Managing for Results 2002Mark A. Abramson, John M. Kamensky Rowman & Littlefield, 2001 - 266 páginas 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. |
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Conteúdo
Managing for Results CuttingEdge Challenges Facing Government Leaders in 2002 | 3 |
Creating an Infrastructure to Manage for Results | 19 |
Corporate Strategic Planning in Government Lessons from the United States Air Force | 21 |
The Challenge of Developing CrossAgency Measures A Case Study of the Office of National Drug Control Policy | 53 |
Using Evaluation to Support Performance Management A Guide for Federal Executives | 103 |
Using Information to Manage for Results | 143 |
Managing for Outcomes Milestone Contracting in Oklahoma | 145 |
Using Performance Data for Accountability The New York City Police Departments CompStat Model of Police Management | 179 |
The Potential of the Government Performance and Results Act as a Tool to Manage ThirdParty Government | 225 |
About the Contributors | 255 |
About The PricewaterhouseCoopers Endowment for The Business of Government | 266 |
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Termos e frases comuns
Accounting Office achieve agency's Air Force assess budget challenges CitiStat clients CMS's CompStat Congress contracts coordination CORONA corporate strategic planning Department effective efforts evaluation capacity evaluation strategies example executive federal agencies federal government fee-for-service Fogleman formance funding future Geographic Information Systems goals GPRA GPRA implementation grants groups identify improve innovative issues job coaches law enforcement leadership logic models Managing for Results measuring performance Medicaid Medicare ment metaplanning Milestone monitoring National Drug Control nonprofit organizations NYPD ONDCP organizational outcomes ParkStat participants performance data performance management performance measurement system performance plans performance reports performance targets personnel PME process PME system political PricewaterhouseCoopers problem program evaluation program managers programmatic Public Administration public managers public sector responsible role Rudolph Giuliani skills specific staff stakeholders stat process third parties tion U.S. General Accounting units vision Washington Whitten Peters York City