2005
DOI: 10.1093/jopart/muj002
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Assessing Performance Budgeting at OMB: The Influence of Politics, Performance, and Program Size

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Cited by 100 publications
(69 citation statements)
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“…budgeters at legislative and executive branch, are highly utilized as survey targets by several researchers (Berman & Wang, 2000;Melkers & Willoughby, 1998;Melkers & Willoughby, 2001;Melkers & Willoughby, 2005;Willoughby & Melkers, 2000). We particularly interested in the respondents from executive and legislative branch as previous studies have attempted to explore the impacts brought about by performance budgeting on executive as well as legislative staffs (Gilmour & Lewis, 2006;Sterck, 2007). In addition to practitioners in the government, professionals in academia/universities are also among our primary survey Aside from general model goodness-of-fit statistics, we also conduct discriminant validity and cross validity test to ensure the credibility of our survey.…”
Section: Methodsmentioning
confidence: 99%
“…budgeters at legislative and executive branch, are highly utilized as survey targets by several researchers (Berman & Wang, 2000;Melkers & Willoughby, 1998;Melkers & Willoughby, 2001;Melkers & Willoughby, 2005;Willoughby & Melkers, 2000). We particularly interested in the respondents from executive and legislative branch as previous studies have attempted to explore the impacts brought about by performance budgeting on executive as well as legislative staffs (Gilmour & Lewis, 2006;Sterck, 2007). In addition to practitioners in the government, professionals in academia/universities are also among our primary survey Aside from general model goodness-of-fit statistics, we also conduct discriminant validity and cross validity test to ensure the credibility of our survey.…”
Section: Methodsmentioning
confidence: 99%
“…PART gave rise to a series of well-designed studies that took advantage of the fact that PART generated a single overall judgment on the performance of a program. For example, Gilmour and Lewis (2006) found that programs with higher PART scores tended to enjoy greater increases in the President's budget proposal, though the size of the relationship was not large. Surveys of managers found that PART did not alter managerial use of performance information for resource allocation purposes on aggregate but did increase use in ideologically conservative agencies .…”
Section: Performance Information Use In Budgetingmentioning
confidence: 99%
“…Observational research that examines the potential for performance data to alter resource allocation behaviors generally searches for broad correlations between the nature of performance data and the use of data to alter budgets. i An indicator of performance data is created -such as the number of measures (Ho, 2011), or variation between the data in terms of quality (Heinrich, 2011) or measured performance (Gilmour & Lewis, 2006) -and then correlated with some measure of use (such as self-reported use, or actual change in the budget).…”
Section: Performance Information Use In Budgetingmentioning
confidence: 99%
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“…Philip Joyce (2003) has written about linking performance and budgeting. GAO (2004) has examined the extent to which PART assessments have influenced allocations in the president's budget, as have Gilmour and Lewis (2006). The focus of this report is different, looking instead at how programmes have responded to PART, and the experience of programme-level and bureau-level staff in dealing with the demands of PART.…”
Section: Purpose Of This Reportmentioning
confidence: 99%