When elected Mayor Anthony Williams of Washington, DC, in November 1998, he inherited a city that was close to bankruptcy. While the financial picture has improved, it has historically lacked the equipment and systems to provide high quality services in the city. Williams won a landslide election victory in part by emphasizing the need to improve the quality of care and responsibility. He is faced with two problems: how to improve the quality of urban services and development of ways to ensure voters are aware of the degree of improvement. With both in mind, Williams and his aides to develop a new system for the management of city government. A comprehensive performance evaluation system requires that all city departments to establish measurable "indicators" for the purposes of improving their services and report regularly on progress in meeting them. This case describes the development and implementation of performance measurement DC, with a focus on several departments. Case is designed, in particular, to help students understand the difference between the results and those supported by the difference review and evaluate the goals of the city departments featured in this case. Data presented in the exhibition provides a means for amplifying the output / outcome differences and trends in the public sector, to see the output as an end in itself. HKS Case Number 1647.0 "Hide
Esther Scott on 53 pages. Publication Date: February 1, 2002. Prod. #: HKS074-PDF-ENG
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