This publication is a practical guide for state and local managers and executives using performance measures to manage their organizations.
From the Executive Summary:
As a bi-partisan group of current and former government executives, business leaders, public management scholars, and journalists, we urge you to make results-focused management among your top priorities. We call on you to embrace performance management - the use of performance goals and measures as a management tool - as a critical aspect of your work. Sound boring? It is anything but. Frankly, as a politically appointed leader, you have a limited number of tools available for advancing the Administration's priorities throughout your organization. Performance goals and measurement are among the most powerful. Those of us signing this memorandum have met together on a regular basis over the last two years as participants in the Executive Session on Public Sector Performance Management of the Kennedy School of Government, Harvard University under the aegis of the school's research program, Visions of Governance in the 21st Century.
We came together because of a conviction that performance management is essential for government agencies seeking to improve outcomes and rebuild confidence in government, and a recognition that few government leaders appreciate how or why that is the case. We have seen that few government leaders understand clearly enough, and early enough, the leveraging power of performance management. It is our hope to persuade you of its potential and to encourage you to pursue performance management aggressively.