Performance Management

Public managers in communities across the country are under increasing pressure by the public to report on the outcomes and results of their programs. With both internal and external demands for information, public managers not only need to provide an accounting of resources expended and services provided, but also report on performance and outcomes.

The Intelligence Community developed a "federated" approach to its human capital system under the authority of the Intelligence Reform and Terrorism Prevention Act of 2004. This approach effectively balances the needs of the community with those of individual agencies. Unlike the traditional top-down approaches to policy development, the Office of the Director of National Intelligence worked closely with each of the 17 components of the Intelligence Community to agree upon a new human resource management framework.

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This report assesses the lessons learned from government organizations that have successfully implemented shared services and recommends best practices for those considering doing so.

Governments use analytics (often described as "business intelligence") to enable and drive their strategies and performance in an ever more volatile and turbulent environment. Analytics and fact-based decision making can make a powerful contribution to the achievement of government missions, just as they are now making to the accomplishment of corporate business objectives.

Dr. Ho presents two case studies - one from Des Moines, Iowa; the other from Boston, Massachusetts - where government agencies and citizen groups reported their own or their government's performance, respectively. While each of these cases reflects different strategic approaches, they both attempt to bring together what government does and what citizens see as being important in their community. In his report, Dr.

Dr. Behn prepared this report to summarize and present the questions most frequently posed to citiStat staff and to Mayor Martin O'Malley. The report explains how CitiStat should be viewed as a management strategy rather than a management system. When viewed as a management strategy, Dr. Behn argues, the program can be replicated and customized to each mayor's individual needs and priorities. A key insight is that there is no single, right approach as to how to develop a successful management performance and accountability structure.

This report reviews the history of performance management efforts within the federal government and discusses the successes, challenges, and failures over the years. In addition, the report offers insights from other performance management experiences in both public and private sector organizations. The authors describe differences between private and public sector performance management practices, as well as present a comparative analysis of corporate and non-corporate use of good management practices.

Since the passage of the government Performance and Results Act of 1993, there has been increased interest in the federal government on improving service delivery and delivering results. Dr. Maleyeff’s report is a comprehensive review of how public sector managers can use Lean Six Sigma to improve the execution and delivery of results. Dr.

Philadelphia’s SchoolStat is a case study of the adaptation of a successful management model, CompStat, developed over a decade ago by new York City’s Police Department. The model has since been adapted by various city agencies in new York; by cities, such as Baltimore’s CitiStat; and by some state governments, such as Maryland’s new StateStat. The School District of Philadelphia is one of the most prominent early efforts to adapt this model to improving the management and performance of schools.