Analyzing the operation of performance-based accountability systems for public services / Frank Camm, Brian M. Stecher.

By:

Camm, Frank A, 1949-

Contributor(s):

Stecher, Brian M

Material type: Text

TextSeries: Technical report (Rand Corporation) ; TR-853.Publication details: Santa Monica, CA : RAND, 2010.Description: 1 online resource (xiii, 42 pages) : illustrationsContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

0833050842
9780833050847

Subject(s):

Genre/Form:

Additional physical formats: Print version:: Analyzing the operation of performance-based accountability systems for public services.DDC classification:

352.6/6 22

LOC classification:

JF1351 .C345 2010eb

Online resources:

Digital version

Contents:

Introduction -- How a performance-based accounting system changes service delivery: an analytic overview -- Empirical questions to ask when studying a performance-based accountability system -- Conclusions -- Appendix: Inventory of key elements relevant to how a performance-based accountability system works.

Action note:

digitized 2011 HathiTrust Digital Library committed to preserve

Summary: Empirical evidence of the effects of performance-based public management is scarce. This report describes a framework used to organize available empirical information on one form of performance-based management, a performance-based accountability system (PBAS). Such a system identifies individuals or organizations that must change their behavior for the performance of an activity to improve, chooses an implicit or explicit incentive structure to motivate these organizations or individuals to change, and then chooses performance measures tailored to inform the incentive structure appropriately. The study focused on systems in the child-care, education, health-care, public health emergency preparedness, and transportation sectors, mainly in the United States. Analysts could use this framework to seek empirical information in other sectors and other parts of the world. Additional empirical information could help refine existing PBASs and, more broadly, improve decisions on where to initiate new PBASs, how to implement them, and then how to design, manage, and refine them over time.

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Title notes ( 10 )

Holdings
Item type	Current library	Call number	URL	Status	Notes	Date due	Barcode
E-books	Hugenote College Main Campus		Digital version	Not for loan	Only accessible on campus.

Includes bibliographical references (pages 37-42).

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Empirical evidence of the effects of performance-based public management is scarce. This report describes a framework used to organize available empirical information on one form of performance-based management, a performance-based accountability system (PBAS). Such a system identifies individuals or organizations that must change their behavior for the performance of an activity to improve, chooses an implicit or explicit incentive structure to motivate these organizations or individuals to change, and then chooses performance measures tailored to inform the incentive structure appropriately. The study focused on systems in the child-care, education, health-care, public health emergency preparedness, and transportation sectors, mainly in the United States. Analysts could use this framework to seek empirical information in other sectors and other parts of the world. Additional empirical information could help refine existing PBASs and, more broadly, improve decisions on where to initiate new PBASs, how to implement them, and then how to design, manage, and refine them over time.

Electronic reproduction. [S.l.] : HathiTrust Digital Library, 2011. MiAaHDL

Master and use copy. Digital master created according to Benchmark for Faithful Digital Reproductions of Monographs and Serials, Version 1. Digital Library Federation, December 2002. MiAaHDL

http://purl.oclc.org/DLF/benchrepro0212

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Print version record.

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