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Tiered Evidence Grants - An Assessment of the Education Innovation and Research Program

Tuesday, July 11th, 2017 - 9:13
Author(s): 
Early-stage innovations receive smaller grants; mid-level programs with promising evidence receive larger grants; and initiatives with substantial evidence of success in multiple settings are expanded nationally and receive the largest grants.

Insights from New Zealand's "Results" Programme

Monday, March 6th, 2017 - 10:49
Monday, March 6, 2017 (All day)
Nearly three decades ago, New Zealand pioneered government reforms to make individual single-purpose agencies – a “vertical” solution -- more accountable and effective.  While successful, it exacerbated another challenge facing government agencies -- addressing “horizontal” societal problems, i.e., those that span traditional agency boundaries.  So, New Zealand undertook a new round of reform in 2012 to address a handful of persistent societal and economic problem

Interagency Performance Targets: A Case Study of New Zealand’s Results Programme

Monday, March 6th, 2017 - 10:32
New Zealand has been a beacon for government reforms for almost three decades. While the New Public Management Reforms of the late 1980s made agencies more efficient and responsive, they also created a new problem; agencies struggled to organize effectively around problems that crossed agency boundaries. New Zealand undertook a new round of reform in 2012 to address ten important and persistent crosscutting problems.

Getting it Done: A Guide for Government Executives

Tuesday, November 8th, 2016 - 15:24
Those new to government will find a world very different than their previous experience in other sectors. Those returning to government will find a far different government than the one they left. Both will find a large group of stakeholders, including members of the United States Congress, very interested in every action they take. In addition, you will face the challenge of managing large organizations. If cabinet departments were listed in the Fortune 500, they would occupy slots in the top 20.

Perspective on the PerformanceStat Potential: A Leadership Strategy for Producing Results

Monday, April 13th, 2015 - 14:47
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Today governments at all levels employ PerformanceStat, a focused effort by government executives to exploit the power, purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up, all to improve government’s performance.

Creating a Performance and Results Culture

Wednesday, March 25th, 2015 - 0:00
Sunday, April 12, 2015 - 16:48
Background.

Coordinating for Results: Lessons from a Case Study of Interagency Coordination in Afghanistan

Friday, April 11th, 2014 - 12:51
agencies have the funding, expertise, or influence to achieve their goals single-handedly. Moreover, complex problems require interdisciplinary—and hence interagency—solutions. To succeed, public executives and managers must leverage the financial, human, and organizational resources of multiple agencies. This requires coordination.

Trend 1: Performance

Tuesday, November 5th, 2013 - 13:51
Tuesday, November 5, 2013 - 12:07
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

Baltimore's Outcome Budgeting Approach

Wednesday, October 16th, 2013 - 12:30
Wednesday, October 16, 2013 - 12:25
The topic of performance budgeting has been talked about for decades.  Most state governments claim to be doing it.  The Government Accountability Office and others have written numerous studies about how it could and should be done at the federal level.  But the City of Baltimore has put in place an outcome-oriented budgeting system that is now in its fourth year of operation.  What does it look like?  

Coordinating for Results: Lessons from a Case Study of Interagency Coordination in Afghanistan

Tuesday, October 8th, 2013 - 11:29
This report focuses on interagency coordination and thus differs from many earlier IBM Center reports that have examined the use of collaboration.  Dr. Strimling Yodsampa notes that, when agencies collaborate, they work side by side toward a shared goal. When they coordinate, they still maintain their organizational autonomy and independence of action, but they deliberately align resources, capabilities, strategies, and implementation in support of shared goals.
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