Political Appointees and the Competence of Federal Program Management

Gilmour, John B.; Lewis, David E.

doi:10.1177/1532673x04271905

Cited by 75 publications

(52 citation statements)

References 8 publications

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“…Although OMB examiners have raised questions about program effectiveness for many years, PART presents a very explicit, systematic, and transparent process for analyzing programs across the federal government. Observers of the federal government have begun to use PART scores to assess management effectiveness, as well as to detect potential links with funding decisions (Gilmour & Lewis, 2003).…”

Section: Introductionmentioning

confidence: 99%

How does Program Performance Assessment Affect Program Management in the Federal Government?

Newcomer

2007

Public Performance & Management Review

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The term program performance has taken on a new priority and focuses the attention on what programs deliver. Changing management culture to promote the use of program data when making changes to improve program design and delivery or to reallocate resources is recognized as a challenging reform goal. Managerial decision making is certainly affected by many factors. Ongoing communication and fruitful dialogue among program managers, evaluators, and oversight officials on what performance data demonstrate about the viability and success of programs enhance management in government. Learning how to use performance measurement effectively to promote collective learning will evolve slowly and probably not in every public policy arena. In a fragmented service delivery system involving many players, efforts to improve communication and coordination are clearly beneficial, and conceptual learning is a very likely outcome.Managing for results, performance-based budgeting, outcomes-based accreditation-the notion that concrete data on program performance should guide managers' decision making-has framed most discussions of management in public and nonprofit agencies in the United States since the early1990s. The term program performance has taken on a new priority and focuses the attention of public managers and oversight agents, as well as the general public, on what the programs

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Section: Introductionmentioning

confidence: 99%

How does Program Performance Assessment Affect Program Management in the Federal Government?

Newcomer

2007

Public Performance & Management Review

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“…In addition, programs typically favored by Democrats received systematically lower PART scores from the Republican controlled OMB (i.e. it was the Bush administration's OMB) when compared to programs typically favored by Republicans (Gilmour and Lewis, 2006b). In addition to political influence intruding on performance assessment, financial regulatory programs had to also worry about crafting performance measures that truly reflected the current state of the financial industry.…”

Section: The Part Processmentioning

confidence: 98%

Perceptions of performance in US financial regulatory programs

Greitens

Joaquin

2012

International Journal of Public Sector Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…This section presents an overview of the key contributions in this area. Perry and Miller (1991) Similarly, other studies have estimated differences in performance between those U.S. federal agencies whose executives are recruited politically and those who are selected based on a merit system (Gilmour and Lewis, 2006;Lewis, 2007 and2008;Miller, 2015). The performance gap between programs administered by appointees and careerists could be even more pronounced depending on the rationale of political appointments.…”

Section: Literature Reviewmentioning

confidence: 99%

Sistemas de mérito para la selección de directivos públicos: ¿Mejor desempeño del Estado?: Un estudio exploratorio

Cortázar¹,

Fuenzalida²,

Lafuente³

2016

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work is licensed under a Creative Commons IGO 3.0 Attribution-NonCommercial-NoDerivatives (CC-IGO BY-NC-ND 3.0 IGO) license (http://creativecommons.org/ licenses/by-nc-nd/3.0/igo/legalcode) and may be reproduced with attribution to the IDB and for any noncommercial purpose. No derivative work is allowed.Any dispute related to the use of the works of the IDB that cannot be settled amicably shall be submitted to arbitration pursuant to the UNCITRAL rules. The use of the IDB's name for any purpose other than for attribution, and the use of IDB's logo shall be subject to a separate written license agreement between the IDB and the user and is not authorized as part of this CC-IGO license.Note that link provided above includes additional terms and conditions of the license.The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Inter-American Development Bank, its Board of Directors, or the countries they represent.http://www.iadb.org 2016 i Abstract * This qualitative study explores the degree to which the merit-based selection of public managers leads to better public sector performance. Based on the findings from eight case studies in Chile and Peru, the introduction of the merit-based selection of public managers would have engendered a series of improvements in the internal management and practices of organizations─ more so than in institutional outcomes. Other intangible and perceived benefits include the manager's higher level of legitimacy in, as well as a stronger commitment to, the institution. The study also proposes a future agenda for research.JEL Codes: H10, H11, J45

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Political Appointees and the Competence of Federal Program Management

Cited by 75 publications

References 8 publications

How does Program Performance Assessment Affect Program Management in the Federal Government?

How does Program Performance Assessment Affect Program Management in the Federal Government?

Perceptions of performance in US financial regulatory programs

Sistemas de mérito para la selección de directivos públicos: ¿Mejor desempeño del Estado?: Un estudio exploratorio

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