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The Performance Institute identifies, studies and disseminates the leading management innovations pioneered by “best-in-class” organizations. A strictly non-partisan organization, the Performance Institute serves as the nation’s leading repository of thoroughly researched, documented, catalogued and peer-reviewed “best practices” in a multitude of issue areas. Below are the reports published and planned for the primary initiatives of the President's Management Agenda.

Transitioning to Governance
Released January 11, 2001

While interest groups inundated President Bush and senior officials with a broad range of policy recommendations, few tackled the less-glamorous topic of effective federal management. Unfortunately, many policy challenges are difficult to address without responsive, management structures to institute change, focus on performance, and coordinate competing interests. With this in mind, Carl DeMaio (then with the Reason Public Policy Institute) hosted a series of focus groups consisting of past administration officials, congressional staff, interested organizations, and other political veterans to discuss the challenges the new administration will face and offer practical advice to avoid past mistakes.

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Creating a Performance-Based Electronic Government
Released October 30, 2002

In May 2002, a coalition of good government groups launched a research project to identify the "best practices" in defining and measuring e-government initiatives. A research team surveyed CIOs and IT staff from every federal agency to determine how they design, plan, justify, manage, and measure the success of their e-government initiatives. This report presents the findings of that research—providing case studies from various agencies and articulating a framework for the development and use of IT performance measures.

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Designing a Performance-Based Competitive Sourcing Process for the Federal Government
Released October 8, 2002

This report presents 37 of the most feasible and often-suggested ideas generated during the research project. The 37 recommendations require some form of action by federal agencies, the Administration and/or Congress, and provide for substantial change to the existing competitive sourcing process.

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Implementing and Measuring Innovative Recruitment Strategies in Government
 Released February 25, 2003

A comprehensive report cataloguing various recruitment initiatives being managed by federal agencies and assessing their relative success in attracting quality employees to federal government service.  The project will survey all federal agencies to identify the most innovative recruitment initiatives, examine common lessons learned, review measures of performance, and evaluate overall recruitment success. 

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Citizens' Budget 2003-2005
Released April 30, 2003

Although 45 states face budget shortfalls for the coming fiscal year, the State of California is faced with a deficit in the ballpark of $30 billion — by far the nation's largest. Working with Reason Foundation, The Performance Institute applied the methodologies and strategies it routinely uses with federal agencies and programs to the State of California's proposed FY04 budget. What we found was that governments facing budget deficits have more than two choices -- It is no longer merely an issue of raising taxes or slashing budgets across the board. Our research yielded the Citizens' Budget -- a non-partisan, 150-page plan that details a set of 10 reforms that, if implemented, would close California's $30 billion gap and actually produce a $6.5 billion surplus. The reforms recommended within the Citizens' Budget can be applied to state and local budgets nationwide.

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San Diego Citizens' Budget Plan
Released June 21, 2004

In November, 2003, The Performance Institute launched the "San Diego Citizens' Budget Project"- an initiative that would study the city's budget with the objective of identifying cost savings and performance improvement reforms during the FY 2005 budget cycle. The San Diego Citizens’ Budget Project would provide the "local" government model for the application of performance, accountability, competition and transparency reforms. In addition to providing ideas on how the City could balance its budget in FY 2005 and beyond, the project seeks to focus the city, stakeholders, media and the general public on long-term reforms to the city's budget and management processes.

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