Cover

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Frontmatter

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Contents

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pp. v-vi

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Preface

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pp. vii-ix

The data and other information reported in this book were collected by the Government Performance Project in the years it was located at the Maxwell School of Citizenship and Public Affairs, Syracuse University. The project was funded by The Pew Charitable Trusts. The current iteration of the Government...

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Chapter 1. Studying State and Local Management Systems: Why We Need to Do It

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pp. 1-14

State and local governments in the United States are, in many ways, the bedrock of American democracy. They deliver most of the services citizens see every day: garbage collection, road maintenance, bus and other transportation services, libraries, and police and fire protection. They play...

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Chapter 2. Putting Money Where the Need Is: Managing the Finances of State and Local Governments

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pp. 15-56

The Government Performance Project proposition that there is a link between management capacity and managerial performance clearly applies to financial management. Survey results from state and local governments provide solid evidence of the validity of the model; further assessment of...

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Chapter 3. Underpinning Government: Capital and Infrastructure Management in State and Local Government

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p. 57

Service demands and the level of government spending on capital projects necessitate a good capital management system. In the 2000 fiscal year, direct expenditures on capital outlays by state and local governments amounted to $217 billion, or $771.31 per capita.1 Over the past two decades, ...

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Chapter 4. Government’s Largest Investment: Human Resource Management in States, Counties, and Cities

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pp. 82-116

Effective human resource management is one of the more important management components in creating and maintaining an effective and efficient government operation. Recent research in the private sector demonstrates a link between coherent and strategic HRM practices and organizational...

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Chapter 5. The Performance Challenge: Information Technology Management in States, Counties, and Cities

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pp. 117-150

Information technology has become central to government operations. Governments are largely service oriented, and service activities depend increasingly on the quality, accuracy, and timeliness of information. Information technology systems not only support substantive activities of government...

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Chapter 6. The Reality of Results: Managing for Results in State and Local Government

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pp. 151-177

This chapter marshals evidence from the Government Performance Project to examine the progress and challenges in implementing managing-for-results systems in state and local governments. These findings confirm the current popularity of results-based reform, despite the apparent failure of...

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Chapter 7. Integration of Management Systems in State and Local Government

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pp. 178-194

Traditionally, government management systems have been adopted singly and incrementally, creating insular sets, each with its own rules, regulations, and perceptions of effective performance. One blatant example is the resulting failure—or inability—to account for public personnel in agency...

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Chapter 8. Learning to Build Capacity: Applying the GPP Model to Other Governments

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pp. 195-211

The Government Performance Project offered public officials an academic perspective on capacity building with practical applications. Originally, the GPP was designed to leave the most prevalent bodies of government— municipalities and townships—unaddressed owing to constraints on staffing, ...

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Chapter 9. Counting the Ways Management Matters to Performance

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pp. 212-231

Understanding state and local government management practices is a complex undertaking. Putting those practices in the context of government performance is even more difficult. For elected officials, citizens, and students of government, it may be hard to see the links between better...

Appendix A: The Analytical Model for the GPP

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p. 233

Appendix B: Criteria Used by GPP Analysts

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pp. 235-236

Appendix C: Governments Evaluated by the GPP

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pp. 237-241

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List of Contributors

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pp. 243-246

Donna Dufner is an associate professor of the College of Information Science and Technology at the University of Nebraska, Omaha. She holds a PhD in management (computer and information science) from Rutgers University; an MS in computer and information science from the New Jersey...

Index

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pp. 247-256