Submitted by TFryer on Tue, 01/23/2018 - 17:59
We are pleased to announce our latest round of awards for new reports on key public sector challenges, which respond to priorities identified in the Center's long-term research agenda, see businessofgovernment.org/content/research-stipends.
We expect the following reports to be published in early 2015. Details of each report are included in the below short summaries.
Submitted by TFryer on Tue, 01/23/2018 - 17:48
Background. Early in the Obama Administration, OMB announced an initiative to create a small handful of High Priority Performance Goals in each agency, as a replacement for the Bush Administration’s
Submitted by TFryer on Tue, 01/23/2018 - 17:42
Harry Hatry is legendary. His indefatigable commitment to measuring government performance stretches back to his days as a Pentagon analyst on Secretary of Defense Robert McNamara’s fabled “Whiz Kids” team before joining the Urban Institute in 1968.
Submitted by TFryer on Tue, 01/23/2018 - 15:17
So government, by nature, oftentimes puts itself at financial or reputational risk on a regular basis. Risk is not necessarily bad. After all, avoiding risk might mean that the FAA would ground all flights to prevent crashes! So, finding ways to manage risk is essential.
Submitted by TFryer on Tue, 01/23/2018 - 14:50
Previous to her experience with OMB, Ms. Danzig worked with the Department of Housing and Urban Development (HUD) and helped develop and lead its acclaimed HUDStat program. Prior to that, she led strategic planning for New York City’s housing programs. She has an MBA and is a former community organizer. She shares her four top tips on creating and using analytics, based on her combined experiences on data and analytics. They include: Tip 1: Choose Smart Goals. Performance management requires a commitment to the continuous improvement of best practices.
Submitted by TFryer on Tue, 01/23/2018 - 12:46
In mid-November, the Government Accountability Office (GAO) released an assessment of how well agencies use performance information in decision making, with a particular focus on program evaluations. Around the same time, a study on evidence-based policymaking in the states was released by the Pew Charitable Trusts and the MacArthur Foundation; and a new book, Moneyball for Government, by Peter Orzag and Jim Nussle, was announced by the non-profit Results for America.
Submitted by TFryer on Mon, 01/22/2018 - 21:34
My goal in blogging has been to provide context, insight, and inspiration on government management challenges for public sector managers, especially at the U.S. federal level. Following are blog posts from the past year organized around several themes, largely reflecting the trends reflected in the IBM Center’s research agenda. Hope you find this useful!
Submitted by TFryer on Mon, 01/22/2018 - 20:57
The Rise of Shadow IT. According to Government Computer News, “Nearly three-quarters of IT security professionals are unaware of the amount of “shadow IT” within their organizations, according to a recent survey by the Cloud Security Alliance. . . .
Submitted by TFryer on Mon, 01/22/2018 - 18:50
Background. Over the past two decades, the performance movement has made steady progress. It has resulted in a focus on performance and results via strategic and annual operating plans, a supply of performance information to track progress of these plans; a demand for performance information via quarterly reviews of progress on priority goals and annual reviews of strategic objectives; and an infrastructure with chief operating officers and performance improvement officers.
Submitted by TFryer on Mon, 01/22/2018 - 18:31
This memo indirectly adds some urgency to the relatively new “agency annual strategic reviews” which are currently underway in agencies across the government. The 2010 amendments to the Government Performance and Results Act created a series of cycles for four-year strategic plans, annual plans, the designation of two-year agency priority goals and four year cross-agency priority goals. The law also requires the Office of Management and Budget (OMB) to annually assess agencies’ progress.