This study is a qualitative examination of the potential use of solution-focused brief therapy (SFBT) techniques in the context of federally-mandated strategic planning. Facilitators with strategic planning experience were selected from a large government agency to receive training and provide their insights about the utility of SFBT in their work place. Study participants received a training class in which they were familiarized with SFBT. Prior to the training session, a survey instrument was administered to identify the facilitation approaches favored by the participants. A follow-up survey was administered to the participants immediately following the training. This questionnaire contained both closed- and open-ended items. One week after the training, a small group session was conducted to gather additional feedback from the participants. Results from the questionnaires and the small group session demonstrated that there was unanimous agreement that SFBT techniques would be useful in a federal strategic planning setting and that they would be likely to use the techniques themselves. The participants showed a strong preference for using the Miracle Question, though all of the techniques presented in training had support. When asked to match SFBT techniques with various planning phases, Action Descriptions was the selection most often made. Overall, participants described SFBT as being applicable in a number of work settings, specifically those that required delineation of work processes, outcomes and measures. Some concerns were noted regarding credibility of the model if therapeutic terms, such as "Miracle Question," were used with senior executives in the agency and there was some concern regarding the lack of a conflict-resolution model in the SFBT framework as presented. There was agreement that additional training would be useful before the participants implemented SFBT in their facilitation activities. / Master of Science

當前政府為了因應21世紀的挑戰，莫不積極從事行政改革。在行政改革的制度當中，美國聯邦政府的政府績效與成果法（GPRA）已成為美國各機關執行的核心。我國為因應近年來國內外社會、經濟、政治的急遽變遷而推行政府再造，在這過程中，如何進一步提高施政規劃與財政管理績效已成為刻不容緩的課題。美國聯邦政府的政府績效與成果法自1993年通過以來，在執行上的相關經驗有值得我國借鏡與學習之處。 本文採文獻分析。此法的通過乃是根據不斷改革經驗而來，因此，本文介紹美國改革潮流之演變，詳述績效預算改革之內容，使吾人對GPRA產生的背景與來源較為瞭解。在其理論基礎方面，以策略管理與績效管理闡釋其理論基礎，探討其理論精神。此外，以美國人事管理局為例，摘要部分1997-2002年策略計畫書，1999年績效報告以及2000年之年度績效計畫以為參考，並以GAO的報告為基礎針對其內容予以分析。 有關GPRA執行建議方面，本文列出美國會計總署（GAO）以及美國國家行政學院以及績效協會針對GPRA所做出相關研究而提出的建議。挑戰部分則從管理技術面、決策面以及政治面出發來加以探究。 最後整理本研究結果並以試辦計畫、策略目標之制定、績效目標之制定、指標之制定、年度績效報告、機關心態調適與組織文化的建立等議題提出對我國現行制度與改革的建議。

Performance and accrual-based financial management systems as envisaged in the 1990 Chief Financial Officers (CFO) Act, the 1993 Government Performance and Results Act (GPRA), the 1996 Federal Financial Management Improvement Act (FFMIA) and related legislation have been in place since prior to the turn of the millennium. Nevertheless, although performance has been measured and financial accountability improved in U.S. federal government agencies, there remains a gap in reporting on operational efficiency and effectiveness. This dissertation extends research into performance management to determine the extent to which performance measurement systems report on operational efficiency and effectiveness and thereby further facilitate performance management. It examines outputs as the unit-of-analysis within the input-output-outcome framework of performance measurement and reporting systems and their integration with accrual-based financial management systems in assessing government operations. It challenges the predominantly outcomes-focused reporting system as insufficient to the objective of improved operational efficiency and effectiveness. The research methodology employs qualitative analysis of selected agency performance reports, interviews of selected agency senior managers and oversight officials, analysis of previous research on performance reporting, and analysis of GAO survey data. The research examines an increased focus on output reporting as a means to improve operational efficiency and the linkage of outputs to outcomes as an effectiveness measure. The research leads to the conclusion that very little output efficiency or effectiveness measurement and reporting is occurring. The failure to measure performance in this manner is to the considerable detriment of operational efficiency, effectiveness and cost reduction in the federal government. / Ph. D.