In this Book

In Pursuit of Performance
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summary
Based on five years of extensive research by the Government Performance Project, this volume offers a comprehensive analysis of how government managers and elected officials use management and management systems to improve performance. Drawing on data from across the nation, it examines the performance of state, county, and city governments between 1997 and 2002 within the framework of basic management systems: financial information, human resources, capital and infrastructure, and results evaluation. Key issues addressed: • How governments strategically select elements of management to emphasize the role of leadership • How those governments that aim to improve performance differ from those that do not • What “effective management” looks like Through this careful, in-depth investigation, the contributors conclude that the most effective governments are not those with the most resources, but those that use the resources available to them most carefully and strategically. In Pursuit of Performance is an invaluable tool for government leaders and the scholars who study them.

Table of Contents

  1. Cover
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  1. Frontmatter
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  1. Contents
  2. pp. v-vi
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  1. Preface
  2. pp. vii-ix
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  1. Chapter 1. Studying State and Local Management Systems: Why We Need to Do It
  2. pp. 1-14
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  1. Chapter 2. Putting Money Where the Need Is: Managing the Finances of State and Local Governments
  2. pp. 15-56
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  1. Chapter 3. Underpinning Government: Capital and Infrastructure Management in State and Local Government
  2. p. 57
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  1. Chapter 4. Government’s Largest Investment: Human Resource Management in States, Counties, and Cities
  2. pp. 82-116
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  1. Chapter 5. The Performance Challenge: Information Technology Management in States, Counties, and Cities
  2. pp. 117-150
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  1. Chapter 6. The Reality of Results: Managing for Results in State and Local Government
  2. pp. 151-177
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  1. Chapter 7. Integration of Management Systems in State and Local Government
  2. pp. 178-194
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  1. Chapter 8. Learning to Build Capacity: Applying the GPP Model to Other Governments
  2. pp. 195-211
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  1. Chapter 9. Counting the Ways Management Matters to Performance
  2. pp. 212-231
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  1. Appendix A: The Analytical Model for the GPP
  2. p. 233
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  1. Appendix B: Criteria Used by GPP Analysts
  2. pp. 235-236
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  1. Appendix C: Governments Evaluated by the GPP
  2. pp. 237-241
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  1. List of Contributors
  2. pp. 243-246
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  1. Index
  2. pp. 247-256
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