ABSTRACT
This chapter assesses the implications of governments engaging performance budgeting, considering three aspects. The first aspect reports how resource allocations change, if at all, when program performance is measured and evaluated. The second aspect examines possible broader and future impacts of performance budgeting on organizational performance in terms of operational service. The last aspect regards possible unintended consequences of using performance budgeting. Missouri has continued to innovate its juvenile justice programs with highly individualized treatments, weighing supervision over institutionalization, promoting education and skill-building, enabling familial connections, and aftercare. In Connecticut, all community-based juvenile justice services are contracted, and it is through contract management that performance data is substantially considered and applied. In Connecticut the number of kids in residential facilities has been reduced significantly; these kids are served in less restricted, more home-like circumstances.
