Evolution of government reform : the Center for Accountability and Performance (CAP) and support of managing for results

Abstract

The current Managing for Results movement in the American public sector is only the latest rendition of a number of government reform efforts that began in the late 1800's. Each of these efforts represented an attempt to improve government efficiency and accountability. Parallel with these initiatives, several types of organizations have emerged to support these movements.

This paper focuses on three main points: 1. ways in which the two original goals of management reform have evolved; 2. the types of organizations that have helped to promote government reform and their contribution; 3. ASPA's Center for Accountability and Performance (CAP) contributes to these goals.

First, we examine the ways in which management reform objectives have evolved over time. Today the issue of accountability still continues to be a major concern of citizens in the United States. However, it has taken a broader meaning to include the results of actions.

Second, we consider the different types of organizations that have been providing guidance to government agencies to help them achieve the goals described above. In particular, we focus on the contributions that these organizations have made.

Third, we introduce ASPA's Center of Accountability and Performance (CAP), and describe how it seeks to contribute to the Managing for Results effort. Established in 1996, the mission of CAP is to address the emphasis and requirement for all levels of government to move to performance-based, results-driven management. CAP's contribution to the goals of public management includes the provision of materials and training in managing for results through the expertise of the CAP Board members and Fellows. CAP also provides access to best practices in public and nonprofit management by developing and implementing a capacity to identify, disseminate, and make available such information. The best practice areas supported by CAP include general public and non-profit management, and ethics.

These discussions provide a context for understanding the challenges ahead of managing for results. The challenges are broadly categorized as 1) the need to develop strategies to promote utilization of performance measures; 2) the need to develop strategies for sustaining performance measurement systems; 3) the need to involve citizens in the measurement effort. After discussing these challenges, we consider recommendations for those interested in supporting the Managing for Results movement.