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Four Strategies to Transform State Governance

Submitted by on Thu, 03/12/2009 - 20:00

Historically, transforming state government meant restructuring or reorganizing the executive branch or a single agency. However, these approaches are no longer seen as effective. State government must become more flexible and responsive to the rapidly changing environment in which they operate. The four transformation strategies recommended in this report can be acted upon in a relatively short period of time without investing a great deal of additional resources and without partisan debates.

Measuring the Performance in E-Government

Submitted by on Thu, 03/12/2009 - 20:00

This project proposes to find and track current government use of performance measures for monitoring e-government performance at the local, state and federal levels. This information can then be used by other jurisdictions to aid in their own performance measurement efforts-- to the benefit of all e-government activities. minnesota, mississippi, texas, virginia Technology and E-Government

Engaging Citizens in Measuring and Reporting Community Conditions: A Manager's Guide

Submitted by on Thu, 03/12/2009 - 20:00

Dr. Ho presents two case studies - one from Des Moines, Iowa; the other from Boston, Massachusetts - where government agencies and citizen groups reported their own or their government's performance, respectively. While each of these cases reflects different strategic approaches, they both attempt to bring together what government does and what citizens see as being important in their community. In his report, Dr.

Performance Management for Career Executives: A 'Start Where You Are, Use What You Have' Guide

Submitted by on Thu, 03/12/2009 - 20:00

This report describes how career executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. It provides a series of antidotes to the cynicism and fatigue frequently felt by career executives in regard to performance management. The report offers specific advice on actions and approaches career executives can take, and urges career executives to use goals and performance measures as critical aspects of their work.

Managing for Better Performance: Enhancing Federal Performance Management Practices

Submitted by on Thu, 03/12/2009 - 20:00

This report reviews the history of performance management efforts within the federal government and discusses the successes, challenges, and failures over the years. In addition, the report offers insights from other performance management experiences in both public and private sector organizations. The authors describe differences between private and public sector performance management practices, as well as present a comparative analysis of corporate and non-corporate use of good management practices.

Staying the Course: The Use of Performance Measurement in State Governments

Submitted by on Thu, 03/12/2009 - 20:00

This report provides an overview of performance management at the state level, and how state budgeting systems have evolved to now incorporate measurement of program activities and results. It describes why performance initiatives continue to be touted by both legislatures and central management in the states. The report describes which components of performance measurement and performance-related initiatives have been most useful in the states. The authors also identify key trends.

Performance Accountability: The Five Building Blocks and Six Essential Practices

Submitted by on Thu, 03/12/2009 - 20:00

Metzenbaum sets forth five building blocks - tools and techniques for constructing a good measurement system for an organization. And she describes six practices that leaders need to use to make appropriately designed systems work properly.

Using Evaluation to Support Performance Management: A Guide for Federal Executives

Submitted by on Thu, 03/12/2009 - 20:00

his report documents the ways in which program evaluation is currently being used to support performance management. The authors draw from current practices to derive recommendations for improving the links between program evaluation and performance measurement, and management in the federal government. Managing for Performance and Results

 

Pay for Performance: A Guide for Federal Managers

Submitted by on Thu, 03/12/2009 - 20:00

This report provides timely advice to federal managers involved in the planning and implementation of pay-for-performance systems. It examines arguments for and against pay for performance, reviews various approaches to pay for performance, and discusses the challenge of implementing such systems. It also provides a framework for developing and evaluating specific pay-for-performance policies and management practices.

Performance Management for Political Executives: A 'Start Where You Are, Use What You Have' Guide

Submitted by on Thu, 03/12/2009 - 20:00

Wye describes how political executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. The report links performance-based management to the higher calling of public service and provides a meaningful rationale as to why political executives should care about performance-based management. In the past, political appointees have traditionally focused primarily on the political agenda, without much attention given to management responsibilities.

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