Compara mètodes
Revisa els mètodes seleccionats l'un al costat de l'altre; les files que difereixen es ressalten.
| Government Performance Dashboard× | Public Sector Benchmarking× | |
|---|---|---|
| Camp | Public Administration | Public Administration |
| Família | Process / pipeline | Process / pipeline |
| Any d'origen≠ | 2003 | 1989 |
| Autor original≠ | Robert D. Behn; CompStat / CitiStat tradition | Robert C. Camp |
| Tipus≠ | Performance monitoring and management routine | Comparative performance improvement method |
| Font seminal≠ | Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606. DOI ↗ | Camp, R. C. (1989). Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. Milwaukee: ASQC Quality Press. ISBN: 9780873890588 |
| Àlies | Public Performance Dashboard, Government Stat System, Performance Stat Dashboard, Agency Performance Dashboard | Government Benchmarking, Comparative Performance Benchmarking, Best-Practice Benchmarking, Public Service Benchmarking |
| Relacionats | 4 | 4 |
| Resum≠ | A government performance dashboard is a visual, regularly updated display of an agency's key performance indicators against targets, designed to make results visible at a glance and to drive a disciplined cycle of review and action. The dashboard is rarely an end in itself: its power comes from the management routine around it — the CompStat and CitiStat 'stat' tradition of frequent, data-driven accountability meetings pioneered in New York policing and Baltimore city government. Robert Behn's work on why and how governments measure performance underpins the discipline, and national platforms such as the U.S. performance.gov institutionalise public dashboards of agency priority goals. | Public sector benchmarking is the structured comparison of an organisation's processes, costs and outcomes against those of high-performing peers in order to identify gaps and adopt better practices. Formalised for management by Robert Camp at Xerox in his 1989 book, benchmarking moves from simply ranking who is best to understanding why the best perform well and how their practices can be adapted. In government it spans comparisons across municipalities, agencies, hospitals or schools, and underpins international comparative datasets such as the OECD's Government at a Glance. The aim is learning and improvement, not merely producing a league table. |
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