Engaging Partners in Measuring Program Effectiveness

Jeff Tryens, the former director of the Oregon Progress Board, conducted a survey for Metro, which is Portland, Oregon’s area regional government, to find out.  He surveyed over two dozen existing programs to identify best practices in developing and using community-level indicator systems to “inform, engage, intervene, or fund” efforts to jointly improve the results communities (not just

The Week That Was

Open Gov:  Keeping up with what’s going on, on Twitter.  A new on-line “daily paper” has been created and dedicated to OpenGov issues.  Basically it’s an aggregated news source on paper.li

Intelligent Transportation System for the 21st Century

What are some of the critical transportation challenges facing the U.S.?

How is RITA forging Intelligent Transportation Systems (ITS) for the 21st Century?

What is IntelliDrive?

How does RITA use statistics and analysis in its efforts to improvement transportation systems?

 

 

 

 

Analytics and Risk Management: Tools for Making Better Decisions

Decisions based on bad information can lead to poor results and be quite costly to organizations. This may culminate in the squandering of opportunities, taking on unnecessary risk, misallocating resources, and ultimately not achieving strategic goals or objectives. At a time of shrinking budgets and increasing expectations to do more with less, making better decisions based on informed judgment has taken on even more significance for both private sector and government organizations.

Government Performance Management Systems: Case Studies From South Asia

Partial approaches are akin to arranging chairs on the deck of the Titanic. In a dysfunctional system, looking for pockets of excellence is a futile exercise. In many cases, you can get temporary results by focusing on some part of the organization or even some government departments, but you can be sure, just like a waterbed, that the inefficiency has travelled to another part that is currently not under scrutiny. Therefore, I have long argued that governments must have an integrated performance measurement system.

Should We Create a Performance Management Framework?

OMB last month released a memo on its next steps on improving agency performance.  Rather than defining a government-wide, all-encompassing framework, it focuses on defining a framework for agency “high priority performance goals” and tra

Sparking Innovation and Growing to Scale

Center for American Progress researchers Jitinder Kohli and Geoff Mulgan wrote “Capital Ideas: How to Generate Innovation in the Public Sector,” and “Scaling New Heights: How to Spot Small Successes in the Public Sector and Make them Big.”  They observe that growing social innovation in the public sector is more difficult than it is to create technical innovation in the private sector

Weekly Roundup: April 17-21, 2017

John Kamensky

Do Tiered Evidence Grants Work?

It recently released a nine-point agenda recommending actions that Congress can take to ground funding decisions on this basis.  One of its recommended actions is to expand the use of “tiered evidence” grants.

But do they work?

How to Avoid Four Fatal Flaws When Designing Your Government Performance Management System

Most “Government Performance Management Systems” suffer from serious conceptual flaws that have regularly proven to be fatal. For example, often there are no consequences for “good” or “bad” performance in government. Thus, even a good performance measurement system is a waste of time.  In addition, performance measurement systems in government lack: (a) upfront prioritization of goals and objectives; (b) upfront agreement on how to judge deviation from targets; and (c) focus on the whole of organization.

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