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| Government Performance Dashboard× | Performance-Based Budgeting× | |
|---|---|---|
| Dziedzina | Public Administration | Public Administration |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 2003 | 1966 |
| Twórca≠ | Robert D. Behn; CompStat / CitiStat tradition | Allen Schick |
| Typ≠ | Performance monitoring and management routine | Budgeting methodology |
| Źródło pierwotne≠ | Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606. DOI ↗ | Schick, A. (1966). The Road to PPB: The Stages of Budget Reform. Public Administration Review, 26(4), 243–258. DOI ↗ |
| Inne nazwy | Public Performance Dashboard, Government Stat System, Performance Stat Dashboard, Agency Performance Dashboard | PBB, Performance Budgeting, Results-Based Budgeting, Outcome-Based Budgeting |
| Pokrewne | 4 | 4 |
| Podsumowanie≠ | 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. | Performance-based budgeting is an approach to public budgeting that connects the funds allocated to programs with the results those programs are expected to and actually do deliver. Rather than appropriating money by line items such as salaries and supplies, it organises the budget around programs with stated objectives and performance indicators, so that resource decisions can be informed by what the money buys in terms of outputs and outcomes. Allen Schick's classic 1966 analysis of budget reform traced how budgeting evolved from controlling inputs toward management and planning orientations, of which performance budgeting is a central strand, and the OECD has documented its modern variants across member governments. |
| ScholarGateZbiór danych ↗ |
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