Assessing Operational and Collaborative Performance Management: A Case Study of PhillyStat

Many cities and agencies in the U.S. have adopted the “-Stat” approach, which is called “PerformanceStat” in general. Philadelphia has created PhillyStat as its performance management and tracking tool, of which unique feature is its twofold review process involving both operational and outcome level. This study assesses the capacities of PhillyStat. The assessment suggests four implications for jurisdictional governments and agencies employing the “-Stat” approach. First, the “-Stat” approach should evolve toward strategic review beyond day-to-day operational review. Second, the “-Stat” approach should close the gap in diverse views on government performance. Third, the “-Stat” approach should be used as an effective tool for public management and leadership. Last, the “-Stat” approach should develop capabilities for cross-organizational collaboration.     

Performance Management for Learning,Reform, and Change: A Review of Three Recent Books

A review essay of Performance Management in the Public Sector, by Wouter Van Dooren, Geert Bouckaert, and John Halligan; Government Performance and Results: An Evaluation of GPRA’s First Decade, by Jerry Ellig, Maurice McTigue, and Henry Wray; and The PerformanceStat Potential: A leadership strategy for producing results, by Robert D. Behn.