International Handbook of Practice-Based Performance Management

It may sound cliche, but I always wanted to help government do better. I’ve always felt that government’s role is to ensure a good quality of life for citizens. Otherwise, what’s the point of government? But to do this, government (everywhere) needs tools. In particular, government needs tools that can provide adequate knowledge to improve decisions that will impact the quality of life of citizens. My profession and my field have allowed me to contribute to this knowledge through my contact with students and colleagues and through my research.But more recently, as I′ve reflected on my life growing up in the Dominican Republic, my efforts to establish a public administration program there, my travels around the world and the situation in the United States, I’ve become convinced that ethics is the most critical tool that government needs. Although I don’t teach a course on ethics, I include the concept in all my classes. Also, I’ve started a line of research that looks for ways to integrate ethics in every aspect of government and especially in program performance measurement. In my mind, the more ethical government is, the more likely it is to succeed in providing a good quality of life for all citizens. Maria P. Aristigueta is the president of the American Society for Public Administration, the Charles P. Messick Professor of Public Administration, the Associate Director of the School of Public Policy and Administra­tion, and the Senior Policy Fellow in the Institute of Public Administration at the University of Delaware. Her teaching and research interests are primarily in the areas of public sector management and include performance measurement, strategic planning, and organizational behavior. She has published numerous journal articles, book chapters, and books, including Managing for Results in State Government, Managing Human Behavior in Public and Nonprofit Organizations, Managing and Measuring Performance in Public and Nonprofit Organizations: An Integrated Approach, and Organizational Behavior, and she was coeditor of the International Handbook of Practice-Based Performance Management. Her doctorate is from the University of Southern California.

"The immensely valuable volume, edited by Patricia de Lancer Julnes, Frances Stokes Berry, Maria P. Aristigueta and Kaifeng Yang, has chapters on varied topics, including performance budgeting, improving accountability, citizen-involved performance measurement, and application of techhnology, with examples from across the globe. Recommended addition to the watchdogs′ shelf."

• Prologue - Patria de Lancer Julnes, Frances Stokes Berry, Maria P. Aristigueta, and Kaifeng YangPart I. State of the ArtChapter 1: Emerging Developments in Performance Measurement: An International Perspective - Harry P. HatryChapter 2: Assessing Performance in Nonprofit Service Agencies - Kathryn NewcomerChapter 3. Performance: A New Public Management Perspective - Owen HughesPart II: Using Performance Information to Improve Program Performance and AccountabilityChapter 4. Can Performance Measurement Support Program Performance Improvement and Accountability? - Patria de Lancer JulnesChapter 5: Using Performance Measurement to Make Administrations Accountable: The Italian Case - Monica Brezzi, Laura Raimondo, and Francesca UtiliChapter 6: Recognizing Credible Performance Reports: The Role of the Government Auditor In Canada - Barry LeightonChapter 7: Advancing Performance Measurement and Management for Accountability: King County′s Collaborative, Incremental Approach - Cheryle Broom and Edward T. JenningsChapter 8: Analyzing Performance Data - David N. AmmonsPart III: Informing and Involving Citizens and Other StakeholdersChapter 9. Making Performance Measurement Relevant: Informing and Involving Stakeholders in Performance Measurement - Kaifeng YangChapter 10: Citizen-Involved Performance Measurement: The Case of Online Procedures Enhancement for Civil Application in Seoul - Seungbeom ChoiChapter 11: Performance Measurement and Educational Accountability: The U.S. Case - Katherine E. RyanChapter 12: Experience With Trained Observers in Transition and Developing Countries: Citizen Engagement in Monitoring Results - Katharine MarkChapter 13: Helping Government Measure Up: Models of Citizen-Driven Government Performance Measurement Initiatives - Marc Holzer and Katherine KolbyPart IV: Performance BudgetingChapter 14. Performance Budgeting Internationally: Assessing Its Merits - Frances Stokes BerryChapter 15: Performance- Based Budgeting in Latin and South America: Analyzing Recent Reforms in the Budgetary Systems of Brazil, Chile, Colombia, and Mexico - David Arellano-Gault and Edgar E. Ramirez de la CruzChapter 16: Performance-Based Budgeting in Florida: Great Expectations, More Limited Reality - Martha Wellman and Gary VanLandinghamChapter 17: Performance Management and Budgeting in Australia and New Zealand - John HalliganChapter 18: Performance-Based Budgeting: Integrating Objectives and Metrics With People and Resources - Carl MoravitzPart V: Quality and Performance in Public and Non-Profit OrganizationsChapter 19. The Integration of Quality and Performance - Maria P. AristiguetaChapter 20: Quality and Performance Management: Towards A Better Integration? - Wouter Van DoorenChapter 21: Performance Information of High Quality: How To Develop a Legitimate, Functional, and Sound Performance Measurement System? - Miekatrien Sterck and Geert BouckaertChapter 22: Applying the Common Assessment Framework in Europe - Nick Thijs and Patrick StaesPart VI. Pulling It All TogetherChapter 23. Creating and Sustaining a Results-Oriented Performance Management Framework - John M. Kamensky and Jay Fountain