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By Patricia W. Ingraham
Based on 5 years of in depth learn via the govt functionality venture, this quantity deals a entire research of the way govt managers and elected officers use administration and administration structures to enhance functionality. Drawing on facts from around the kingdom, it examines the functionality of kingdom, county, and town governments among 1997 and 2002 in the framework of uncomplicated administration structures: monetary info, human assets, capital and infrastructure, and effects assessment. Key matters addressed:• How governments strategically decide on components of administration to stress the function of management• How these governments that objective to enhance functionality fluctuate from those who don't • What "effective administration" appears like
Through this cautious, in-depth research, the members finish that the simplest governments will not be people with the main assets, yet those who use the assets on hand to them such a lot conscientiously and strategically. In Pursuit of Performance is a useful device for presidency leaders and the students who learn them.
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Additional resources for In Pursuit of Performance: Management Systems in State and Local Government (Johns Hopkins Studies in Governance and Public Management)
Sample text
Computerization was applied in the finance function before others, and the most investment from the Y2K “campaign” went into finance-related management areas. Overall, heavy investment in technology has provided financial management with more integrated accounting and reporting systems. Finance is also the first department in most governments to learn from the market. Group procurement and contracting out are already established practices in many governments, for example. 5 The significance of the financial system, in short, cannot be overstated.
8. Appropriations Control in the States N % Agency: one level 18 40 Department: two levels 11 24 8 18 Object classification: four levels 8 18 Line item: five levels 0 0 Level of appropriation Program: three levels Governor’s ability to move funds Unlimited or no discretionary authority 7 14 Very high threshold (too much flexibility) 18 36 With threshold requiring legislative approval 25 50 7 14 Very high threshold 21 42 With threshold requiring external approval 22 44 Managers’ ability to move funds among departments Inability to move funds, or no external approval Managers’ ability to move funds among programs Inability to transfer or no internal or external control 9 18 Very high threshold or no external approval 25 50 With threshold requiring approval 16 32 5 10 Lack of dollar amount or internal/external approval 24 48 With threshold requiring internal and external approval 21 42 Managers’ ability to move funds among object classifications Prohibited or absence of all checks Managers’ ability to move funds among line items Prohibited, no, or excessive checks 9 18 Lack of dollar amount or internal approval 13 26 With threshold requiring internal approval 28 56 Agency’s ability to retain savings No 20 40 Yes 30 60 Note: Owing to incomplete responses from some states, the number of states in each category does not always add to fifty.
Federal funds are included. Revenue estimation accuracy ϭ (actual revenue Ϫ estimated revenue) / estimated revenue. Expenditure estimation accuracy ϭ (actual expenditure Ϫ estimated expenditure) / estimated expenditure. ing fund. On the other hand, the error rate of general fund expenditure is smaller than that of total operating expenditure, implying that the total expenditure was overestimated more often. Finally, in most cases, the absolute value of the average in both revenue and expenditure estimates is larger than that of the median, indicating that revenue estimation is positively skewed and expenditure estimation is negatively skewed.