This is awarded for outstanding scholarship on performance in public and nonprofit organizations. The author(s) must provide a significant contribution to advancing knowledge in a scholarly journal about the development, implementation, use and impact of performance measurement. Preference will be given to a scholarly work that is relevant to the broad public administration community and is of interest to both practitioners and academicians.
To nominate an individual for the Joseph Wholey Scholarship, please complete the nomination form and submit the required information. Please note that attachments can only be accepted in Microsoft Word and PDF formats.
Joseph Wholey Biography
Joe Wholey is professor emeritus, University of Southern California School of Policy, Planning, and Development. His work focuses on the use of performance-based management and program evaluation to improve agency and program performance, strengthen accountability, and support policy decision making.
Wholey is a fellow of the National Academy of Public Administration.. His books include Evaluation and Effective Public Management; Performance and Credibility (edited, with Mark Abramson and Chris Bellavita); and Handbook of Practical Program Evaluation (edited, with Harry Hatry and Kathryn Newcomer).
Wholey served earlier as Deputy Assistant Secretary for Planning and Evaluation in the U. S. Department of Health and Human Services and as senior advisor to the Deputy Director for Management in the U. S. Office of Management and Budget. He also chaired the Virginia Board of Social Services, the Washington Metropolitan Area Transit Authority, Hospice of Northern Virginia, the Arlington County Board, and the Arlington Partnership for Affordable Housing.
Wholey received his B. A. in Mathematics from Catholic University and his M. A. in Mathematics and Ph. D. in Philosophy from Harvard.
|2020||David Ammons||“Performance Measurement for Managing Local Government: Getting It Right”; Irvine, CA; Melvin & Leigh, 2020. Also Award for Lifetime Achievement and Numerous Scholarly Contributions to the Field of Performance Management|
|2019||Jessica Terman||“Helping Third-Party Implementers Meet Performance Obligations: A Multi-Level Examination of the Weatherization Assistance Program. Public Administration Quarterly; Randallstown, 42(3), pp. 287–327”|
|2018||Katharine Destler||“A Matter of Trust: Street Level Bureaucrats, Organizational Climate and Performance Management Reform,”Journal of Public Administration Research and Theory, 27, No. 3 (2017), pp. 517-534|
|2017||John D. Marvel||“Unconscious Bias in Citizens’ Evaluations of Public Sector Performance,”Journal of Public Administration Research and Theory, 26, No. 1 (2016), pp. 143-158|
|2016||Alexander Kroll||“Explaining the Use of Performance Information by Public Managers: A Planned-Behavior Approach” (American Review of Public Administration, Volume 45, Number 2, pages 201-215, March 2015)|
|2015||Rusi Sun and Gregg G. Van Ryzin||“Are Performance Management Practices Associated With Better Outcomes? Empirical Evidence From New York Public Schools” (American Review of Public Administration, May 2014)|
|2014||David Ammons||“Signs of Performance Measurement Progress Among Prominent City Governments” (Public Performance Management and Review, June, 2013)|
|2013||Donald Moynihan and Stéphane Lavertu||“Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and PART,” Public Administration Review, July 2012|
|2012||Phil Joyce||“The Obama Administration and PBB: Building on the Legacy of Federal Performance-Informed Budgeting?,” Public Administration Review, May-June 2011|
|2011||Sanjay Pandey and Donald Moynihan||“The Big Question for Performance Management: Why Do Managers Use Performance Information?,” Journal of Public
Administration Research & Theory; Oct 2010, Vol. 20 Issue 4, pp. 849–866)
|2009||Donald Moynihan and Amber Wichowsky||“Measuring How Administration Shapes Citizenship: A Policy Feedback Perspective on Performance Management.” Public Administration Review. Dec 2008; 68(5): 908-920.|
|2005||Stephen B. Page||“Measuring Accountability for Results in Interagency Collaboratives,” Public Administration Review. Sept. 2004; 64(5)|
|2004||Laurence J. O’Toole Jr. and Kenneth J. Meier||“Plus Change: Public Management, Personnel Stability and Organizational Performance,” Journal of Public Administration Research and Theory|
|2003||Dr. Irwin Feller||“Performance Measurement Redux” published in the American Journal of Evaluation, 23(4), 435-452|
|2002||Patria de Lancer Julnes and Marc Holzer||“Promoting the Utilization of Performance Measure in Public Organizations: An Empirical Study of Factors Affecting
Adoption and Implementation”
|2001||Steve A. Harkreader and Gary T. Henry||“Using Performance Measurement Systems for Assessing the Merit and Worth of Reforms,” American Journal of Evaluation (Volume 21, Issue 2)|
|2000||Leanna Stiefel, Ross Rubenstein and Amy Schwartz||“Using Adjusted Performance Measures for Evaluating Resource Use” Public Budgeting and Finance (Fall 999)|
|Dr. Charles Coe||“Local Government Benchmarking: Lessons from Two Major Multigovernment Efforts” Public Administration Review (March/April 1999)|
|Mary Kopczynski and Michael Lombardo||“Comparative Performance Measurement: Insights and Lessons Learned from a Consortium Effort” Public Administration Review (March/April 1999)|
|1999||Joseph S. Wholey||Lifetime Achievement|