Performance measurement is a very timely topic in the public and nonprofit sectors of the United States and in many countries around the world. Executive and legislative initiatives have required public managers to identify performance measures, set performance targets, and report on their progress toward meeting performance goals. Funders have similarly asked nonprofits to show results for the support provided them. Program managers and budget officers have eagerly sought help in designing performance measurement strategies and systems. Program evaluators can enhance current performance measurement efforts by bringing stakeholders together to clarify program goals and determine how best to report results.This volume critically reviews current design and use of performance measurement in public and nonprofit programs. The authors describe the context surrounding design and implementation of performance measurement systems, discuss best practices in performance measurement, and provide examples of the use of performance measurement in all levels of government and the nonprofit sector. This is the 75th issue of the quarterly journal New Directions for Evaluation.
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From the Inside Flap
Performance measurement is a very timely topic in the public and nonprofit sectors of the United States and in many countries around the world. Executive and legislative initiatives have required public managers to identify performance measures, set performance targets, and report on their progress toward meeting performance goals. Funders have similarly asked nonprofits to show results for the support provided them. Program managers and budget officers have eagerly sought help in designing performance measurement strategies and systems. Program evaluators can enhance current performance measurement efforts by bringing stakeholders together to clarify program goals and determine how best to report results. This volume of New Directions for Evaluation critically reviews current design and use of performance measurement in public and nonprofit programs. The authors describe the context surrounding design and implementation of performance measurement systems, discuss best practices in performance measurement, and provide examples of the use of performance measurement in all levels of government and the nonprofit sector. This is the 75th issue of the quarterly journal New Directions for Evaluation. For more information on the series, please see the Journals and Periodicals section.
From the Back Cover
Performance measurement is a very timely topic in the public and nonprofit sectors of the United States and in many countries around the world. Executive and legislative initiatives have required public managers to identify performance measures, set performance targets, and report on their progress toward meeting performance goals. Funders have similarly asked nonprofits to show results for the support provided them. Program managers and budget officers have eagerly sought help in designing performance measurement strategies and systems. Program evaluators can enhance current performance measurement efforts by bringing stakeholders together to clarify program goals and determine how best to report results. This volume of New Directions for Evaluation critically reviews current design and use of performance measurement in public and nonprofit programs. The authors describe the context surrounding design and implementation of performance measurement systems, discuss best practices in performance measurement, and provide examples of the use of performance measurement in all levels of government and the nonprofit sector. This is the 75th issue of the quarterly journal New Directions for Evaluation. For more information on the series, please see the Journals and Periodicals section.
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Slouching Toward Managerialism,
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This review is from: Using Performance Measurement to Improve Public and Nonprofit Programs: New Directions for Evaluation (J-B PE Single Issue (Program) Evaluation) (Paperback)
It is ironic to me how nonprofits are using the harmful methods of the profit sector to assess their own achievements. Even now with more and more focus on patient centered medicine and student centered education and flex time in the work force it seems regressive that nonprofits choose quantitative measure that dehumanize the people they serve when alternatives are available. So though this book is practical in helping nonprofits appear more business like by providing them simple value neutral models for measuring their outcomes these methods are superficial and make me think of how the Borg on Star Trek might assess their ways of assimilating people.
The book also begs the question why are staff at nonprofits are untrained in developing methods for evaluating what they do. Here is the externalism problem magnified by a belief in measurements that are unnatural and are not holistic, other regarding. It would be better for executives to do what Heidegger calls gellasenheit with respect to how they effect people then das gestell. For the books models of measurement are Tayloresque, outdated and will not provide thorough feedback to staff to improve whjat they do in a way that is meaningful to people they serve.
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Inside This Book
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First Sentence:
A variety of initiatives undertaken by federal, state, and local elected officials during the last two decades have required that public managers provide evidence that their programs work. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
useful performance measurement systems, performance measurement training, performance measurement efforts, evaluation profession, outcome measurement system, operational customers, using performance measurement, using performance measures, program evaluators, government performance, performance budgeting, performance contracting, performance management system, nonprofit programs, evaluation utilization, outcome information Key Phrases - Capitalized Phrases (CAPs): (learn more)
General Accounting Office, United States, United Way of America, New York, New Zealand, Governmental Accounting Standards Board, National Academy of Public Administration, Coast Guard, Public Administration Review, San Francisco, Jossey-Bass Publishers, Congressional Budget Office, Government Printing Office, Oregon Progress Board, Practical Approach, Accreditation of Health Care Organizations, Accreditation of Rehabilitative Facilities, Big Brothers Big Sisters of America, Child Welfare League of America, Governmental Affairs, Handbook of Practical Program Evaluation, National Performance Review, Prince William County, Federal Budget Process, Goodwill Industries International New!
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Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
A variety of initiatives undertaken by federal, state, and local elected officials during the last two decades have required that public managers provide evidence that their programs work. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
useful performance measurement systems, performance measurement training, performance measurement efforts, evaluation profession, outcome measurement system, operational customers, using performance measurement, using performance measures, program evaluators, government performance, performance budgeting, performance contracting, performance management system, nonprofit programs, evaluation utilization, outcome information Key Phrases - Capitalized Phrases (CAPs): (learn more)
General Accounting Office, United States, United Way of America, New York, New Zealand, Governmental Accounting Standards Board, National Academy of Public Administration, Coast Guard, Public Administration Review, San Francisco, Jossey-Bass Publishers, Congressional Budget Office, Government Printing Office, Oregon Progress Board, Practical Approach, Accreditation of Health Care Organizations, Accreditation of Rehabilitative Facilities, Big Brothers Big Sisters of America, Child Welfare League of America, Governmental Affairs, Handbook of Practical Program Evaluation, National Performance Review, Prince William County, Federal Budget Process, Goodwill Industries International New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 46
books:
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6
books
cite this book:
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- Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (Plume) by David Osborne on page 61, and page 90
- Handbook of Practical Program Evaluation (Essential Texts for Nonprofit and Public Leadership and Mana) by Joseph S. Wholey on page 13, and page 98
- Critically Evaluating the Role of Experiments (New Directions for Evaluation) by Conrad in Back Matter
- Preventing the Misuse of Evaluation (New Directions for Evaluation) by Carla J. Stevens in Back Matter
- Management Control in Nonprofit Organizations by Robert (Harvard Business School Anthony on page 60
See all 46 books this book cites
- Evaluation as a Democratic Process: Promoting Inclusion, Dialogue, and Deliberation: New Directions for Evaluation (J-B PE Single Issue (Program) Evaluation) by Katherine E. Ryan in Back Matter
- Feminist Evaluation: Explorations and Experiences: New Directions for Evaluation #96 by Denise Seigart in Back Matter
- Evaluation Models: New Directions for Evaluation (J-B PE Single Issue (Program) Evaluation) by Daniel L. Stufflebeam in Back Matter
- Progress and Future Directions in Evaluation: Perspectives on Theory, Practice, and Methods: New Directions for Evaluation (J-B PE Single Issue (Program) Evaluation) by Debra J. Rog in Back Matter
- The Expanding Scope of Evaluation Use (New Directions for Evaluation, 88) by Valerie J. Caracelli in Back Matter
See all 6 books citing this book
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