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dc.contributor.authorLewis, Mike
dc.identifier.citationVolume 12 Number 2 4-12en
dc.description.abstractWhen the ends are in sight - and measurable - the means are less divisive. Thanks to a focus on specific outcomes for policy, Oregon is building a culture of collaboration and learning between sectors, regions, and interest groups that have long been at odds. People expect results, and are beginning to get them. Can other jurisdictions do the same? Particularly interesting for people with an interest in how policy and bureaucracy can be reformed to become much more effective, the section outlining how the state has completely reoriented its relationship with poor urban neighbourhoods and the problems of rural decline is inspired, practical, and effective. At the end of the day, tracking progress is only as meaningful as the outcomes one establishes from the outset, both what they are and who is involved in setting them. Refer back to the good, the bad, and the ugly in Lewis (2000), Greenwood (2000), Perry (2002), Lewis (2004) and reflect on what it would mean to have such a system as Oregon’s in your region. (For access to the larger study this article was based on, go to
dc.format.extent110859 bytes
dc.publisherMaking Wavesen
dc.titleThe Oregon Benchmarks: Oregonians Are Getting Results From This Approach To Governance. Can We Too?en

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