Theodore H. Poister

TL;DR: Performance measurement has been part of the lexicon of public administration in the United States for several decades, but rhetoric has outdistanced practice by far in this area, as reflected in legislative mandates and administrative initiatives as well as considerable conference and training activity and a revived stream of books and articles on the subject as mentioned in this paper.

TL;DR: The Management Framework for Performance Measurement (MFPM) as discussed by the authors is a framework for measuring performance in the context of budgeting and management, and it can be used to improve quality, productivity, and customer service.

TL;DR: In this article, the use of strategic planning and management processes in municipal governments with populations over 25,000 was investigated and it was found that managers were enthusiastic about their experiences with strategic planning, and largely satisfied with their achievement of goals and objectives.

TL;DR: In this paper, Poister argues that making strategy more meaningful in the future will require transitioning from strategic planning to the broader process of strategic management, which involves managing an agency's overall strategic agenda on an ongoing rather than an episodic basis, as well as ensuring that strategies are implemented effectively.

TL;DR: The role of strategic management in public administration has been discussed extensively in the public administration literature as mentioned in this paper, but by no means as extensively as has its most critical component, strategic planning, or other management approaches such as total quality management.