Law enforcement has it tough when it comes time to measure their performance. Their effectiveness can’t be just measured on what is reported. After all, the goal of most law violators is to not be caught! So how can we measure what we can’t observe?
How do you organize a cross-agency collaborative effort to get results no single agency could accomplish on its own? The Government Accountability Office (GAO) has developed an inventory of “mechanisms that the federal government uses to lead and implement interagency collaboration,” along with a self-assessment checklist to consider when using them.
Most government activities are managed through programs in agencies. The pace of technology and business changes are causing leading organizations - that have always collaborated - to move to a new model of managing activities from a cross-program view, leveraging resources to more effectively serve a citizen or business.
Using analytics to make better decisions is taking root in agencies across the government, notes a new report by the Partnership for Public Service and the IBM Center. The report explores how a dozen pioneers did it, and leaders from some of these organizations offer advice on how others can, as well.
World Bank seminars this past Spring surprised me when I learned that several developing countries seem to be on the cutting edge of the global performance movement. But the series offered some occasionally cautionary insights, as well, as to what may be next for the movement.