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Table Of Contents

Author’s Note
From Theory to Practice
The Issues on the Ground
From Practice to Theory
Organization of the Report
Making the Case for Performance Management
“The Public Sector Is Different”
“GPRA? Never Heard of It”
“It’s Not My Responsibility”
“We’ve Got It Covered”
“Our Program Is a Drop in the Bucket”
“My Boss Isn’t Interested”
Designing Performance Indicators
“Our Program Is Different”
“We Don’t Have the Data”
“We Can’t Find a Valid Measure of Performance”
“We Have No Control Over Outcomes”
“No One Wants to Do Crosscutting Measures”
“Our Outcomes Take Years to Achieve”
“Our Data Are a Mess”
“Our Data Are in Narrative Form”
Aligning Performance Processes
“Someone Else Does That”
“Our Budget Account Structure Is a Mess”
“We Have No Control Over That”
“We Don’t Have Unit-Cost Data”
“Everyone Wants the Existing Account Structure”
“Our GPRA Plan Is Not Our Operating Plan”
“We Don’t Have Control Over Grantees”
“There Is No Way to Include Overhead Expenses”
Using Performance Information
“What’s the Use? Decisions Are Political”
“No One Uses Indicators Anyway”: Part I
“No One Uses Indicators Anyway”: Part II
“No One Uses Indicators Anyway”: Part III
“Our Data Are on the Wrong Cycle”
“Our Organizational Structure Impedes Use”
Communicating Performance Information
“No One Here Gets It”
“We Don’t Have Money for New Reports”
“Whom Would We Communicate To?”
“No One Will Understand”
“But We Didn’t Meet Our Goal”
“What Would We Say?”
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National Institutes of Health: Wye Report

National Institutes of Health: Wye Report

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Published by NIH

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Published by: NIH on Jan 19, 2008
Copyright:Attribution Non-commercial


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