Performance Management and Budgeting: How Governments Can Learn from Experience (Transformational Trends in Governance and Democracy)

Performance Management and Budgeting......Page 4
Contents......Page 6
Foreword......Page 8
Acknowledgments......Page 14
Accountability for Results......Page 18
Learning from Experience......Page 19
How BPI Works......Page 20
A Short History of Performance Management and Budgeting......Page 22
Issues in This Volume......Page 27
Organization of the Book......Page 29
References......Page 32
Part 1. PART, PMA, BPI, and the Quest for Results......Page 34
2. Implementing OMB’s Program Assessment Rating Tool: Meeting the Challenges of Performance-Based Budgeting......Page 36
PART and Performance Budgeting......Page 38
The PART Process......Page 39
Challenge 1: Organizing for Success......Page 42
Challenge 2: Communicating Accomplishments......Page 44
Challenge 3: Overcoming Measurement Challenges......Page 45
Challenge 4: Linking Performance to Outcomes......Page 52
Challenge 5: Interpretation Challenges of Attributing Program Performance to Outcomes......Page 55
Conclusions......Page 56
Lessons Learned and Recommendations......Page 58
Recommendations to OMB......Page 61
Note......Page 62
References......Page 63
3. Linking Performance and Budgeting: Opportunities for Federal Executives......Page 64
A Comprehensive Framework for Linking Performanceand Budgeting......Page 65
Potential Uses of Performance-Informed Budgeting in the Federal Budget Process......Page 68
Budget Execution......Page 73
Audit and Evaluation......Page 78
Conclusions......Page 79
References......Page 80
4. PART and Performance Budgeting Effectiveness......Page 82
What Is PART?......Page 85
The Goal of Performance Budgeting......Page 86
Estimating the Impact of PART......Page 90
How Has PART Influenced Budget Proposals and Appropriations?......Page 93
Conclusion......Page 103
Notes......Page 104
References......Page 105
5. Performance Budgeting: Prospects for Sustainability......Page 107
GPRA: First Steps toward Performance Budgeting......Page 108
Placing GPRA in the Continuum of Performance Budgeting......Page 110
Reaching a New Plateau: The Dilemmas of Success......Page 113
Moving Along the Performance Budgeting Continuum: Risks and Rewards......Page 114
Reconceptualizing the Role of Performance Budgeting......Page 119
Conclusions......Page 126
References......Page 127
6. The Legacy of Federal Management Change: PART Repeats Familiar Problems......Page 129
Two Approaches......Page 130
This Volume Relies on the First Approach......Page 131
The Experience of PPBS and NPR......Page 133
The PART Experience......Page 137
What’s the Alternative?......Page 143
References......Page 146
Part 2. State and Local Government and Intergovernmental Contexts......Page 148
7. Performance Budgeting in Local Government......Page 150
Historical Overview......Page 151
Current Status of Performance Budgeting......Page 153
Cases of Performance Budgeting......Page 155
Organizational Capacity for Performance Budgeting......Page 159
Summary......Page 161
References......Page 162
8. The Context and Implications ofAdministrative Reform: The Charlotte Experience......Page 164
Overview of New Public Management......Page 165
Overview of the City of Charlotte......Page 167
Charlotte and New Public Management......Page 169
Charlotte’s Balanced Scorecard Experience......Page 174
Conclusion......Page 179
References......Page 180
The Local and State Role......Page 185
The Federal Role......Page 188
No Child Left Behind......Page 189
Conclusion......Page 190
References......Page 191
Federal Grants to State and Local Governments......Page 193
Sources of Tension......Page 194
Government-Wide Federal Requirements......Page 196
Monitoring Grant Performance in an Intergovernmental Context......Page 198
State and Local Governments Should Be Viewed as Part of the Solution......Page 201
Working with State and Local Governments to Improve Grant Performance......Page 203
References......Page 206
1. Overview of CDBG......Page 207
3. Issues in CDBG Performance Measurement Systems......Page 209
4. Issues in Measuring CDBG Outcomes and Impact......Page 212
5. Issues in Constructing Performance Indicators......Page 217
6. Conclusion......Page 220
References......Page 221
Part 3. The International Context......Page 222
12. OECD Countries’ Experiences of Performance Budgeting and Management: Lessons Learned......Page 224
What Does Performance Mean for Government?......Page 225
Performance Budgeting and Performance Management......Page 226
Country Approaches to Implementing Performance Budgeting and Management......Page 227
What Is the Current State of Play?......Page 228
Accountability to the Public......Page 232
Why Context Matters......Page 234
Limitations and Tensions......Page 238
Future Challenges......Page 241
Findings and Conclusion......Page 244
Note......Page 245
13. Institutionalizing Monitoring and Evaluation Systems in Five Latin American Countries: Argentina, Chile, Colombia, Costa Rica, and Uruguay......Page 246
Configuration of the M&E Function......Page 247
The M&E Systems’ Objectives and Origins......Page 248
Systems Implementation and Development......Page 250
M&E System Architecture......Page 254
Lessons Learned......Page 270
References......Page 276
Background......Page 277
Part I: Foreign Aid Reengineered......Page 278
Part II: MCC as a Government Corporation Assessed......Page 285
Notes......Page 287
References......Page 288
15. Reforming Accountability in the United States and the United Kingdom from Rule-Bound to Performance-Based Accountability: Case Studies of the Highways Agencies......Page 290
Performance-Based Accountability......Page 292
Reforms in the United States......Page 293
The United Kingdom......Page 298
Conclusion......Page 303
References......Page 304
Part 4. Tools for Performance Management and Budgeting......Page 306
Results-Based Budgeting: Widely Acclaimed, But Is Anyone Doing It?......Page 308
Key Issues in Results-Based Budgeting......Page 310
Steps for Examining Performance Information in Budget Reviews......Page 325
In Summary......Page 332
Notes......Page 333
1. In Many Policy Areas, Progress Is Thwarted by Government Interventions that Are Not Based on Rigorous Evidence, and Research that Is Not Scientifically Rigorous......Page 334
2. The Study Designs that Are Typically Used to Evaluate Government-Funded Interventions Often Produce Erroneous Conclusions......Page 337
3. Rigorous Evaluations Have Identified a Few Highly Effective Social Interventions, Suggesting that Policy Based on Such Findings Could Spark Rapid Progress......Page 339
4. The Fields of Medicine and Welfare Policy Show that the Funding and Effective Use of Rigorous Evaluations Can Produce Remarkable Advances......Page 340
References......Page 342
Additional Budget Information......Page 345
Institutional Reform......Page 350
References......Page 355
About the Editors and Contributors......Page 356
Index......Page 362