Supporting program management by developing, implementing and transfering knowledge from the performance indicator monitoring system (PIMS)
By: ARH, Gala
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Contributor(s): SCHWARTZ, Robert.
Material type: 
ArticlePublisher: Armonk : M. E. Sharpe, December 2009Public Performance & Management Review 33, 2, p. 241-254Abstract: This article provides a case study of the development and implementation of an online performance monitoring system to support accountability and management of programs funded by a $60 million tobacco control strategy. System implementation was accompanied by ongoing formative evaluation to improve system performance. Results offer insights into the complexity of developing performance measurement systems. Development, implementation, and evaluation of the system is described and formative evaluation findings presented. Benefits and limitations of a system to support program management and accountability requirements are discussed and lessons learned are shared. Further emphasis must be place on transferring knowledge from the system to decision makers and on program management in order to fully maximize the system.
This article provides a case study of the development and implementation of an online performance monitoring system to support accountability and management of programs funded by a $60 million tobacco control strategy. System implementation was accompanied by ongoing formative evaluation to improve system performance. Results offer insights into the complexity of developing performance measurement systems. Development, implementation, and evaluation of the system is described and formative evaluation findings presented. Benefits and limitations of a system to support program management and accountability requirements are discussed and lessons learned are shared. Further emphasis must be place on transferring knowledge from the system to decision makers and on program management in order to fully maximize the system.
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