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 TFryer on Fri, 01/26/2018 - 14:28
The big news for many was the announcement last week that Shelley Metzenbaum, who is the Office of Management and Budget official spearheading the Obama Administration’s performance management initiatives on a day-to-day basis, will be leaving to return home to Boston. “She arrived with a plan and gave us a set of priorities,” notes Jeff Zients, who serves as President Obama’s chief performance officer.
Submitted by TFryer on Fri, 01/26/2018 - 13:13
Coast Guard Admiral Thad Allen was superb at handling big, complex challenges that reach across agency boundaries. He led the evacuation of lower Manhattan during 9/11. He took over the Katrina rescue operations after they floundered. He led the U.S. response to the Haiti earthquake, and the Gulf Coast BP Oil Spill.
Before Allen retired, I asked him “Where does the government find the next one hundred Thad Allens?” He didn’t have a good answer. But answering that question becomes more critical as the government finds itself increasingly facing cross-agency challenges.
Submitted by TFryer on Thu, 01/25/2018 - 15:01
What ever became of the new statutory provision requiring agencies to “identify low-priority program activities?”
Submitted by rthomas on Thu, 01/25/2018 - 10:16
Dr. Hood, who is a well-respected public management professor, poses this question in a recent article in the Public Administration Review and his answer is: it depends.
He posits that what the numbers are used for -- and the operational culture in the organizations in which they are used -- will influence the effectiveness of any “management by numbers” strategy.
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 TFryer on Wed, 01/24/2018 - 22:06
Sometimes it is refreshing to look at how other countries approach the challenge of measuring and managing performance in their governments. Last week, I had the opportunity to attend a World Bank seminar where the Secretary of Performance Management for the Government of India described how his country is doing it.
Submitted by TFryer on Wed, 01/24/2018 - 21:26
But it has been a long road. In 2011, two European academics conducted a meta-analysis of 519 studies on performance-oriented management reforms undertaken across Europe in the previous two decades to determine if they resulted in improved processes, outputs, or outcomes. They concluded the answer was “yes,” but not a resounding “yes.” Their analyses showed 68 percent of the studies found improvements in administrative processes and activities, 44 percent in programmatic outputs, and 53
Submitted by TFryer on Wed, 01/24/2018 - 21:18
Since the late 1950s, after the Russians launched Sputnik to the surprise of America, the federal government has promoted the development of a national workforce skilled in the sciences as a national security priority. But the government also invests in developing similar skills for the federal workforce, given the hundreds of thousands of scientists, engineers, computer specialists, and doctors its employs.