performance

 

performance

Transformation: How Government Can Leverage the Positives of Change to Address the Pressures of Change

Thursday, July 11th, 2013 - 14:28
Posted by: 
These pressures include:

The Operator's Manual - An Update of Chapter 7: Innovation

Tuesday, February 5th, 2013 - 10:04
Tuesday, February 5, 2013 - 08:52
Recognize that employees, especially those who are on the front line of your organization and who regularly deal with your agency’s customers, often are the source of innovative services that can benefit your customers. Getting them engaged is key.   MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIESSUBJECT: Innovation

Does Management By Numbers Work?

Tuesday, January 29th, 2013 - 11:50
Tuesday, January 29, 2013 - 10:46
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.

The Operator's Manual - An Update of Chapter 2: Performance

Wednesday, December 19th, 2012 - 14:36
Wednesday, December 19, 2012 - 13:25
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES SUBJECT: Performance

OMB Updates Performance.Gov: Some Q&As

Tuesday, December 18th, 2012 - 12:20
Tuesday, December 18, 2012 - 11:02
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.

Performance Budgeting in the States: An Assessment

Tuesday, December 4th, 2012 - 12:38
We examine the evolution and institution of performance budgeting across a decade featuring two economic downturns, including the Great Recession. We update the status of performance budgeting laws in state governments and then assess the relationship of performancebudgeting and state fiscal health. We talked with 27 public officials and managers from 10 state governments about their performance budgeting systems in addition to analyzing data on state budget laws and measures of state fiscal health.

Federal Government Reform Resources: Memos to National Leaders

Tuesday, November 20th, 2012 - 12:05
Tuesday, November 20, 2012 - 10:58
If President Obama meets with Governor Romney to discuss ways to reform the operations of the federal government, here are some resources they have to draw upon. A number of think tanks have busily been preparing a series of white papers to spark the imaginations of those developing a reform agenda. These are not to be confused with agendas for new policies (such as climate change or immigration reform) or budget decisions, such as the pending fiscal debates.

Key Features of Cross-Agency Collaborative Mechanisms

Tuesday, October 23rd, 2012 - 14:20
Tuesday, October 23, 2012 - 14:15
GAO’s latest study on collaborative governance is based on an analysis of more than 300 past GAO reports covering issues such as homeland security, agriculture, and health, as well as a series of interviews with experts on the topic.

The Next Four Years: Managing Across Agencies – Building from Collaboration to a New Model

Monday, October 22nd, 2012 - 14:50
By: 
Monday, October 22, 2012 - 14:31
For most of the last century, when the public or Congress determines that there is a need for government activity in a certain area, the response has come in the form of a program that sits within an agency.  Funding is requested by Administrations within accounts dedicated to that program, which Congress then authorizes under Committees focused on that program.  Managers run their programs as a line operation, with staff (and often contractors) working within program authorities in a hierarchical structure.  Oversight processes -- from OMB to Congress to outside interest gro

The Next Four Years: Managing a Balancing Act

Tuesday, October 9th, 2012 - 9:37
Tuesday, October 9, 2012 - 09:30
Background Twenty years ago, federal agencies typically did not have senior executives leading key mission support functions such as finance, technology, acquisition, or workforce.  Over those two decades, Congress created a series of “chief” positions, reflecting trends in the private sector – chief financial officers, chief information technology officers, chief acquisition officers, and chief human capital officers.  They recently added performance improvement officers but without the “chief” title.
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