From the mid-2000s, Washington State's Department of Health (DOH) had earned a national reputation as an innovative and successful agency. But commencing in 2005, when newly elected Governor Christine Gregoire introduced a state-level performance management system - Government Management Accountability and Performance (GMAP) - DOH and other state entities found themselves having to regularly explain and justify their work through the newly established forum. Based on two similar, but smaller-scale programs - CompStat (created by the New York Police Department in 1994) and CitiStat (used by the City of Baltimore) - GMAP challenged public officials to analyze data in new ways and to rethink the kinds of results they were liable for delivering.
This case provides background on GMAP's sources and on the typical ways in which the initiative was managed, but it focuses mainly on DOH's attempts to comply with the new performance measurement demands and also to satisfy the expectancies of GMAP direction, her staff, and the governor. In researching the benefits and challenges of the section's experience the case also raises questions about the applicability and usefulness of this type of procedure for public health, which will address complicated problems with goals which are frequently hard to quantify. Case number 1994.0
Performance Management for Health in Washington State case study solution
PUBLICATION DATE: April 30, 2014 PRODUCT #: HKS760-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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