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027 $aRAND/MG-1019
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245 00 $aToward a culture of consequences :$bperformance-based accountability systems for public services /$cBrian M. Stecher [and others].
260 $aSanta Monica, CA :$bRAND,$c2010.
300 $a1 online resource (xxxv, 235 pages).
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
490 1 $aRand Corporation monograph series ;$vMG-1019
505 0 $aIntroduction -- A historical perspective on performance-based accountability systems -- Problem recognition and adoption -- The design of an incentive structure to motivate behavioral change -- The design of measures that link performance to incentives -- Implementation and monitoring -- Effectiveness of performance-based accountability systems -- Motivating and improving system evaluation -- Conclusions -- Appendix A: The five sectors -- Appendix B: Designs for evaluation.
520 $aPerformance-based accountability systems (PBASs), which link incentives to measured performance as a means of improving services to the public, have gained popularity. While PBASs can vary widely across sectors, they share three main components: goals, incentives, and measures. Research suggests that PBASs influence provider behaviors, but little is known about PBAS effectiveness at achieving performance goals or about government and agency experiences. This study examines nine PBASs that are drawn from five sectors: child care, education, health care, public health emergency preparedness, and transportation. In the right circumstances, a PBAS can be an effective strategy for improving service delivery. Optimum circumstances include having a widely shared goal, unambiguous observable measures, meaningful incentives for those with control over the relevant inputs and processes, few competing interests, and adequate resources to design, implement, and operate the PBAS. However, these conditions are rarely fully realized, so it is difficult to design and implement PBASs that are uniformly effective. PBASs represent a promising policy option for improving the quality of service-delivery activities in many contexts. The evidence supports continued experimentation with and adoption of this approach in appropriate circumstances. Even so, PBAS design and its prospects for success depend on the context in which the system will operate. Also, ongoing system evaluation and monitoring are integral components of a PBAS; they inform refinements that improve system functioning over time.
504 $aIncludes bibliographical references.
588 0 $aPrint version record.
650 0 $aGovernment accountability$zUnited States.
650 0 $aOrganizational effectiveness$zUnited States.
650 0 $aPerformance$xManagement.
650 7 $aPOLITICAL SCIENCE$xPublic Affairs & Administration.$2bisacsh
650 7 $aEDUCATION$xEducational Policy & Reform$xGeneral.$2bisacsh
650 7 $aGovernment accountability.$2fast$0(OCoLC)fst01746414
650 7 $aOrganizational effectiveness.$2fast$0(OCoLC)fst01047852
650 7 $aPerformance$xManagement.$2fast$0(OCoLC)fst01057835
651 7 $aUnited States.$2fast$0(OCoLC)fst01204155
655 4 $aElectronic books.
700 1 $aStecher, Brian M.
776 08 $iPrint version:$tToward a culture of consequences.$dSanta Monica, CA : RAND, 2010$z9780833050151$w(DLC) 2010027552$w(OCoLC)645708608
830 0 $aRand Corporation monograph series.
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