The purpose of this research was to investigate the implications of networked public management on the design, implementation, and utilization of federal performance measurement systems. A multiple, instrumental case study of four public health programs funded by CDC and implemented nationally through vertical and horizontal network structures was conducted. Cross-case findings suggest that the networked implementation structures for the four federal-level, public health programs have important implications for the design of the performance measurement systems. Specifically, the performance measurement systems were affected by four consequences of the implementation networks: the political influence of collaborative stakeholders; network variability; dependencies on voluntary, horizontal network partners to achieve outputs and outcomes; and jointly produced outcomes that compromise assigning agency-specific attribution and accountability. While these four factors did not deter the use of performance measurement by any of the programs, all had important consequences for the development and subsequent design of the performance measurement systems, including limiting the choice and types of measures, level of measurement, potential uses of the measures, and resources needed to implement and support the systems.