Performance Budgeting for State and Local Government

Illuminating the in-house provision of emergency services: A test of organizational capacity hypotheses

“…We note that organizational capacity involves at least three major dimensions. First, organizational capacity can be viewed as the collective capacity of an organization, with a strong emphasis on the purpose for which that capacity can be enhanced (Farazmand, 2004;Kelly & Rivenbark, 2003). That is, the multifaceted nature of the internal capacities of a public organization depends on the competency of an organization in achieving a set of goals (Christensen & Gazley, 2008;Page, 2004).…”

“…Studying organizational capacity is important for our understanding of service provision in the public sector (Berman & Wang, 2000;Borge, Falch, & Tovmo, 2008;Bowman, 2011;Cuthill, 2005;Hou & Moynihan, 2008;Ingraham & Donahue, 2000;Kelly & Rivenbark, 2003;McGuire, Rubin, Agranoff, & Richards, 1994). While much has been written about organizational capacity, few have examined the extent to which organizational capacity explains the likelihood that a local government would produce services in house.…”

Wykorzystanie narzędzi analizy finansowej w planowaniu finansowym jednostek samorządu terytorialnego

“…Wśród najważniejszych elementów takiego modelu należy wyróżnić (są to przede wszystkim czynniki specyficzne związane z charakterystyką jst, które należy poszerzyć o standardowe czynniki modelowania finansowego, por. [Kelly, Rivenbark 2003]):…”

Introduction to a Symposium on Broadening the Application of Performance Management

“…The current issues related to the design and implementation of formal performance management Correspondence should be addressed to William C. Rivenbark, School of Government, CB# 3330 Knapp-Sanders Building, UNC at Chapel Hill, Chapel Hill, NC 27599-3330, USA. E-mail: rivenbark@sog.unc.edu systems are measuring organizational results, producing information for more informed decision-making, and promoting process improvement (Kelly & Rivenbark, 2011). The ambiguity of performance management in the public sector, however, is still a disputed topic, especially when the management tool is placed within a broader context, responding to the relationship between outcome and community (Wichowsky & Moynihan, 2008).…”