Archive

Publications

• Publications by Organization lists and describes publications that can be ordered or accessed from specific public and private sector organizations involved in government and performance management. The organizations included are:
  • Alliance for Redesigning Government
  • American Society for Public Administration
  • Chief Financial Officers Council
  • Congressional Budget Office
  • Council of Governors Policy Advisors
  • International City/County Management Association
  • National Performance Review
  • The Organisation for Economic Co-Operation and Development
  • Productivity Press
  • Southern Growth Policies Board
  • State Governments: Arizona, Colorado, Louisiana, Oregon, Texas, Utah
  • U.S. Department of Defense
  • U.S. Department of Justice
  • U.S. Department of the Treasury
  • U.S. General Accounting Office
  • U.S. Office of Management and Budget
  • The Urban Institute
• Other Publications and Resources lists and describes other useful articles, books, papers, and videos. Information for obtaining these is provided where appropriate.
• Periodicals lists relevant periodicals and trade journals. Subscriber information is included.

Publications by Organization

Key Word	Topic(s)		Key Word	Topic(s)
audit	Performance Auditing		invest	Investment
account	Accountability		local	Local Focus or Specific Local Case Studies
bench	Benchmarking / Best Practices		manage	Performance Management
budget	Performance-Based Budgeting / Financial Management		measure	Measures / Performance Measurement
customer	Customer Surveys / Customer Satisfaction		mfr	General Managing for Results
evaluate	Evaluation		plan	Planning
federal	Federal Focus or Specific Federal Case Studies		report	Reporting
international	International Focus or Specific International Case Studies		state	State Focus or Specific State Case Studies

Alliance for Redesigning Government

• (bench, budget, invest, measure)
  Brizius, Jack, et al. Deciding for Investment: Getting Returns on Tax Dollars. Washington, DC: National Academy of Public Administration. Alliance for Redesigning Government. 1994. $20.

  Deciding for Investment provides an approach to budgeting that aligns tax dollars with current priorities, keeps resources focused on results, and realizes a return on investment. This budget process pushes leaders to be accountable, requires more broad-based citizen engagement, and gives public managers and workers the information and incentives they need to pursue results aggressively. This workbook provides a step-by-step guide for creating this system of decision making. Topics covered include visions and benchmarks, calculating return on investment, clarifying and prioritizing investment choices, making investment decisions, and measuring results. To order, call the Alliance at 202-347-3190.

American Society for Public Administration

• (mfr, federal, local, state) The American Society for Public Administration's (ASPA) Government Accomplishment and Accountability Task Force is engaged in a multi-year program to develop more than 50 case studies, from all levels of government, on performance management in government. Twenty-two case studies were discussed as conference papers at ASPA's June 1996 National Training Conference. Copies of these papers are available for $6 each. Contact ASPA to order these publications, (202) 393-7878 or e-mail dcaspa@aol.com.

Local Case Studies

• "Development and Use of Outcome Information: Portland, OR"
• "Development and Use of Outcome Information in Government: Prince William County, VA"
• "Development and Use of Outcome Measures: Long Beach Police Department"
• "Development and Use of Performance Indicators in the City of Coral Spring, FL"
• "Outcome Budgeting: Catawba County, NC"
• "Performance Contracting at the County Level: Ramsey County, MN"
• "Performance Indicators: Phoenix Parks, Recreation and Library Department"

• "The Council on Human Investment: Performance Government in Iowa"
• "The Development of Performance Measures for Virginia Financial Management and Oversight"
• "Development and Use of Outcome Information in Government: Oregon Adult and Family Services Division"
• "Development and Use of Outcome Information in Government: Oregon Department of Transportation"
• "Integration of Business Plan, Strategic Plan, Customer Service Plan, Unit Self Assessment and Employee Performance Appraisals" (Washington)
• "Lessons Learned from Minnesota's Governance Performance Reports"
• "Performance Measurement: A Work in Progress: Minnesota's Department of Labor and Industry"
• "Strategic Budgeting in Texas: A Systems Approach to Planning, Budgeting, and Performance Measurement"
• "Utah Tomorrow: Utah" (strategic planning/performance measurement system)

• "Applying the Principles of the GPRA and Strategic Planning to the Inspector General/Audit Function" (U.S. Army Audit Agency)
• "Applying the Principles of the GPRA to the Research and Development Function" (Army Research Laboratory)
• "Case Study on the Strategic Management Process at the IRS"
• "GPRA Case Study: Department of Veterans Affairs, National Cemetery System"
• "Use of Strategic Planning and Reinvention and the Implementation of GPRA" (Denver Service Center, National Park Service)
• "Using Outcome Information to Redirect Programs: A Case Study of the Coast Guard's Pilot Project Under the Government Performance and Results Act"

• (manage, plan)
  Clay, Joy A. "Integrating TQM and Strategic Planning: Internal and External Collaboration."
  This paper examines the collaboration required both within and external to an organization in order for continuous quality improvement to be integrated with strategic planning. Looking at the health care community, this paper illustrates that simultaneous changes on the part of employees and professionals and across departmental boundaries are requirements for success in delivering quality services to the patient and the community.

