• measurable customer/stakeholder centric goals
• systems which consistently deliver desired results
• performance measurement system which proactively track progress
• continuous improvement culture

Real differences do exist, however, including complex relationships and competing interests between stakeholders (e.g. taxpayers, elected officials, agency heads) and a deeply rooted culture focused on activities rather than outcomes.  A performance culture is not only possible in government agencies, but inevitable when it is driven from the top of the organization.