Submitted by rgordon on Tue, 08/04/2015 - 15:08
Information technology has made possible the availability of real-time data and the tools to display that data, such as dashboards, scorecards, and heat maps. This has boosted the use of data and evidence by government decision makers in meeting their agency and program missions. But what about the use of performance metrics by agency chief information officers themselves?
Submitted by rgordon on Mon, 07/13/2015 - 11:04
Today, governments have access to a variety of tools to successfully implement agency programs. For example, Data Analytics—especially of financial data—can be used to better inform decision making by ensuring agencies have the information they need at the point of time that it can be most effective. In addition, governments at all levels can more effectively address risks using new Risk Management approaches. And finally, Shared Services can not only save money, but also stimulate innovation, improve decisionmaking, and increase the quality of services expected by citizens.
Submitted by rgordon on Thu, 04/09/2015 - 12:09
Over the last decade, a major trend in government management has involved the increased use of data by government executives. The “data” movement has many names. In Robert Behn’new book, The PerformanceStat Potential, “PerformanceStat” refers to the many “Stat” programs initiated after the New York City Police Department successfully launched CompStat in the 1990s. Others use the term “analytics” to capture the use of data.
Submitted by rgordon on Mon, 04/28/2014 - 09:58
Submitted by rgordon on Fri, 12/06/2013 - 12:58
Incident reporting systems are an integral part of many agencies’ operations. For example, the Veterans Health Administration collects data on incidences of errors made during surgeries, the Food Safety and Inspection Service collects data on incidences of errors in meat inspection plants, and the Occupational Health and Safety Administration collects data on incidences of workplace injuries.
Submitted by rgordon on Mon, 11/11/2013 - 15:04
Today’s senior managers are tempted to begin analytics programs before determining the mission-essential questions they are seeking data to answer. Older data-based analytics efforts often grew out of the discoveries of line employees who made connections and saw patterns in data after receiving new software or hardware that helped them make sense of what they were studying.
Submitted by rgordon on Wed, 10/24/2012 - 14:11
Measuring program performance is relatively straightforward in many areas of government, such as social services, visa processing, and air traffic control. But there are instances where assessing performance and success is much harder. One particularly difficult area involves law enforcement, where a key goal is to prevent or deter bad outcomes – which can often happen without the knowledge of law enforcement officials.
Submitted by rgordon on Tue, 10/16/2012 - 14:23
In our 2011 report on analytics use in the federal government, "From Data to Decisions: The Power of Analytics," we wrote about the tremendous budget pressures federal agencies face at a time when there is great public demand for government to be more effective and efficient. This report’s release sparked an overwhelmingly positive response from agency leaders and federal performance management practitioners who asked, “Where do we go from here?
Submitted by rgordon on Thu, 09/27/2012 - 14:38
Our aim is to produce research and analysis that helps government leaders more effectively respond to their mission and management challenges.The IBM Center is named "The Business of Government" because its focus is the management and operation of government, not the policies of government. Public sector leaders and managers need the best, most practical advice available when it comes to delivering the business of government.
Submitted by rgordon on Wed, 11/30/2011 - 13:28
Batting average isn’t the best way to determine the effectiveness of a hitter. The Oakland Athletics learned that while doing statistical analyses of players and trying to build a winning team during their 2002 season. “They took everything that happened on the baseball field and sliced it and diced it to its most elemental parts,” Michael Lewis, author of the book, “Moneyball,” said in a radio interview. The A’s surprised just about everyone with their new-found success on the field, besting teams that had millions more to spend on recruiting top players.