• (local, manage, measure, mfr)
  Mandell, Lee M. "Performance Measurement and Management Tools in North Carolina Local Government Revisited."
  This paper reports the results of a 1995 survey of 71 cities and 37 counties in North Carolina concerning the use and perceived effectiveness of 20 management tools. The study replicates and expands upon one done by the author in 1990. The research questions addressed in the paper include: What specific performance measures do cities and counties use and in what functional areas of government? What have been the changes in use and assessment of performance measurement and other management tools by North Carolina's local governments over the past five years? What management tools are local governments in North Carolina using and how effective do managers perceive these tools to be in program administration and decisionmaking?

• (customer, local, plan)
  Melkers, Julia, and Thomas. John Clayton, "Measuring the Quality of Municipal Services: Comparing Citizen and Administrator Perceptions."
  This paper provides the results of a study of municipal services in Atlanta and presents data on citizen satisfaction with a wide range of city services. The authors outline different strategies available to municipal managers to integrate client satisfaction information into decisionmaking. Also, as part of a quality improvement initiative, issues of how citizen views may be integrated into program planning and development are explored. The paper concludes with recommendations on how to integrate citizen and customer satisfaction information into program planning and municipal management decisionmaking.

• (measure)
  Straight, Ronald L. "Performance Metrics: Avoiding the Pitfalls."
  This paper discusses methods that may be used to select measures, describes the pitfalls that can occur in selecting and ranking them, and emphasizes the necessity for considering possible interactions when selecting multiple goals and measures. Additionally, the author recommends that consideration be given to the effect of the weight that is applied to each measure so as to avoid unintended consequences (i.e., although all measures usually are given identical weights, in most cases some should be more heavily weighted than others).

Chief Financial Officers Council

• (budget, federal, measure, mfr, plan)
  Chief Financial Officers Council. CFO Role in GPRA Implementation. Washington, DC

  In this report of its Government Performance and Results Act (GPRA) Implementation Committee, the Chief Financial Officers Council examines GPRA's requirements and its implications for the financial management community. The Council focused on four basic topics: guiding principles for implementing GPRA, key issues requiring additional attention, baseline information on GPRA implementation, and networking and information sharing. The report was developed to serve as a reference document for both CFOs and nonfinancial managers. Among the useful information included in the report's appendices are: GPRA contacts by agency, interagency workgroups, a bibliography of key publications, and a training compendium. The training section is a compilation of available training courses and consulting services for GPRA and related topics such as strategic planning, performance measurement, and program evaluation. Course providers listed are willing to develop customized courses or will provide already developed courses at their or the sponsoring agency's location. The bibliography provides an extensive listing of key publications in the areas of performance measurement and strategic planning from federal agencies, government organizations, and other general sources (including periodicals and books). For a copy of the report, contact Steve App, Deputy CFO at Treasury and GPRA Implementation Chair, 202/622-0750; or download the report from ftp://ftp.fedworld.gov/pub/results/cfodoc01.txt.

Congressional Budget Office

• (budget, measure)
  Congressional Budget Office. Using Performance Measures in the Federal Budget Process. Washington, DC: July 1993.

  This study of the uses of performance measurement in federal budgeting analyzes the probable effects of S. 20 (the legislation that later became the Government Performance and Results Act) and similar efforts on the federal budget process. Topics covered include performance measurement and budgeting: issues and concepts; the state, local, and international experience in linking performance measurement and budgeting; past federal efforts to link performance measures and budgeting; the experience of federal agencies with performance measurement; and evaluating proposals for measuring and budgeting for federal performance. For a copy of this study, contact the Congressional Budget Office at 202-226-2809.

Council of Governors Policy Advisors

• (account, federal, federal)
  Brizius, Jack A, and Michael B. Campbell. Getting Results: A Guide to Government Accountability. Washington, DC: Council of Governors Policy Advisors, 1991.

  As taxpayers and political leaders seek evidence that publicly funded programs are truly working and making a difference in people's lives, this publication was designed to show how a focus on results can improve public policy and program performance. This book provides valuable lessons on designing and using outcome measurement systems that can be applied to all areas of government.

• (measure, report)
  Campbell, Michael D. Building Results, New Tools for an Age of Discovery in Government. Washington, DC: Council of Governors Policy Advisors.

  Developed as a companion piece to Getting Results, this guide focuses on performance measurement by presenting the graphic modeling technique as a means for developing measurement tools for governments. It demonstrates how graphic modeling can be used to help define outcomes of public policies and programs, craft performance measurements, and improve the reporting of results.

• (plan, state)
  Council of Governors Policy Advisors. Anticipating Tomorrow's Issues: A Handbook for Policymakers. Washington, DC: 1988.

  Issue scanning a method for obtaining advance notice on emerging policy issues is the focus of this publication. Issue scanning systems help inform and improve existing policy development and issue management processes. The objectives of this handbook are to describe the conceptual and historical background of scanning and how it relates to other planning processes, present the basic elements of a scanning process for those interested in developing their own, and discuss the benefits scanning can offer policymakers and their staffs. While this book has been tailored for people concerned with anticipating policy issues in state government, policy and planning officials in other levels of government, in the private sector, and in not-for-profit organizations should find the handbook useful as well. Case studies of three state agencies that have implemented scanning programs are included.

