provides a one-stop-shop on the subject, not only for academics who study accountability, but also for practitioners who are designing, adjusting, or struggling with mechanisms for accountable governance. Drawing on the best scholars in the field from around the world, The Oxford Handbook of Public Accountability showcases conceptual and normative as well as the empirical approaches in public accountability studies. In addition to giving an overview of scholarly research in a variety of disciplines, it takes stock of a wide range of accountability mechanisms and practices across the public, private and non-profit sectors, making this volume a must-have for both practitioners and scholars, both established and new to the field.

The Routledge Handbook of Korean Politics and Public Administration gathers the expertise of leading international scholars to survey the full spectrum of contemporary South Korean international relations, public management, and public policies. Divided into four parts, the handbook covers a range of issues including: domestic Korean political parties, elections and leadership, foreign policy, national security and relations with North Korea, public administration, governance and finance, and economic, social and environmental public policies. Offering a complete overview of the field, the handbook is an invaluable resource for academics, researchers, policy analysts, graduate and undergraduate students studying South Korean Politics and International Relations as well as East Asian Politics.

Governments have always required large public organizations, or bureaucracies, to deliver on their promises. Yet most people leading and managing those agencies lack understanding of the full toolkit of values, insights and findings that are necessary. Considering how public administration can learn from a wide range of disciplines ranging from history and the humanities to management and the social sciences, Marc Holzer delineates new ways of transforming organizations and building trust in governments.