Overview

As performance management has evolved, it has encompassed many different tools and approaches including measurement, data analysis, evidence-based management, process improvement, research and evaluation. In the past, many of the efforts to improve performance in government have been fragmented, separated into silos and labeled with a variety of different names including performance-based budgeting, performance-informed management, managing for results and so on. Making Government Work: The Promises and Pitfalls of Performance-Informed Management by Katherine Barrett and Rich Greene is loaded with dozens of stories of what practitioners are currently working on—what’s working and what’s not. The benefits are ample, so are the challenges. This book describes both, along with practical steps taken by practitioners to make government work better. Readers will discover that while the authors strive to meet the documentation standards of carefully vetted academic papers, the approach they take is journalistic. Over the last year, Barrett and Greene talked to scores of state and local officials, as well as academics and other national experts to find out how performance management tools and approaches have changed, and what is coming in the near-term future. Performance management has been in a state of evolution for decades now, and so Barrett and Greene have endeavored to capture the state of the world as it is today. By detailing both the challenges and conquests of performance management in Making Government Work: The Promises and Pitfalls of Performance-Informed Management, Barrett and Greene insure readers will find the kind of balanced information that is helpful to both academics and practitioners—and that can move the field forward.

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9781538125670

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Reviews

B & G have done it again! Drawing on their deep historical knowledge, encyclopedic network of experts, and keen reporter's skill at telling a story, Barrett and Greene have assembled a practical book useful for both students and practitioners about the promises and pitfalls of organizational performance management. Reading more like a set of articles, this book is filled with real-life anecdotes and hard-earned wisdom. They provide nuanced insights to anyone just starting a performance program or those hoping to up their game to the next level. Especially relevant is how they observe evolution in the widely adopted Stat model, something that few others have recognized or documented.--Michael Jacobson, Deputy Director, Performance and Strategy at King County Office of Performance Having covered state and local governments for decades as journalists, Katherine Barrett and Richard Greene are keen observers and storytellers at heart. They know what makes states and localities tick. In this book they use their skills and insights to blend the human and technical elements of performance management in a way that makes it compelling and convincing for both beginners and veterans in the field.--John M. Kamensky, Senior Fellow, IBM Center for The Business of Government, Former Deputy Director, National Partnership for Reinventing Government A much-needed complement to the scholarly research on public sector performance management, The Promises and Pitfalls of Performance-Informed Management presents an insightful look at what happens when managers implement performance management in the public sector--and as a bonus, includes guidance and advice on the next steps for every public performance management program.--Deborah L. Kerr, Professor, Texas A&M University Over the last three decades, no journalists have done more to document state and local government efforts to improve public sector performance than Barrett and Greene. This volume offers practical examples and sharp-eyed insights into the practice of performance management.--Donald Moynihan, McCourt Chair at the McCourt School of Public Policy, Georgetown University This book takes a closer look at the reasons why it is so difficult for government to develop meaningful performance measures, and to make informed management and budgeting decisions. The book acknowledges the challenges and provides lessons on how to ensure performance management is not just a 'feel-good' or 'check-the-box' exercise.--Alexandra Fercak, City of Portland Auditor There simply isn't a more accessible or insightful book about the challenges about making government work. This lively volume, chock full of rich cases, will be an invaluable tool for practitioners and students who want to know how best to improve government performance--and to learn from those who have paved the road to better results. There aren't better observers than Barrett and Greene, and it would be impossible to find a sharper book on this important issue.--Donald F. Kettl, Sid Richardson Professor, LBJ School, University of Texas at Austin Making Government Work is a must read for policymakers and program managers alike. Through many interviews and case studies, Barrett and Greene provide a ringside view of the state of performance management in government. Their detailed account of the bumpy road state and local governments continue to travel gives an insight into the do's and don'ts of performance management.--Rakesh Mohan, Director, Office of Performance Evaluations, Idaho Legislature

