Suchergebnisse

The scope of performance measurement -- What types of performance information should be tracked? -- What are the first steps? -- What are the program's mission and objectives? who are its customers? -- What outcomes should be tracked? -- What outcome indicators should be tracked? -- What methods of data gathering should be used? -- Making outcome information useful : providing indicator breakouts -- Making outcome information useful : comparing findings to benchmarks -- Analysis of performance information -- Reporting performance information -- Major uses of performance information and incentives for using it -- Results-based budgeting -- Quality control: assessing the accuracy and usefulness of performance measurement systems -- Other performance measurement issues -- Wrap-up of key performance measurement elements

AbstractThe chapter provides a brief history of program evaluation, performance measurement, and performance management in the United States. It discusses their advantages, disadvantages, applications, and complementarities. The chapter finds that program evaluation and performance measurement have different but basically complementary purposes. Program evaluation provides in‐depth, ad hoc information on major program/policy issues. Performance‐measurement systems have provided data primarily on outcomes, but, as long as quality controls are in place, can cover many more public programs during each year—information needed by public managers. The chapter also provides suggestions for improving both performance measurement and program evaluation to make them more useful to public officials. Finally, the chapter addresses two future issues meriting attention by evaluators: (a) the need to focus more on linking monetary costs to outcomes; and (b) the need of public officials for obtaining better estimates of future outcomes and costs. ©Wiley Periodicals, Inc., and the American Evaluation Association.