To order publications from the Council of Governors Policy Advisors, contact NGA Publications, P.O. Box 421, Annapolis Junction, MD 20701-0421, 301-498-3738.

International City/County Management Association

• (budget, local)
  Strategic Budgeting: A Guide to Financial Stability. Washington, DC: 1993. Report # 40826. 20 pp. $13.95.

  This guide takes the reader step by step through the formulation of long-range goals; the connection between budget and goals; and the development of a budget document that accurately reflects current programs, community needs, government resources, and external circumstances.

• 

  (evaluate, local, report)
  Performance Auditing for Local Government. Washington, DC: 1989. Report #40243, 21pp. $13.95.

  This report discusses the development of performance standards, the location of the audit function in the organization, and staffing requirements. Case studies are included.

• (evaluate, local, measure)
  Accountability for Performance: Measurement and Monitoring in Local Government. Washington, DC: Practical Management Series Paperback, 212pp. $23.95.

  This paperback contains information on establishing valid performance measures, developing a performance assessment system, and using data to improve service quality and productivity in local government.

• (measure, mfr)
  Applying Performance Measurement. CD-ROM, Washington, DC. $185

  This interactive CD-ROM combines video, audio, and text into a unique informational and educational tool that lets users learn about performance measurement and develop customized measures of their own using state-of-the-art technology. Included are a guided tour of the performance measurement process, practical examples that show you how to develop performance measures, quizzes reinforcing key points, detailed information about each aspect of performance measurement, video clips from leading users of performance measurement, and information on developing custom measures. Also included is an extensive bibliography1 of resources that includes documents prepared by professional associations, state, local, and federal agencies and programs as well as a listing of international publications. 1(Adapted from a bibliography provided at the November 1995 conference, Managing for Results: Advancing the Art of Performance Measurement, held in Austin, Texas.)

To order the above items, or to request a catalog of publications, contact the ICMA Distribution Center at 1-800-745-8780 within the United States or 301-498-1227 from outside the U.S.

National Performance Review

• (bench, customer, federal, local, manage, mfr) The National Performance Review (NPR) has completed a number of reports on topics including changing internal culture, reinventing processes and systems, and restructuring the federal role in the public sector. These reports include:
  • The Best Kept Secrets in Government
  • Common Sense Government
  • From Red Tape to Results: Creating a Government That Works Better and Costs Less
  • Putting Customers First 95: Standards for Serving the American People
  • Managing Results: Initiatives in Select American Cities
  • Performance Partnerships: Summary and Guiding Principles
  • Improving Partnerships in Intergovernmental Service Delivery
  Visit the NPR home page at http://www.npr.gov go to the "Library." You may purchase copies of these reports from the Government Printing Office call (202) 512-0800.

  Federal Benchmarking Consortium Through the Federal Benchmarking Consortium, NPR is seeking ways to create a government that works better and costs less by identifying best practices that can be used to reinvent government. Completed consortium reports include the following:

  • Serving the American Public: Best Practices in Telephone Service. Washington, DC: February 1995.
  • Serving the American Public: Best Practices in Resolving Customer Complaints. Washington, DC: March 1996.

    Reports to be completed in fall 1996 are:

    • World Class Courtesy
    • Customer Driven Strategic Planning
    • Downsizing
    • One Stop Customer Service
  Electronic versions of the benchmarking reports will be posted on the NPR Website at http://www.npr.gov. For other resources, visit the InterAgency Benchmarking and Best Practices Council's Web site at http://www.va.gov/fedsbest/index.htm. You may also contact NPR at 202-632-0150.

Organisation for Economic Co-operation and Development

• (budget, international)
  Budgeting for Results: Perspectives on Public Expenditure Management. Paris: August 1995. 232 pp., order code 42 95 01 1; ISBN 92-64-14476-5, $73.

  This report analyzes the budget practices and innovations in twenty-two OECD countries. It describes how the practice of budgeting is contributing to a greater performance orientation in the public sector. It also provides standard summaries of the institutional framework and procedures governing budgeting in each of these countries.

• (international, manage, measure)
  Performance Management in Government: Performance Measurement and Results-Oriented Management. Paris: September 1994. 92 pp. order code 42 94 53 1, ISBN 92-64-14226-6, $17.

  This report is part of a series of Public Management Occasional Papers prepared for the Organisation for Economic Co-operation and Development's Public Management Committee. The report discusses issues relating to the development of performance measurement systems as well as the application of management tools such as devolution, contractual arrangements, and the use of appropriate incentives.

