The Obama Administration should consider implementing a President’s Management Agenda (PMA) in its second term. The PMA structure used during the Bush administration clearly articulated management goals in areas such as financial accountability, human resources, competitive sourcing, e.government, and budget and performance integration. The PMA scorecard provided transparency with respect to status and results andRead… Read more »
By Susit Dhakal, Associate Consultant One of the projects I am working on this semester involves analyzing metrics that measure the success of programs which provide educational grants for women. As I started reaching out to various not-for-profit organizations to figure out how they measure the impact of their programs, I soon realized the challengesRead… Read more »
Academics don’t always speak the same language as practitioners. But they oftentimes have useful ideas to convey. So how do we bridge the gap between research and practice? I’ve been asked to participate as a “practitioner” on a discussion panel at the upcoming conference of the Association for Public Policy Analysis and Management (APPAM) ItRead… Read more »
Law enforcement has it tough when it comes time to measure their performance. Their effectiveness can’t be just measured on what is reported. After all, the goal of most law violators is to not be caught! So how can we measure what we can’t observe? Cracking the challenge of measuring unobserved behaviors – drug smuggling,Read… Read more »
How do you organize a cross-agency collaborative effort to get results no single agency could accomplish on its own? The Government Accountability Office (GAO) has developed an inventory of “mechanisms that the federal government uses to lead and implement interagency collaboration,” along with a self-assessment checklist to consider when using them. GAO’s latest study onRead… Read more »
Using analytics to make better decisions is taking root in agencies across the government, notes a new report by the Partnership for Public Service and the IBM Center. The report explores how a dozen pioneers did it, and leaders from some of these organizations offer advice on how others can, as well. Investing in, andRead… Read more »
Part of my current employment is to understand and appreciate the impact MAP 21 may have on transportation operations and especially how transportation operations relates to congestion (rather than capacity or toll). Pretty specific there. What’s not so specific is MAP 21. As a result, there is now a nationwide dialogue occurring about what theseRead… Read more »
World Bank seminars this past Spring surprised me when I learned that several developing countries seem to be on the cutting edge of the global performance movement. But the series offered some occasionally cautionary insights, as well, as to what may be next for the movement. Some encouraging insights for the global performance management movementRead… Read more »
Post Highlights Performance management is essential for the public sector – but challenging to do right Alignment across teams is essential to meet organizational needs Management needs to set the high level vision and get buy-in and feedback from all employees Performance management in the public sectors goes all the way back to 1883. WithRead… Read more »
Several developing countries are making seemingly breathtaking progress in developing performance management frameworks from scratch. What can we learn from them? Today’s focus is on the commonalities in the performance management approaches used across four developing countries. The World Bank seminars this past Spring continue to have me mulling about the progress of the performanceRead… Read more »