Long before "reinventing government" came into vogue, the Urban Institute pioneered methods for government and human services agencies to measure the performance of their programs. This book synthesizes more than two decades of Harry Hatry's pioneering work on performance measurement into a comprehensive guide. The author explains every component of the process, from identifying the program's mission, objectives, customers, and trackable outcomes to finding the best indicators for each outcome, the sources of data, and how to collect them. He covers the selection of indicator breakouts and benchmarks for comparisons to actual values and suggests a number of uses for performance information. Joseph Wholey contributes a chapter on maintaining the quality of the performance measurement process.
--This text refers to an alternate
Paperback
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Book Description
Editorial Reviews
Review
Harry Hatry's new book is, quite simply, a must-read for anyone working to measure performance -- novices and old hands alike. Filled with examples, checklists, and suggestions, it explains every step in the process in a readable, practical style. I recommend it highly. -- Michael Hendricks, Independent Consultant
Hatry shares his encyclopedic knowledge of performance measurement in this complete and thoughtful volume. Agencies at the federal, state, and local level will find a wealth of information here. -- Michael W. Lawson, Director, ICMA Center for Performance Measurement
Why do we need performance measurement in public programs? Because without it, no reform works well. Performance measurement is inextricably linked to every major theme in public administration today, from citizen empowerment to managing for results and community building. Those of us who have been pursuing performance measurement for a long time recognize Harry Hatry as the master of the craft. His new book, Performance Measurement: Getting Results, is welcome indeed, for it fills a void in today's literature. For the practitioner, it is a handbook for implementing performance measurement, and for the academic, it is the first comprehensive textbook in this important area of public administration. It is also written in Mr. Hatry's well-recognized style: well-organized, no glitz, just nitty-gritty practical advice about what works and what doesn't. -- Mark Funkhouser, City Auditor, Kansas City, Missouri --This text refers to an alternate Paperback edition.
Hatry shares his encyclopedic knowledge of performance measurement in this complete and thoughtful volume. Agencies at the federal, state, and local level will find a wealth of information here. -- Michael W. Lawson, Director, ICMA Center for Performance Measurement
Why do we need performance measurement in public programs? Because without it, no reform works well. Performance measurement is inextricably linked to every major theme in public administration today, from citizen empowerment to managing for results and community building. Those of us who have been pursuing performance measurement for a long time recognize Harry Hatry as the master of the craft. His new book, Performance Measurement: Getting Results, is welcome indeed, for it fills a void in today's literature. For the practitioner, it is a handbook for implementing performance measurement, and for the academic, it is the first comprehensive textbook in this important area of public administration. It is also written in Mr. Hatry's well-recognized style: well-organized, no glitz, just nitty-gritty practical advice about what works and what doesn't. -- Mark Funkhouser, City Auditor, Kansas City, Missouri --This text refers to an alternate Paperback edition.
About the Author
Harry Hatry is a principal research associate at the Urban Institute in Washington, D.C., where he is the director of the Institute's Public Management Program. Since the early 1970s, he has been a leader in developing procedures that allow nonprofit organizations and federal, state, and local government agencies to track how well they are performing their services. In recent years, he has also worked to improve performance measurement and management in other countries. He has authored or co-authored numerous books, reports, and articles describing performance measurement procedures, including publications for the U.S. Departments of Education and Justice, the International City Management Association, and United Way of America. He has received awards relating to his work in performance measurement and evaluation from a number of organizations, including the American Society for Public Administration and the National Academy of Public Administration.
--This text refers to an alternate
Paperback
edition.
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