Submitted by TFryer on Wed, 01/24/2018 - 22:19
When Cong. Cuellar was a state legislator in Texas, he saw how his state used performance information in the budget process. When he was appointed earlier this year to the U.S. House appropriations committee, he finally reached a position where he could bring this perspective to Washington in a real way. The next step is to convince his colleagues to try it.
Submitted by TFryer on Wed, 01/24/2018 - 22:17
In May, the VA announced a partnership with two veterans service organizations -- the Disabled American Veterans and The American Legion -- to reduce the backlog of claims for veterans benefits by encouraging the filing of “fully developed claims.” Such claims can be expedited in half the time it takes to process a regular claim.
Submitted by TFryer on Wed, 01/24/2018 - 21:40
The Center’s new report is the result of multiple interviews with government leaders, an assessment of research and reports on challenges and opportunities from the Center and many other sources; and a roundtable involving key government, academic, and industry officials last May.
Submitted by TFryer on Wed, 01/24/2018 - 20:19
While data can be used externally for accountability, it can also be used internally to predict and prevent these kinds of incidents.
Submitted by TFryer on Wed, 01/24/2018 - 20:17
The right kind of leadership approach and style can drive change in government
Governments today face serious, seemingly intractable public management issues that go to the core of effective governance and leadership -- testing the very form, structure, and capacity required to meet these problems head-on.
Submitted by TFryer on Wed, 01/24/2018 - 12:54
The 2010 revision of the Government Performance and Results Act requires federal agencies to identify a limited number of two-year Agency Priority Goals. These action-oriented goals appear in their recently-released fiscal year 2015 budget proposals and are aligned with their newly released strategic goals and objectives.
Submitted by TFryer on Wed, 01/24/2018 - 12:39
In meeting varied missions, government executives confront significant challenges. Responding properly to them must be guided and informed by the harsh fiscal and budgetary realities of the day. It can no longer be simply a wishful platitude that government do more with less. Leaders need to change the way government does business to make smarter use of increasingly limited resources—leveraging technology and innovation to be more efficient, effective, anticipatory, adaptive, and evidence-based in delivering missions and securing the public trust.
Submitted by rthomas on Wed, 01/24/2018 - 12:32
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.
Submitted by rthomas on Wed, 01/24/2018 - 12:30
The IBM Center is releasing an update to its 2009 “The Operator’s Manual for the New Administration” for the use of new executives in the federal government. This updated chapter reflects statutory changes since 2009 and provides insights on how executives can improve performance in their agencies’ programs.
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
Submitted by TFryer on Tue, 01/23/2018 - 23:11
A Government Accountability Office survey last year reports that the percentage of federal managers saying they used performance information in allocating resources actually dropped between 1997 and 2013. Is it worth another try? In a new report for the IBM Center, Dr.