Submitted by TFryer on Fri, 01/26/2018 - 14:35
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.
Submitted by rthomas on Thu, 01/25/2018 - 10:04
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.
Submitted by rthomas on Wed, 01/24/2018 - 12:32
Last week, OMB released a new and substantially improved Performance.gov website, with in-depth performance information on individual agency priority goals. This represents a significant step forward from the initial release in August 2011, which listed and described the goals, but did not provide much detail about them. I had a chance to talk with some OMB staff about what’s new about the website, and take a quick browse through it. Here’s a summary of what I learned.
Submitted by TFryer on Tue, 01/23/2018 - 17:48
Background. Early in the Obama Administration, OMB announced an initiative to create a small handful of High Priority Performance Goals in each agency, as a replacement for the Bush Administration’s
Submitted by sfreidus on Tue, 12/26/2017 - 12:35
Back in 1993, reformers thought that if agencies developed strategic plans, operating plans, and measures of progress, that decision makers would use the resulting information to manage better. That didn’t work. In 2001, the Bush Administration thought that if a scorecard of more discrete performance information at the program level was created, that decision makers would use it to manage better. That didn’t work either. In fact, a recent article in Public Administration Review by professors Donald Mo
Submitted by cmasingo on Fri, 12/22/2017 - 15:03
In a three-part blog series, I will outline a path that I proposed at a UN-sponsored meeting in Switzerland this past April. This first blog deals with the imperative of converting SDG vision into action and highlights the conspicuous absence of implementation mechanisms in the SDG discussions.
Submitted by cmasingo on Fri, 12/22/2017 - 14:57
This is the second in a series of blogs that outline a path that I proposed at a UN-sponsored meeting in Switzerland this past April.
Submitted by rthomas on Wed, 12/20/2017 - 10:33
The Government Performance and Results Act (GPRA) was enacted in 1993 to bring about a greater focus on results in the federal government. GPRA's requirements have built a strong foundation for results-oriented performance planning, measurement, and reporting.
Submitted by rgordon on Mon, 03/06/2017 - 09:32
New Zealand has been a beacon for government reforms for almost three decades. While the New Public Management Reforms of the late 1980s made agencies more efficient and responsive, they also created a new problem; agencies struggled to organize effectively around problems that crossed agency boundaries. New Zealand undertook a new round of reform in 2012 to address ten important and persistent crosscutting problems.
Submitted by rgordon on Thu, 04/11/2013 - 11:45
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.
