Andrea Strimling Yodsampa is Senior Researcher/Program Manager, The Fletcher School, Tufts University.
Dr. Strimling Yodsampa is a social scientist, practitioner, and consultant specializing in interagency, civil-military, and public-private cooperation. In addition to her work at Tufts University, she serves as a consultant and senior social scientist on DoDsponsored “innovative research” efforts on interagency assessment and planning.
The President’s fiscal year 2014 budget was released last week and emphasizes the creation of “a culture of performance improvement.” This is also the theme of a new IBM Center report, by University of Wisconsin professor Donald Moynihan who is a close observer of the international performance movement.
With Valentine’s Day approaching, there are all sorts of advice columns about improving relationships. Well, A new IBM Center report by Dr. Jane Fountain, Implementing Cross-Agency Collaboration: A Guide for Federal Managers, offers advice on successful cross-agency relationships. She says there is a recipe for success, but that it depends on a number of factors.
The right kind of leadership approach and style can drive change in government
Governments today face serious, seemingly intractable public management issues that go to the core of effective governance and leadership -- testing the very form, structure, and capacity required to meet these problems head-on.
How do you tell the different between when government programs overlap and duplicate each other versus when they complement and reinforce each other in a collaborative network? Is this just a difference in rhetoric or in reality?
This report focuses on interagency coordination and thus differs from many earlier IBM Center reports that have examined the use of collaboration. Dr. Strimling Yodsampa notes that, when agencies collaborate, they work side by side toward a shared goal. When they coordinate, they still maintain their organizational autonomy and independence of action, but they deliberately align resources, capabilities, strategies, and implementation in support of shared goals.
In this report, Professor Moynihan describes the evolution of the federal performance management system over the past 20 years since the passage of the Government Performance and Results Act of 1993 (GPRA). He reports recent progress in achieving meaningful performance results within targeted programs and describes anticipated future changes over the next few years as a result of the new requirements of the GPRA Modernization Act of 2010, which significantly amended the earlier law.