How can leaders of Federal programs improve outcomes by capitalizing on approaches and tools developed in the “chiefs” communities (Chief Financial, Information, Acquisition, and Human Capital Officers)?
How do leaders of very diverse agencies direct ambitious change? How do they achieve significant
goals? What strategies do they use to overcome opposition and win allies? How do specific
organizational and political contexts affect strategies and outcomes?
Several developing countries are making seemingly breathtaking progress in developing performance management frameworks from scratch. What can we learn from them? Today’s focus is on the commonalities in the performance management approaches used across four developing countries.
A Presidential election year provides an opportunity to step back and consider major issues that will face government in the future. Our Center has devoted significant attention to this topic 4, 8, and 12 years ago, and this year we will build on that tradition.
Given the number of sustainability projects and initiatives underway within most federal agencies, the key question becomes: How should managers in the federal government implement and measure the benefits of sustainable practices? In attempting to tackle this question and assist government executive charged with wrestling with it, we present a new Center report, Best Practices for Leading Sustainability Efforts, by Jonathan M. Estes.