  The Experience of OECD Countries and GPRA In "How 'The Government Performance and Results Act' Borrows From the Experience of OECD Countries," Jonathan D. Breul, special assistant to the deputy director for management at the U.S. Office of Management and Budget, provides an assessment of how the United States drew upon the experience of countries such as Australia, Belgium, France, the Netherlands, Belgium, New Zealand, and Sweden to develop a framework for managing for results. He identifies a set of conditions for success that were culled from OECD member countries, including the need for sustained political support, as well as staff openness and capacity to adapt to cultural change. A series of steps to guide the development and use of performance measurement is also provided. Finally, the legislative history of the Government Performance and Results Act (GPRA) is detailed and GPRA components as enacted are explained. A copy of this paper, which was presented at the Fulbright Symposium on Public Sector Reform in July 1994, can be obtained via the Internet at gopher://pula.financenet.gov:70/11/docs/post/perform

• (international, measure)
  Performance Measurement in Government: Issues and Illustrations. Paris: December 1994. 94 pp., order code 42 94 55 1, ISBN 92-64-14302-5, $17.

  This report is part of a series of Public Management Occasional Papers prepared for the Organisation for Economic Co-peration and Development's Public Management Committee. The reports focus on specific issues of administrative improvement in areas such as policymaking, human resource management, regulatory reform, the use of market-type mechanisms, and performance management.

Productivity Press

• (measure)
  Maskell, Brian H. New Performance Measures. Productivity Press, 1994. 58 pp., item #MS4-61, ISBN 1-56327-062-5, $15.95.

  Performance measurement is a powerful improvement tool. Learn why new performance measures are needed, what their characteristics are, and how to implement them.

• (bench, measure, mfr)
  Christopher, William F., and Carl G. Thor, eds. Handbook for Productivity Measurement and Improvement. Productivity Press. 1,334 pp., item # HPM-547, ISBN 1-56327-007-2, $90.

  In more than 100 chapters, quality movement leaders reveal the evolving theory and specific practices of world-class organizations. Spanning a wide variety of industries and business sectors, this handbook includes insightful discussions on quality and productivity in manufacturing, service industries, profit centers, administration, nonprofit and government institutions, health care, and education. Topics covered include benchmarking, the best way to implement an activity-based cost management system, 10 rules for building a measurement system, process simplification through cycle-time reduction, strategies for measuring and improving white-collar productivity, and sharing the productivity payoff.

• (bench)
  Thor, Carl G. Practical Benchmarking for Mutual Improvement. Productivity Press: 1995. 51 pp., item # MS10-61, ISBN 1-56327-075-7, $15.95.

  Benchmarking is an effective method for learning about best practices and applying them in the organization to improve performance. This book describes how benchmarking projects can be organized to provide beneficial results for both parties. It includes an industry study and a process exchange model.

For information on other publications or to order, call 1-800-394-6868. The Productivity Press online catalog can be accessed at http://www.press.com/

Southern Growth Policies Board

• (bench, measure)
  Proceedings From the Measure by Measure Conference: Benchmarking and Performance Measurement in the South. Research Triangle Park: June 1994. $10.

  This report features a synopsis of conference sessions, summarizing the major points discussed. Featured speakers at the conference included David Osborne, co-author of Reinventing Government; Peter Harkness, editor and publisher of Governing magazine; Elaine Kamarck, senior policy advisor to Vice President Al Gore and director of the National Performance Review; Duncan Wyse, executive director of the Oregon Progress Board; and many others with expertise in goalsetting and performance measurement. Conference transcripts and audio tapes are also available.

• (bench, measure, state)
  A State-by State Profile of Public Sector Benchmarking and Performance Measurement in the South. Research Triangle Park: 1994. $10.

  To assess benchmarking and performance measurement efforts already in progress across the region, the Southern Growth Policies Board (SGPB) interviewed key leaders in all 14 SGPB member states as well as Delaware, Maryland, Missouri, Texas, and the U.S. Virgin Islands.

• (bench, measure, state)
  Benchmarking Pioneers: States with Trailblazing Experience With Public Sector Benchmarking and Performance Measurement. Research Triangle Park. $7.50.

  This report profiles the experiences of four pioneering states Minnesota, Oregon, Texas, and Utah to describe the lessons each has learned along the way and the challenges each state continues to confront in its endeavors to bring greater accountability to government.

• (bench)
  A Summary of Major Issues in Public Sector Benchmarking. Research Triangle Park: February 1994. $7.50.

  Provides a compilation of key issues for consideration relating to benchmarking in the public sector.

To order any of these publications, contact the Southern Growth Policies Board at 919-941-5144 (phone) or e-mail your request to ppope@southern.org

• (mfr)
  Results-Oriented Government: A Guide to Strategic Planning and Performance Measurement in the Public Sector. Research Triangle Park: 1996.

  The Southern Growth Policies Board (SGPB) and the Southern Consortium of University Public Service Organizations (SCUPSO) issued this guide in conjunction with the launching of a new training program in strategic planning and performance measurement that they jointly designed. This guide provides an overview, key steps, and implementation tips for each of the seven modules included in the training curriculum. These modules cover the basics of managing for results, including strategic planning, benchmarking best practices, performance measurement, using performance results for project management, performance-based budgeting, performance-based contracting, and creating an environment that supports these activities. Curriculum resource materials on each of these topics include a participant's overview, an instructor's manual, overheads, exercises, and handouts. Customized training programs can be developed for public officials in SCUPSO member states. Single copies of this report are free upon request within SGPB and SCUPSO member states. Others should send $3 to cover postage and handling to: Southern Growth Policies Board, P.O. Box 12293, Research Triangle Park, NC 27709. For further information, contact Linda Hoke, SGPB, at 919-941-5145. To discuss the development of a customized training program, contact the president of SCUPSO, W. Martin Wiseman, Director, Stennis Institute of Government, Mississippi State University, 601-325-3328.

