Managing for Results 2005

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.

This book, sponsored by the IBM Center for the Business of Government, is a collection of nine reports on managing for results. The contributors-who include Carolyn J. Heinrich, Philip Joyce, Elaine Morley, Joseph S. Wholey, and Chris Wye-offer guiding principles for linking performance management to performance information and detailed case studies. Public Administration Analyses and case studies describe the progress being made in federal, state, and local governments in managing for results - a movement that began in the early 1990s and uses the information gleaned from performance-measuring systems to make data-driven decisions. Chapters describe how the cultures of government agencies are changing to reflect results-oriented planning in their day-to-day operations. The contributors are academics and consultants in public policy and public administration. Reference and Research Book News

• 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