Submitted by cmasingo on Thu, 12/21/2017 - 10:32
Submitted by cmasingo on Thu, 12/21/2017 - 09:27
Most governments around the world are working on improving the performance of their government agencies. It is clear that the ‘performance’ of a country’s government has emerged as a key determinant of the competitive advantage of nations. The race among nations is being won not by those nations that have more resources or ideas. Rather, the outcome of this race among nations is largely determined by how effectively nations use their resources and how well they implement good ideas and policies. This task is usually achieved by a performance management system in the government.
Submitted by cmasingo on Wed, 12/20/2017 - 15:51
The Military Health System (MHS) is a global, comprehensive, integrated system that includes combat medical services, health readiness, and a health care delivery system amongst many other functions. As one of the largest health care systems in the U.S, with total spending of more than $50 billion per year, the MHS includes both a direct care component, composed of DoD-operated and staffed military treatment facilities (MTFs), and a purchased care component operated through TRICARE regional contracts.
Submitted by cmasingo on Wed, 12/20/2017 - 14:11
Submitted by rthomas on Wed, 12/20/2017 - 13:58
This week the General Services Administration (GSA) is hosting its 49th annual Interagency Resources Management Conference. An estimated 300 Chief Acquisition Officers, Chief Financial Officers, Chief Information Officers, Chief Human Capital Officers, Inspectors General, program managers and other senior executive leaders are attending. It is the most well known government-wide, government-only conference where leaders delve into emerging management issues and how they are being confronted.
Submitted by cmasingo on Wed, 12/20/2017 - 13:08
Government is famously a team sport. Almost everything (really) important we do in government requires effective teams. Whether it is reducing child mortality, disaster management, fighting opioid crisis or stopping money laundering. The list is indeed long and familiar.
Submitted by rthomas on Wed, 12/20/2017 - 12:48
The IBM Center for The Business of Government hosted a forum in November 2009 to examine the Obama Administration’s themes for a high-performing government and to frame a public management research agenda.
Participants included nearly 50 of the nation’s top public management researchers, scholars, and distinguished practitioners. The forum was an effort to help bridge the gap between research and practice, and to collectively develop a research agenda that would help government executives move things forward.
Submitted by rthomas on Wed, 12/20/2017 - 12:21
Most of the news media focused on the size of the budget and which agencies gained or lost. However, the budget also included an overview of the Obama Administration’s management initiatives, as well.
The overall emphasis of these initiatives is on achieving defined mission-oriented results. It de-emphasizes (but still addresses) improvements to mission-support functions and the reporting of performance information.
Submitted by rthomas on Wed, 12/20/2017 - 12:19
Given what we have learned from experience and careful research, the performance management approach the Obama Administration lays out in the Analytic Perspectives section of the FY 2011 budget is very promising and represents a more aggressive, more coherent, and more comprehensive approach than that of past Administrations. We know that when leaders focus on a few priority goals, we see tremendous performance improvement on those goals.
Submitted by cmasingo on Wed, 12/20/2017 - 10:48
It is, therefore, hardly surprising that the preference for “soft-targets” is a near universal phenomenon. Anyone designing a government performance management system (GPMS) must assume we humans have a preference for soft targets.