• (bench, evaluate, manage, measure, mfr, plan, state)
  Measure by Measure: Benchmarking and Performance Measurement in the South - Public Sector Accountability Literature Review. Research Triangle Park: January 1995.

  This review samples literature on strategic planning, total quality management, program evaluation, organizational change, benchmarking, and performance measurement. The entry for each source includes an overview of the information provided, a description of the method used to obtain or develop the recommendations or conclusions, and a concise profile of the lessons learned and described in each source. By reviewing nearly 50 sources and filtering out the key points and tools, the Southern Growth Policies Board helps policymakers cut through the complexity of designing comprehensive systems that lead to long-term accountability in government. Copies of this publication are available for $15 from: Southern Growth Policies Board, P.O. Box 12293, Research Triangle Park, NC 27709, 919-941-5145 (phone) or 919-941-5594 (fax).

State Governments

ARIZONA

• (measure, plan, state)
  Governor's Office of Strategic Planning and Budgeting and Governor's Office for Excellence in Government. Managing for Results: Strategic Planning and Performance Measurement Handbook. State of Arizona, June 1994.

  This manual, which is based on an earlier version of Louisiana's Manageware, describes Arizona's management processes for strategic planning and performance measurement. The manual, which was developed to help state agencies comply with the requirements of the Arizona Budget Reform Act of 1993, provides step-by-step instructions for strategic planning and performance measurement. To order a copy, contact Peggy O'Sullivan-Kachel, Strategic Planning Coordinator, at 602-542-5381.

• (evaluate, report, state) Governor's Office of Strategic Planning and Budgeting and Joint Legislative Budget Committee Staff. Program Authorization Review: 1997 Legislative Session Self Assessment Guidelines. State of Arizona, November 1995.

  This publication describes the guidelines for self-assessments required for periodic Program Authorization Reviews established in the Arizona Budget Reform Act of 1993. These reviews are to become part of the annual budget process and result in decisions to retain, eliminate or modify particular state government programs. Contact Peggy O'Sullivan-Kachel, Strategic Planning Coordinator, at 602-542-5381.

COLORADO

• (bench, measure, report, state)
  Joint Budget Committee Staff and Office of State Planning and Budgeting. Performance Budgeting: Joint Staff Report. State of Colorado, September 1995.

  This report is the result of a study of performance budgeting practices in Colorado and 10 other states. The report includes a matrix comparing state experiences with performance budgeting, a set of options for implementation of performance budgeting for the General Assembly and governor to consider, and fiscal impact estimates for a performance budgeting pilot project. Contact Mike Trevithick, Colorado Joint Budget Committee Staff, 303-866-2061.

LOUISIANA

• (mfr, state)
  Office of Planning and Budget, Division of Administration. MANAGEWARE: A Practical Guide to Managing for Results. State of Louisiana, January 1996.

  MANAGEWARE describes Louisiana's management processes for policy development, strategic and operational planning and budgeting using the program budgeting approach, capital outlay planning and budgeting, and accountability. The guide contains a chapter on each of the major state management processes. Each chapter provides basic information (definitions, procedures, and guidelines) as well as sources of help and references to books and materials. Step-by-step instructions are provided for most management processes and tools. A glossary and list of sources are also provided. Contact Carolyn S. Lane at 504-342-7410 (phone) or e-mail clane@clane.doa.state.la.us

OREGON

• (bench, measure, reporting, state)
  Oregon Progress Board. Oregon Benchmarks, Standards for Measuring Statewide Progress and Institutional Performance.

  Issued biennially, Oregon Benchmarks are the measurable indicators the state uses to assess its progress toward broad strategic goals. In addition to providing information on more than 259 benchmarks in this report, the Oregon Progress Board reviews the state's strategic vision and core benchmarks that measure progress toward achieving that vision, describes critical trends that are shaping Oregon, and identifies urgent benchmarks that need to be refocused on the long-term vision. A 1994 recipient of the Innovations in Government Award presented by the Ford Foundation and Kennedy School of Government, the Oregon Benchmarks project is an excellent source for measures. To request a copy of the report, contact the Oregon Progress Board at 503-986-0039. This report can also be downloaded or reviewed on-line at the Oregon Progress Board Web site at http://www.ncn.com/~rilg/OPB

  For a succinct overview of Oregon Benchmarks, refer to the Winter 1995-96 issue of The Public Manager. In the article,
  "Performance Based Budgeting: Can It Really Be Done," Craig Holt, former chief information officer of the Oregon
  Department of Transportation, discusses the status of Oregon Benchmarks, key culture change events that have
  occurred, problems and/or opportunities that have been encountered, and what has worked well.

