University of Georgia

J. Edward Kellough is Associate Professor in the School of Public and International Affairs and Director of the Doctoral Program in Public Administration at the University of Georgia. Professor Kellough teaches courses in Public Personnel Administration/ Human Resources Management, Program Evaluation, Public Administration and Democracy, and other topics. His principal research interests are in the area of public personnel management.

David George Frederickson

David G. Frederickson is a Public Affairs Doctoral candidate at the Indiana University School of Public and Environmental Affairs (SPEA), with concentrations in public finance and public management. Mr. Frederickson is a graduate of Brigham Young University (1992, B.A. in political science) and of George Mason University (1995, Master of Public Administration). Mr. Frederickson has taught courses in statistics/research methods, organizational behavior, and program evaluation.

Yu-Che Chen

Overview of Scholarly Activity:

Christopher G. Wye

Chris Wye served as Director of the Center for Improving Government Performance at the National Academy of Public Administration from 1994 until 2003. The Center provides assistance to government agencies on improving management processes using the techniques of performance-based management, including strategic planning, performance measurement, program evaluation, performance-based budgeting, and strategic management.

Mary Ann Scheirer

Mary Ann Scheirer is now an Independent Consultant in program evaluation and performance measurement, as well as Adjunct Faculty of the Department of Public Administration, George Washington University. She has more than 20 years experience conducting program evaluations, with recent emphasis on developing performance measurement systems for government agencies. Her professional training was in applied sociology, including a Ph.D.

Christopher G. Wye

Chris Wye served as Director of the Center for Improving Government Performance at the National Academy of Public Administration from 1994 until 2003. The Center provides assistance to government agencies on improving management processes using the techniques of performance-based management, including strategic planning, performance measurement, program evaluation, performance-based budgeting, and strategic management.

Creating an Evidence-Based Government Creating an Evidence-Based Government

Policymakers are fixated on short-term budget austerity measures such as furloughs, pay freezes, and conference and travel spending. However, there is a small, but growing effort to take a longer, more strategic look at how to manage austerity by finding what works and targeting dollars there instead of to programs that cannot demonstrate effectiveness.

Five Steps to Building an Evidence-Based Culture in Government

OMB’s guidance to agencies on the development of their FY 2015 budgets promises that “OMB will issue a separate memo at a later date that encourages the increased use of evidence and evaluation, including rigorous testing of innovative strategies to build new knowledge of what works.” This encouragement comes on top of a foundation already under development in many agencies. 

 

How Non-Profits and Foundations Support Evidence-Based Government

Non-profits, foundations, and universities are enthused by government’s growing interest in the use of evidence and evaluation. They are chiming in with either support for government initiatives or undertaking their own.

What Does Performance Management Look Like in India?

Sometimes it is refreshing to look at how other countries approach the challenge of measuring and managing performance in their governments. Last week, I had the opportunity to attend a World Bank seminar where the Secretary of Performance Management for the Government of India described how his country is doing it.

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