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Rossi,
et al. Chapters 6, 11 |
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Wholey,
et al. Chapters 5, 21 |
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Reserve #3 & #4, #5 |
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See
these benchmarking reports that have have examples of performance
measures for a Fire
Services, Police
Services,
Residential Refuse,
Fleet Maintenance,
Central Human
Resources, and
Asphalt Maintenance for FY '10 |
|
Program monitoring can often help detect fraud and abuse and reveal
other problems about how programs operate. See this
interesting article about
cheating in the Cash for Clunkers Program (USA Today 8/22/10) |
|
We are
often obsessed with measuring stuff and live in an age of numbers.
Read this interesting
article in the New York Times (5/12) about our "Metric Mania".
|
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While numbers and data are important, it is also
important to know where these numbers come from and what they mean.
It is also important to remember that the numbers can be "fudged" to
make conditions seem better or worse. See this
interesting article about the fudging of crime statistics (2/10) in
New York. It is also important to realize if you are looking for
something you never looked for before, you may find more of it but that
doesn't mean there really is more of it. See this interesting
article from the USA
Today on Mercury in the water (8/04). |
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Sometimes it isn't the number per se that matters but the
distribution of the numbers that is significant. While having
a lot of something may seem good, what if the folks who need it most
don't get it? See this interesting article that looks at the
distribution of federal
Stimulus Spending (AP -
5/09) after the financial troubles back in 2008.
|
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While data and numbers are important, communicating these
results effectively using tools like PowerPoint is critically important.
See this interesting article from Government Executive about
how PowerPoint can be
the enemy of thought (9/1/04). |
|
|
Robert S. Kravchuk and Ronald W. Schack, “Designing Effective
Performance Measurement System Under the Government Performance and
Results Act of 1993,” Public Administration Review 56 (No. 4,
1996), pp. 348 – 58; |
|
David Osborne and Ted Gaebler, Reinventing Government: How the
Entrepreneurial Spirit is Transforming the Public Sector (New
York, NY: Plume, 1992); |
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Joseph S. Wholey and Kathryn E. Newcomer, “Clarifying Goals,
Reporting Results,” in Kathryn E. Newcomer (ed.), Using
Performance Measurement to Improve Public and Nonprofit Programs
(San Francisco, CA: Jossey-Bass, 1997), pp. 91 – 98; |
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Harry Hatry, Performance Measurement: Getting Results,
(Washington, DC: Urban Institute, 1999); |
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Patricia Keehley, Steven Medlin, Sue MacBride, and Laura Longmire,
Benchmarking for Practices in the Public Sector (San
Francisco, CA: Jossey-Bass, 1997). |
|