TEXAS

• (budget, measure, plan, state)
  Auditor's Office, the Legislative Budget Board, and the Governor's Office of Budget and Planning. Guide to Performance Measurement. The State of Texas, August 1995.

  This guide to performance measurement for state agencies explains the importance of performance measures within the strategic planning and budgeting cycle, identifies state leadership's expectations for management involvement with measures, provides information about measures, and details how agencies can establish internal controls in measurement systems so that they report accurate information. The guide is a how-to instruction book that identifies the steps to take in completing each component of the performance measurement process and provides helpful tips as well. It is divided into three main sections to provide tailored instructions to state agencies, universities, and health-related institutions. To request a copy of the guide, contact the State Auditor's Office at 512-479-4740.

  For an analysis of Texas's approach to agency management and legislative and gubernatorial decisionmaking,
  you may want to refer to the American Society for Public Administration case study, "Strategic Budgeting in
  Texas: A Systems Approach to Planning, Budgeting, and Performance Measurement." As it enters its third
  biennial cycle, this system has become firmly institutionalized. According to the case study, some recent
  refinements have been aimed at improving the use of performance data in decisionmaking, the reporting of
  performance data for accountability purposes, investment budgeting, and customer satisfaction assessment.
  Contact ASPA at 202-393-7878.

UTAH

• (local, measure, plan, report, state)
  Utah Tomorrow Strategic Planning Committee. Utah Tomorrow Strategic Plan: 1995 Annual Report.

  The Utah Tomorrow Strategic Plan is organized around 10 broad subject areas including economic development, culture, health and safety, and education. Under each subject area, the goals, objectives, and performance measures are reported. The Utah Tomorrow Strategic Planning Committee organized a cooperative effort with state agencies, departments, and local government to define, implement, and refine the goals, objectives, and performance measures presented and discussed with the legislature and the governor. Once adopted, these items set in place standards for agencies, local governments, the judiciary, and the legislature to use in policy and planning activities. To request of a copy of the Strategic Plan, contact the Office of Legislative Research and General Counsel at 801-538-1032.

• (bench, budget, customer, measure, plan, state)
  Barrett, Katherine, and Richard Greene. "State of the States 1995." Financial World 164(20), September 26, 1995, 36-60.

  In this article, Financial World ranks the 50 states according to their performance in three significant areas of management: financial management, managing for results, and infrastructure. A profile summarizing the key findings about each state's performance in these three areas is provided. With regard to managing for results, Financial World used answers to the following questions as criteria to determine a grade: What efforts has the state made to evaluate the efficiency and effectiveness of the services it delivers? Are there results-oriented measurements of programs? Are there surveys of citizen satisfaction? Does the state benchmark itself against other government entities? Does the state set long-term goals for itself and then compare those goals to the actual results? Are measurement systems having an impact on budgeting and management practices in the state? The state profiles, which include answers to these questions, are a useful way to learn how far along states are in managing for results.

• (measure, report, state)
  National Institute for Literacy. A Review of the Oregon and Texas Experience in Building Performance Measurement and Reporting Systems. Washington, DC: January 1995.

  This document is a publication of the Performance Measurement Reporting and Improvement System (PMRIS) Building Project of the National Institute for Literacy. While intended for use by states interested in developing performance measurement, reporting, and improvement systems for literacy, the guide is applicable to a much broader audience. The review provides a very keen assessment of two states known for leading the way in performance measurement and reporting. A set of recommendations and lessons learned are identified based on the experience of Texas and Oregon. The implications for developing a PMRIS and establishing data collection and reporting systems are also shared. To request a copy of this report, contact the National Institute for Literacy at 202-632-1500.

• (account, mfr, state)
  Harvard Family Research Project. Resource Guide of Results-Based Accountability Efforts: Profiles of Selected States. Cambridge, MA: Harvard University, September 1996.

  This Harvard Family Research Project (HFRP) publication describes the efforts of 18 states in planning and developing results-based accountability systems. It includes states that already have very comprehensive efforts and those that are now in the planning phase. Through document reviews and key interviews, the project developed descriptive profiles of state efforts. The primary focus of these profiles is on initiatives related to child and family services. Information on key contacts and information the state has developed is included in this resource guide. The states profiled are Arizona, Colorado, Connecticut, Florida, Georgia, Indiana, Iowa, Michigan, Minnesota, Missouri, North Carolina, Ohio, Oregon, Rhode Island, South Carolina, Utah, Vermont, and West Virginia. For ordering information, contact HFRP at 617-495-9108; or access the HFRP Web site at http://hugse1.harvard.educ/~hfrp/ (Upcoming issues of the HFRP newsletter, The Evaluation Exchange, which is also available on the HFRP Web site, will include information on lessons learned and other issues identified during the state reviews.)

FLORIDA, LOUISIANA, MINNESOTA, NORTH CAROLINA, OREGON, UTAH

U.S. Department of Defense

• (customer, measure)
  The DOD Performance Assessment Guide. Washington, DC: U.S. Department of Defense.

