Submitted by JKamensky on Tue, 03/05/2019 - 11:39
The big challenge for top leaders is - How do you create a leadership framework to achieve results, day-in and day-out, in a sustainable way, that stays focused and doesn’t let the organization get distracted by the inevitable headline-grabbing urgencies that arise on a regular basis that sap focus away from key mission goals?
Submitted by MChinoda on Fri, 04/13/2018 - 05:42
Michael has two decades of experience with both the private and public sectors encompassing strategic planning, business process redesign, strategic communications and marketing, performance management, change management, executive and team coaching, and risk-financing.
Submitted by GPierre on Wed, 02/28/2018 - 14:43
Richard Boyle, PhD, is Head of Research with the Institute of Public Administration (IPA) in Ireland. He has worked with the IPA since 1986. His main research interests focus on public service modernization, managing for results in the public sector, and developing and implementing effective performance management and evaluation systems. Dr. Boyle has worked with many government departments, state agencies, and nonprofit organizations on performance measurement and evaluation.
Submitted by GPierre on Wed, 02/28/2018 - 14:41
Leigh Botwinik is the Director of Graduate Programs at the University of Pennsylvania's Fels Institute of Government. As a member of the Fels Consulting practice, she managed the SchoolStat project, a collaboration with the School District of Philadelphia, and worked with a variety of public sector clients on performance management initiatives. Prior to coming to Fels, she taught first and second grade in Washington, DC. Leigh holds a BA from the University of Michigan and a Master of Public Administration and a Master of Science in Education from the University of Pennsylvania.
Submitted by rthomas on Thu, 01/25/2018 - 10:03
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
Achieving your goals will depend on the hundreds, if not thousands, of people in your organization. While it has become a cliché to say that an organization’s most valuable resource is its people, the statement is true.
The workplace is undergoing a significant transition that presents unchartered territory and tremendous opportunity. This transformation includes a workforce that now includes four generations.
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 - 20:59
In complex intergovernmental programs, can effective performance management systems be developed and work?
A recent case study of the federal-state-local Child Support Enforcement Program (CSE) suggests it can be done, but it takes time and collaboration
Submitted by TFryer on Tue, 01/23/2018 - 18:41
In a climate of fiscal austerity, it is far better to cut programs with minimal impact and improve existing programs, based on evidence from high-quality program evaluations. What is program evaluation? How can evidence and rigorous evaluation be best integrated into decision-making?
Submitted by TFryer on Tue, 01/23/2018 - 17:42
Harry Hatry is legendary. His indefatigable commitment to measuring government performance stretches back to his days as a Pentagon analyst on Secretary of Defense Robert McNamara’s fabled “Whiz Kids” team before joining the Urban Institute in 1968.
Submitted by sfreidus on Thu, 01/04/2018 - 16:43
- Strong statutory and institutional structures and an investment in performance management systems seem to be more common in emerging countries. For example, in Columbia this is embedded in their constitution and Kenya has created a department to lead the nation’s transformation efforts. In more developed countries such as the United Kingdom and Ireland, these efforts are more administratively-based, oftentimes at the discretion of the prime minister.
- The use of multi-year national strategic plans is on the rise. Ag