Report
Toward a Culture of Consequences: Performance-Based Accountability Systems for Public Services
Jul 19, 2010
Format | File Size | Notes |
---|---|---|
PDF file | 0.4 MB | Best for desktop computers. Use Adobe Acrobat Reader version 10 or higher for the best experience. |
ePub file | 1.9 MB | Best for mobile devices. On desktop computers and some mobile devices, you may need to download an eBook reader to view ePub files. Calibre is an example of a free and open source e-book library management application. |
mobi file | 0.6 MB | Best for Kindle 1-3. On desktop computers and some mobile devices, you may need to download an eBook reader to view mobi files. Amazon Kindle is the most popular reader for mobi files. |
Format | File Size | Notes |
---|---|---|
PDF file | 0.1 MB | Use Adobe Acrobat Reader version 10 or higher for the best experience. |
Format | List Price | Price | |
---|---|---|---|
Add to Cart | Paperback56 pages | $20.00 | $16.00 20% Web Discount |
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.
Chapter One
Introduction
Chapter Two
How a Performance-Based Accountability System Changes Service Delivery: An Analytic Overview
Chapter Three
Empirical Questions to Ask When Studying a Performance-Based Accountability System
Chapter Four
Conclusions
Appendix
Inventory of Key Elements Relevant to How a Performance-Based Accountability System Works
The research described in this report was conducted within RAND Education, a unit of the RAND Education, under a grant from a private philanthropic foundation.
This report is part of the RAND Corporation Technical report series. RAND technical reports may include research findings on a specific topic that is limited in scope or intended for a narrow audience; present discussions of the methodology employed in research; provide literature reviews, survey instruments, modeling exercises, guidelines for practitioners and research professionals, and supporting documentation; or deliver preliminary findings. All RAND reports undergo rigorous peer review to ensure that they meet high standards for research quality and objectivity.
This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.
The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.