  This Defense Department performance guide, consisting of IBM compatible software and a user's manual, contains three stand-alone but integrated modules: The Quality and Productivity Self-Assessment Guide, Guide for Developing Performance Measures, and Guide for Measuring Customer Satisfaction. To request a free copy of these materials, contact 703-767-1252.

U.S. Department of Justice

• (federal, measure)
  DOJ Manager's Handbook On Developing Useful Performance Indicators. Washington, DC: US Department of Justice, April 1995.

  Designed for U.S. Department of Justice managers who are responsible for developing performance indicators for their programs, the handbook provides guidance on crafting meaningful performance measures as required by Government Performance and Results Act (GPRA), and is therefore relevant to a wider federal audience. The guide outlines 10 steps to developing useful performance indicators, offers performance measurement definitions, explains types of performance indicators, and provides an overview of GPRA. This handbook is accessible on the Internet at gopher://pula.financenet.gov:70/11/docs/post/perform

U.S. Department of the Treasury

• (federal, measure, plan,)
  Financial Management Service. Performance Measurement Guide. Washington, DC: U.S. Department of the Treasury, November 1993.

  This guide explains what performance measurement is, why it is useful, how to create performance indicators, and how to use performance measurement. The Financial Management Service (FMS) has defined five phases of a performance measurement process: (1) strategic planning, (2) creating indicators, ( 3) developing data measurement systems, (4) refining measures, and (5) integrating with management processes. Included in this guide are helpful hints, a list of tasks necessary to complete each phase in the process, and appendices of worksheets and examples to help in applying the process at your own organization. To obtain a copy of the guide, contact Nancy Fitzgerald, FMS, GPRA coordinator, at 202-874-6732.

• (budget, evaluate, federal, international, invest, local, plan, report, state)
  Internal Revenue Service. Best Practices: The IRS Research Project on Integrating Strategic Planning, Budgeting, Investment and Review. Washington, DC: U.S. Department of the Treasury, May 1996.

  In developing its strategic management process, the Internal Revenue Service sought to include the best practices in planning and budgeting used by local, state, and international governments and government-sponsored enterprises known for being in the forefront in performance budgeting and results-oriented management. The report explains the case for change at IRS; offers recommendations on why planning, budgeting, investment, and review processes should be integrated; and summarizes best practices information obtained in the study. To request a copy, contact Tom Brandt in the Office of Economic Analysis at 202-622-8211 (phone), or Tom_Brandt@cfomail.fin.irs.gov (email).

• (invest, mfr)
  Internal Revenue Service. Investment Justification Handbook. Washington, DC: U.S. Department of the Treasury, August 1996.

  This publication is the Internal Revenue Service's integrated handbook on general procedures and templates to initiate, analyze, manage, and decide on all major investments. The handbook was written to ensure that the costs, benefits, and returns on investment for major investment justification documents, such as business cases and economic analyses, are standardized and complete. To request a copy, contact Darren Ash in the Office of Economic Analysis at 202-622-8226 (phone), or Darren_Ash@cfomail.fin.irs.gov (e-mail).

U.S. General Accounting Office

• (federal, mfr, state)
  • Executive Guide: Effectively Implementing the Government Performance and Results Act. Washington, DC: GAO/GGD-96-118. June 1996.
  • Managing for Results: Achieving GPRA's Objectives Requires Strong Congressional Role. Washington, DC: GAO/T-GGD-96-79. March 6, 1996.
  • Managing for Results: Critical Actions for Measuring Performance. Washington, DC: GAO/T-GGD-AIMD-95-187. June 20, 1995.
  • Managing for Results: Experiences Abroad Suggest Insights for Federal Management Reforms. Washington, DC: GAO/GGD-95-120. May 2, 1995.
  • Managing for Results: State Experiences Provide Insights for Federal Management Reforms. Washington, DC: GAO/GGD-95-22. December 21, 1994.
  • Managing for Results: Status of the Government Performance and Results Act. Washington, DC: GAO/T-GGD-95-187. June 20, 1995.
  • Managing for Results: Steps for Strengthening Federal Management. Washington, DC: GAO/T-GGD/AIMD-95-158. May 9, 1995.
  • Performance Budgeting: State Experiences and Implications for the Federal Government. Washington, DC: GAO/AFMD-93-4. February 17, 1993.

U.S. Office of Management and Budget

• (federal, measure, mfr, plan)
  Since passage of the Government Performance and Results Act (GPRA) of 1993, the U.S. Office of Management and Budget (OMB) worked with federal agencies to integrate GPRA requirements into existing program management and budget processes. OMB has issued specific guidance to agencies on strategic plans, performance plans, performance reporting, and more. A sampling of these materials follows.
  • "OMB Circular A-11." This publication conveys basic instructions for preparing the President's budget.
  • "OMB Memorandum 95-05." March 8, 1995. This publication covers submission of FY 1996 performance plans.
  • "OMB Memorandum 95-19." September 14, 1995. This serves as a new Part II to OMB Circular A-11 and provides details on the preparation and submission of agency strategic plans to OMB and Congress as required by GPRA.
  • "OMB Memorandum 96-18." March 22, 1996. This memorandum covers the submission of program performance reports for FY 1995 by the designated performance measurement pilot project agencies under GPRA.
  • "OMB Memorandum 96-22." April 11, 1996. This memorandum describes more extensively the GPRA- related initiatives that are part of OMB's efforts to help departments and agencies improve program management, resource allocation, and accountability.
  • "OMB Primer on Performance Measurement." Revised February 28, 1995. This publication defines several measurement terms, outlines areas or functions where performance measurement may be difficult, and provides examples of different types of performance measures.

