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| Government Performance Dashboard× | Government Performance Measurement× | |
|---|---|---|
| Tieteenala | Public Administration | Public Administration |
| Menetelmäperhe | Process / pipeline | Process / pipeline |
| Syntyvuosi | 2003 | 2003 |
| Kehittäjä≠ | Robert D. Behn; CompStat / CitiStat tradition | Robert D. Behn & Harry P. Hatry |
| Tyyppi≠ | Performance monitoring and management routine | Performance management framework |
| Alkuperäislähde | Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606. DOI ↗ | Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606. DOI ↗ |
| Rinnakkaisnimet | Public Performance Dashboard, Government Stat System, Performance Stat Dashboard, Agency Performance Dashboard | Public Sector Performance Measurement, Government Performance Management, Public Performance Metrics, Agency Performance Measurement |
| Liittyvät | 4 | 4 |
| Tiivistelmä≠ | 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. | Government performance measurement is the systematic, ongoing collection of quantitative and qualitative indicators about what public agencies put in, do, and achieve. Rather than treating measurement as a single number that grades an agency, the discipline — crystallised by Robert Behn's argument that different managerial purposes require different measures — asks first what a measure is for: evaluating, controlling, budgeting, motivating, promoting, celebrating, learning or improving. It draws heavily on Harry Hatry's practical handbook tradition of distinguishing inputs, outputs and outcomes and building measurement into routine operations. The output is not a verdict but a feedback system that ties day-to-day activity to public results. |
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