{"id":{"repo_id":"umkc","oai_identifier":"oai:mospace.umsystem.edu:10355/35481"},"canonical_url":"https://search.dev.ndltd.org/etd/umkc/oai:mospace.umsystem.edu:10355/35481","repository":{"repo_id":"umkc","name":"University of Missouri - Kansas City","base_url":"https://mospace.umsystem.edu/oai/request"},"display":{"title":"Evaluating the impact of PerformanceStat: a case study of the City of Baltimore's CitiStat Program","abstract":"How to improve the efficiency and effectiveness of the public sector has been a priority for decades. This case study examined a management approach to improving public-sector performance called PerformanceStat. PerformanceStat is a program conducted by a jurisdiction or agency which holds an ongoing series of regular, frequent, periodic, and integrated meetings during which the agency's leadership team and individual directors of different sub-units use data to analyze the past performance, follow up on previous decisions to improve performance, and establish future objectives (Behn, 2008). The purpose of this research was to examine the impact of the PerformanceStat program on the performance management pillars of strategic planning, performance measurement, and the utilization of performance information. The study utilized the City of Baltimore's CitiStat program as the sample government agency. The findings indicate that the CitiStat program has an impact on all three pillars of performance management. The study also concluded that the CitiStat program impacts the government agency's ability to be more citizen-focused, while promoting the opportunity to increase double-loop learning.","abstract_html":"How to improve the efficiency and effectiveness of the public sector has been a priority for decades. This case study examined a management approach to improving public-sector performance called PerformanceStat. PerformanceStat is a program conducted by a jurisdiction or agency which holds an ongoing series of regular, frequent, periodic, and integrated meetings during which the agency's leadership team and individual directors of different sub-units use data to analyze the past performance, follow up on previous decisions to improve performance, and establish future objectives (Behn, 2008). The purpose of this research was to examine the impact of the PerformanceStat program on the performance management pillars of strategic planning, performance measurement, and the utilization of performance information. The study utilized the City of Baltimore's CitiStat program as the sample government agency. The findings indicate that the CitiStat program has an impact on all three pillars of performance management. The study also concluded that the CitiStat program impacts the government agency's ability to be more citizen-focused, while promoting the opportunity to increase double-loop learning.","abstract_has_math":false,"creators":["Schieffer, Mark G."],"institution":"University of Missouri--Kansas City","degree_name":"Ph.D.","degree_level":"Doctoral","degree_discipline":"Public Administration (UMKC)","degree_department":null,"school":null,"contributors":[],"advisors":["Never, Brent"],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013","date_published":"2013","updated_at":"2026-07-24T05:18:08Z","subjects":[],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/10355/35481","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Never, Brent"]},{"key":"dc:creator","label":"Author","values":["Schieffer, Mark G."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2013-06-04T15:52:46Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2013-06-04T15:52:46Z"]},{"key":"dc:date.issued","label":"Date","values":["2013"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Public Administration (UMKC)","Political Science (UMKC)"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Doctoral"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Missouri--Kansas City"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/10355/35481"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Title from PDF of title page, viewed on June 4, 2013","Dissertation advisor: Brent Never","Vita","Includes bibliographic references (pages 149-162)","Thesis (Ph.D.)--Henry W. Bloch School of Management and Dept. of Political Science. University of Missouri--Kansas City, 2013"]},{"key":"dc:description.abstract","label":"Abstract","values":["How to improve the efficiency and effectiveness of the public sector has been a priority for decades. This case study examined a management approach to improving public-sector performance called PerformanceStat. PerformanceStat is a program conducted by a jurisdiction or agency which holds an ongoing series of regular, frequent, periodic, and integrated meetings during which the agency's leadership team and individual directors of different sub-units use data to analyze the past performance, follow up on previous decisions to improve performance, and establish future objectives (Behn, 2008). The purpose of this research was to examine the impact of the PerformanceStat program on the performance management pillars of strategic planning, performance measurement, and the utilization of performance information. The study utilized the City of Baltimore's CitiStat program as the sample government agency. The findings indicate that the CitiStat program has an impact on all three pillars of performance management. The study also concluded that the CitiStat program impacts the government agency's ability to be more citizen-focused, while promoting the opportunity to increase double-loop learning."]},{"key":"dc:title","label":"Title","values":["Evaluating the impact of PerformanceStat: a case study of the City of Baltimore's CitiStat Program"]}]}],"canonical_facts":{"dc:contributor.advisor":["Never, Brent"],"dc:creator":["Schieffer, Mark G."],"dc:date.accessioned":["2013-06-04T15:52:46Z"],"dc:date.available":["2013-06-04T15:52:46Z"],"dc:date.issued":["2013"],"dc:description":["Title from PDF of title page, viewed on June 4, 2013","Dissertation advisor: Brent Never","Vita","Includes bibliographic references (pages 149-162)","Thesis (Ph.D.)--Henry W. Bloch School of Management and Dept. of Political Science. University of Missouri--Kansas City, 2013"],"dc:description.abstract":["How to improve the efficiency and effectiveness of the public sector has been a priority for decades. This case study examined a management approach to improving public-sector performance called PerformanceStat. PerformanceStat is a program conducted by a jurisdiction or agency which holds an ongoing series of regular, frequent, periodic, and integrated meetings during which the agency's leadership team and individual directors of different sub-units use data to analyze the past performance, follow up on previous decisions to improve performance, and establish future objectives (Behn, 2008). The purpose of this research was to examine the impact of the PerformanceStat program on the performance management pillars of strategic planning, performance measurement, and the utilization of performance information. The study utilized the City of Baltimore's CitiStat program as the sample government agency. The findings indicate that the CitiStat program has an impact on all three pillars of performance management. The study also concluded that the CitiStat program impacts the government agency's ability to be more citizen-focused, while promoting the opportunity to increase double-loop learning."],"dc:identifier.uri":["http://hdl.handle.net/10355/35481"],"dc:title":["Evaluating the impact of PerformanceStat: a case study of the City of Baltimore's CitiStat Program"],"dc:type":["Thesis"],"thesis:degree_discipline":["Public Administration (UMKC)","Political Science (UMKC)"],"thesis:degree_level":["Doctoral"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Missouri--Kansas City"]},"updated_at":"2026-07-24T05:18:08Z"}