Accessing OMB Documents Electronically

Government Performance and Results Act related information is available on the FedWorld Online
Computer System of the National Technical Information Service (NTIS). Files available for downloading
include: P.L. 103-62, The Government Performance and Results Act and Committee Report; Draft
Implementation Plan and fact sheets summarizing the act's requirements; and correspondence from
the Office of Management and Budget to federal agencies regarding implementation of the act. Reports,
articles, and studies from various sources, including the General Accounting Office, the Congressional
Budget Office, and federal agencies, are also available. FedWorld is a free service offered by NTIS
that can be accessed via modem by dialing 703-321-8020 or via Internet using Fedworld.Gov as a
telnet or FTP address ftp://ftp.fedworld.gov/pub/results/. The files described above are in the
"RESULTS" library. While in the "RESULTS" library, be sure to consult the publication, CFO Role
in GPRA Implementation. Its bibliography of key publications cites more than 20 items from OMB
that offer guidance in implementing GPRA.

Another Internet location that contains the "OMB Primer on Performance Measurement," the
Department of Justice Performance Measures Guide, and other GPRA related publications can be found
at gopher://pula.financenet.gov:70/11/docs/post/perform

The Urban Institute

• (customer, evaluate, federal, local, measure, mfr, state) A number of Urban Institute staff reports and publications on performance measurement and program evaluation are available covering all areas of government including public safety, transportation, education, the environment, and health and social services. Listed below is a sampling of these publications. For a complete listing, contact the Public Management Program at the Urban Institute at 202-857-8605.

  The following resources are excerpted from a listing of selected reports and publications on performance measurement and program evaluation obtained from the Urban Institute Public Management Program, April 1996.

  • Hatry, Harry, Gerhart, and Martha Marshall. "Eleven Ways to Make Performance Measurement More Useful to Public Managers." Public Management 76(9), September 1994, S15-S18.
  • Wholey, Joseph and Harry Hatry. "The Case for Performance Monitoring." Public Administration Review 52(6), November/December 1992, 604-610.
  • Hatry, Harry P., Morley, Barbour and Pajunen. Excellence in Managing. Washington, DC: The Urban Institute Press, 1991.
  • Wye, Christopher G. and Harry Hatry, eds. "Timely, Low-Cost Evaluation in the Public Sector." New Directions for Program Evaluation. San Francisco: Jossey-Bass, Summer 1988.
  • Van Houten and Harry Hatry. How to Conduct a Citizen Survey. Planning Advisory Service Report Number 404, Chicago: American Planning Association, November 1987.
  • The Urban Institute. Performance Measurement A Guide for Local Elected Officials. Washington, DC, December 1980.
  • Hatry, Harry P. et al. How Effective Are Your Community Services? Procedures for Monitoring the Effectiveness of Municipal Services. 2nd ed. Washington, DC: The Urban Institute, 1992.
  • Hatry, Harry P. and Jay Fountain. Service Efforts and Accomplishments Reporting: Its Time Has Come: An Overview. Norwalk, CT: Governmental Accounting Standards Board, 1990.
  • Burt. Measuring Prison Results: Ways to Monitor and Evaluate Corrections Performance. Washington, DC: National Institute of Justice, June 1981.
  • The Urban Institute Press. Administrator's Guide to Social Service Client Outcome Monitoring. Washington, DC: 1981.
  • Hatry, Harry and Millar, et al. Developing Client Outcome Monitoring Systems: A Guide for State and Local Social Service Agencies. Washington, DC: The Urban Institute Press, 1981.
  • Koss et al. Social Services: What Happens to the Clients? Washington, DC: The Urban Institute Press, December 1979.
  • Hatry, Harry and Schainblatt. Mental Health Services: What Happens to the Clients? Washington, DC: The Urban Institute Press, 1979.
  • Fall, Singer, Linger and Harry Hatry. Monitoring the Outcomes of Economic Development Programs: A Manual. Washington, DC: The Urban Institute Press, 1990.
  • Hatry, Harry, Fountain, Jay and Alexander. Elementary and Secondary Education: Reporting of Service Efforts and Accomplishments Information. Norwalk, CT: The Governmental Accounting Standards Board, 1989.
  • Blaine, E., Hatry, Harry, Rossman, Shelli and Liner. Measuring Progress of Estuary Programs: A Manual. Washington, DC: U.S. Environmental Protection Agency, Office of Water, 842-B-94-009, November 1994.
  • Blaine, E., Hatry, Harry, Rossman, Shelli and Liner. Measuring Progress of Estuary Programs: Highlights. Washington, U.S. Environmental Protection Agency, Office of Water, 842-B-94-008, November 1994.