Performance Based Budgeting

Cover -- Half Title -- Title -- Copyright -- Contents -- Tables and Illustrations -- Introduction -- PART I ORIGINS AND DEVELOPMENT -- A Theory, Conceptualization, and Critique -- 1 Toward a theory of budgeting -- 2 The science of "muddling through -- 3 Political implications of budgetary reform -- 4 The road to PPB: The stages of budget reform -- 5 A budget for all seasons? Why the traditional budget lasts -- 6 Does budget format really govern the actions of budgetmakers? -- B Recent Budget Practices Revealed -- 7 Budgeting for results: Recent developments in five industrialized countries -- 8 Entrepreneurial budgeting: An emerging reform? -- 9 Mission-driven, results-oriented budgeting: Fiscal administration and the new public management -- C Evaluation of Budgeting for Performance -- 10 Budgeting and productivity in state government: Not integrated but friendly -- 11 Linking performance to funding decisions: What is the budgeter's role? -- 12 Management through budgetary incentives -- PART II PERFORMANCE-BASED BUDGETING -- A Strategy -- 13 Strategic planning in state and local government -- 14 Strategy, values, and productivity -- 15 Strategy for public and third-sector organizations -- 16 Strategic management in the public sector: Concepts, models, and processes -- B Performance Management -- 17 Applying professional disclosure standards to productivity financial analyses -- 18 Designing appropriate control mechanisms for managing performance in the federal sector -- 19 Integrating evaluation and budgeting -- 20 Performance measures for budget justifications: Developing a selection strategy -- 21 Analyzing the contracting-out of government services: Relevant cost-benefit considerations -- 22 Bureaucracy, organizational redundancy, and the privatization of public services