The Promises and Pitfalls of Performance-Informed Management offers many examples of performance management exemplars and miscues, and does so in a readable relatable style that will appeal primarily to practitioners. The book's coverage of the topic is wide-ranging, if occasionally thin in detail. This book could prove interesting for a classroom environment, as it is replete with points that could offer opportunities for discussion and debate.--International Journal of Public Administration Barrett and Greene take a journalistic approach to assessing the state of performance improvement efforts, building on years of work on the Government Performance Project and as columnists at Governing magazine. The result is a readable and timely set of stories--both laudatory and cautionary--about the contemporary landscape. Each chapter includes specific case studies of on-the-ground initiatives.--Route Fifty Making Government Work is a must read for policymakers and program managers alike. Through many interviews and case studies, Barrett and Greene provide a ringside view of the state of performance management in government. Their detailed account of the bumpy road state and local governments continue to travel gives an insight into the do's and don'ts of performance management.--Rakesh Mohan, Director, Office of Performance Evaluations, Idaho Legislature A much-needed complement to the scholarly research on public sector performance management, The Promises and Pitfalls of Performance-Informed Management presents an insightful look at what happens when managers implement performance management in the public sector--and as a bonus, includes guidance and advice on the next steps for every public performance management program.--Deborah L. Kerr, Professor, Texas A&M University B & G have done it again! Drawing on their deep historical knowledge, encyclopedic network of experts, and keen reporter's skill at telling a story, Barrett and Greene have assembled a practical book useful for both students and practitioners about the promises and pitfalls of organizational performance management. Reading more like a set of articles, this book is filled with real-life anecdotes and hard-earned wisdom. They provide nuanced insights to anyone just starting a performance program or those hoping to up their game to the next level. Especially relevant is how they observe evolution in the widely adopted Stat model, something that few others have recognized or documented.--Michael Jacobson, Deputy Director, Performance and Strategy at King County Office of Performance Having covered state and local governments for decades as journalists, Katherine Barrett and Richard Greene are keen observers and storytellers at heart. They know what makes states and localities tick. In this book they use their skills and insights to blend the human and technical elements of performance management in a way that makes it compelling and convincing for both beginners and veterans in the field.--John M. Kamensky, Senior Fellow, IBM Center for The Business of Government, Former Deputy Director, National Partnership for Reinventing Government Over the last three decades, no journalists have done more to document state and local government efforts to improve public sector performance than Barrett and Greene. This volume offers practical examples and sharp-eyed insights into the practice of performance management.--Donald Moynihan, McCourt Chair at the McCourt School of Public Policy, Georgetown University There simply isn't a more accessible or insightful book about the challenges about making government work. This lively volume, chock full of rich cases, will be an invaluable tool for practitioners and students who want to know how best to improve government performance--and to learn from those who have paved the road to better results. There aren't better observers than Barrett and Greene, and it would be impossible to find a sharper book on this important issue.--Donald F. Kettl, Sid Richardson Professor, LBJ School, University of Texas at Austin This book takes a closer look at the reasons why it is so difficult for government to develop meaningful performance measures, and to make informed management and budgeting decisions. The book acknowledges the challenges and provides lessons on how to ensure performance management is not just a 'feel-good' or 'check-the-box' exercise.--Alexandra Fercak, City of Portland Auditor

Making Government Work is a must read for policymakers and program managers alike. Through many interviews and case studies, Barrett and Greene provide a ringside view of the state of performance management in government. Their detailed account of the bumpy road state and local governments continue to travel gives an insight into the do's and don'ts of performance management.--Rakesh Mohan, Director, Office of Performance Evaluations, Idaho Legislature A much-needed complement to the scholarly research on public sector performance management, The Promises and Pitfalls of Performance-Informed Management presents an insightful look at what happens when managers implement performance management in the public sector--and as a bonus, includes guidance and advice on the next steps for every public performance management program.--Deborah L. Kerr, Professor, Texas A&M University B & G have done it again! Drawing on their deep historical knowledge, encyclopedic network of experts, and keen reporter's skill at telling a story, Barrett and Greene have assembled a practical book useful for both students and practitioners about the promises and pitfalls of organizational performance management. Reading more like a set of articles, this book is filled with real-life anecdotes and hard-earned wisdom. They provide nuanced insights to anyone just starting a performance program or those hoping to up their game to the next level. Especially relevant is how they observe evolution in the widely adopted Stat model, something that few others have recognized or documented.--Michael Jacobson, Deputy Director, Performance and Strategy at King County Office of Performance Having covered state and local governments for decades as journalists, Katherine Barrett and Richard Greene are keen observers and storytellers at heart. They know what makes states and localities tick. In this book they use their skills and insights to blend the human and technical elements of performance management in a way that makes it compelling and convincing for both beginners and veterans in the field.--John M. Kamensky, Senior Fellow, IBM Center for The Business of Government, Former Deputy Director, National Partnership for Reinventing Government Over the last three decades, no journalists have done more to document state and local government efforts to improve public sector performance than Barrett and Greene. This volume offers practical examples and sharp-eyed insights into the practice of performance management.--Donald Moynihan, McCourt Chair at the McCourt School of Public Policy, Georgetown University There simply isn't a more accessible or insightful book about the challenges about making government work. This lively volume, chock full of rich cases, will be an invaluable tool for practitioners and students who want to know how best to improve government performance--and to learn from those who have paved the road to better results. There aren't better observers than Barrett and Greene, and it would be impossible to find a sharper book on this important issue.--Donald F. Kettl, Sid Richardson Professor, LBJ School, University of Texas at Austin This book takes a closer look at the reasons why it is so difficult for government to develop meaningful performance measures, and to make informed management and budgeting decisions. The book acknowledges the challenges and provides lessons on how to ensure performance management is not just a 'feel-good' or 'check-the-box' exercise.--Alexandra Fercak, City of Portland Auditor

