Analyzing the Operation of Performance-Based Accountability Systems for Public Services

Analyzing the Operation of Performance-Based Accountability Systems for Public Services

Frank Camm
Brian M. Stecher
Copyright Date: 2010
Published by: RAND Corporation
Pages: 56
https://www.jstor.org/stable/10.7249/tr853
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  • Book Info
    Analyzing the Operation of Performance-Based Accountability Systems for Public Services
    Book Description:

    This report describes a framework used to organize available empirical information on one form of performance-based management, a performance-based accountability system (PBAS), which identifies individuals or organizations that must change their behavior to improve an activity's performance, an incentive structure to motivate those changes, and measures tailored to inform the incentive structure.

    eISBN: 978-0-8330-5084-7
    Subjects: Health Sciences, Law, Business

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-vi)
  4. Figures and Table
    (pp. vii-viii)
  5. Summary
    (pp. ix-x)
  6. Acknowledgments
    (pp. xi-xii)
  7. Abbreviations
    (pp. xiii-xiv)
  8. CHAPTER ONE Introduction
    (pp. 1-4)

    In the past few decades, private-sector and governmental organizations have become increasingly interested in using formal methods to improve their own performance. In the private sector, quality-based management systems¹ that highlight customer priorities and seek to align production processes to serve those priorities in a more cost-effective manner were initially developed in Japan. They began to spread to American companies in the 1980s, and now they are applied in almost all types of commercial industries and corporate settings through such techniques as lean production and Six Sigma. As interest in privatizing traditionally governmental activities grew in the 1980s, public-sector organizations...

  9. CHAPTER TWO How a Performance-Based Accounting System Changes Service Delivery: An Analytic Overview
    (pp. 5-20)

    This chapter describes a simple analytic framework that provides a common vocabulary that can be used to analyze (1) how a PBAS works in the context of an existing service-delivery activity and (2) what factors affect performance of the PBAS. The framework is organized around four basic sets of relationships that are important to a PBAS:

    the production chain that defines the production relationships relevant to the service of interest

    the traditional government-oversight process that monitors the service-delivery activity of interest in the absence of a PBAS

    the process by which a PBAS is created and updated to motivate enhanced...

  10. CHAPTER THREE Empirical Questions to Ask When Studying a Performance-Based Accountability System
    (pp. 21-28)

    Our project has sought to understand the genesis, design, behavior, and performance of PBASs in five different sectors. We have sought to achieve this understanding by approaching individual PBASs and collecting and interpreting empirical information that was readily available about them. The framework in Chapter Two suggests five sets of basic questions to ask about each PBAS that we examined:

    How did the relevant service-delivery activity work before a PBAS existed?

    Why and how did the PBAS come into existence?

    What does the internal design of the PBAS look like? What is the basis for this design?

    How well does...

  11. CHAPTER FOUR Conclusions
    (pp. 29-30)

    Interest continues in performance-based public management around the world. So does the paucity of empirical evidence on the actual effects of such management. This report describes the framework we used to organize readily available empirical information on one form of performance-based management—what we refer to as a PBAS. Such a system identifies organizations or individuals who 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. Such systems are pervasive...

  12. APPENDIX Inventory of Key Elements Relevant to How a Performance-Based Accountability System Works
    (pp. 31-34)
  13. Glossary of Related Ways to Improve an Organization’s Performance
    (pp. 35-36)
  14. Bibliography
    (pp. 37-42)
  15. Back Matter
    (pp. 43-43)