B & G have done it again! Drawing on their deep historical knowledge, encyclopedic network of experts, and keen reporter's skill at telling a story, Barrett and Greene have assembled a practical book useful for both students and practitioners about the promises and pitfalls of organizational performance management. Reading more like a set of articles, this book is filled with real-life anecdotes and hard-earned wisdom. They provide nuanced insights to anyone just starting a performance program or those hoping to up their game to the next level. Especially relevant is how they observe evolution in the widely adopted Stat model, something that few others have recognized or documented.--Michael Jacobson, Deputy Director, Performance and Strategy at King County Office of Performance Having covered state and local governments for decades as journalists, Katherine Barrett and Richard Greene are keen observers and storytellers at heart. They know what makes states and localities tick. In this book they use their skills and insights to blend the human and technical elements of performance management in a way that makes it compelling and convincing for both beginners and veterans in the field.--John M. Kamensky, Senior Fellow, IBM Center for The Business of Government, Former Deputy Director, National Partnership for Reinventing Government A much-needed complement to the scholarly research on public sector performance management, The Promises and Pitfalls of Performance-Informed Management presents an insightful look at what happens when managers implement performance management in the public sector--and as a bonus, includes guidance and advice on the next steps for every public performance management program.--Deborah L. Kerr, Professor, Texas A&M University Over the last three decades, no journalists have done more to document state and local government efforts to improve public sector performance than Barrett and Greene. This volume offers practical examples and sharp-eyed insights into the practice of performance management.--Donald Moynihan, McCourt Chair at the McCourt School of Public Policy, Georgetown University This book takes a closer look at the reasons why it is so difficult for government to develop meaningful performance measures, and to make informed management and budgeting decisions. The book acknowledges the challenges and provides lessons on how to ensure performance management is not just a 'feel-good' or 'check-the-box' exercise.--Alexandra Fercak, City of Portland Auditor There simply isn't a more accessible or insightful book about the challenges about making government work. This lively volume, chock full of rich cases, will be an invaluable tool for practitioners and students who want to know how best to improve government performance--and to learn from those who have paved the road to better results. There aren't better observers than Barrett and Greene, and it would be impossible to find a sharper book on this important issue.--Donald F. Kettl, Sid Richardson Professor, LBJ School, University of Texas at Austin

Author Information

Described by Peter Harkness, founder of Governing magazine, as ""by far the most experienced journalists in the country covering public performance,"" Katherine Barrett and Richard Greene are special project consultants to the Volcker Alliance, senior fellows with the Council of State Governments, senior fellows at the Fels Institute of Government at the University of Pennsylvania, external advisors at the Government Finance Research Center, and fellows in the National Academy of Public Administration. They founded the Government Performance Project, which was funded for more than a decade by The Pew Charitable Trusts and which evaluated performance measurement and other management systems in all 50 states, on a biannual basis, as well as in cities and counties on several occasions. In addition, Richard Greene has been named chair of The Center for Accountability and Performance at the American Society for Public Administration (ASPA). They are also management columnists and write occasional major features for Governing magazine. They are senior fellows at the Governing Institute.

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