Submitted by TFryer on Wed, 01/24/2018 - 23:40
Gavin Newscom is California’s lieutenant governor, and was formerly the mayor of San Francisco. He is a huge advocate of the use of technology to engage citizens, which he describes in his book, Citizenville. But advocates of greater citizen engagement extend beyond political leaders to many frontline government executives at all levels – federal, state, and local.
Submitted by TFryer on Wed, 01/24/2018 - 22:29
An article in the September issue of Harvard Business Review by Nick Lovegrove and Matthew Thomas tries to explain why. They examine the careers of leaders who have been successful in addressing complex challenges requiring collaboration across a wide range of stakeholders. They cite Harvard Kennedy School professor Joseph Nye, who says that these kinds of leaders have the ability to “engage and collaborate across the private, public, and social sectors.”
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 - 22:11
City police departments across the country are turning traditional police officers into “data detectives.” Police departments across the country have adapted business techniques -- initially developed by retailers, such as Netflix and WalMart, to predict consumer behavior -- to predict criminal behavior. A new IBM Center report, by Dr.
Submitted by TFryer on Wed, 01/24/2018 - 22:06
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.
Submitted by TFryer on Wed, 01/24/2018 - 22:02
“Interagency coordination is an essential element of effective public leadership,” writes Dr. Andrea Strimling Yodsampa in a new report for the IBM Center on effective practices for interagency coordination, using U.S. civil-military coordination efforts in Afghanistan between 2001- 2009 as a case study.
Submitted by TFryer on Wed, 01/24/2018 - 21:56
The topic of performance budgeting has been talked about for decades. Most state governments claim to be doing it. The Government Accountability Office and others have written numerous studies about how it could and should be done at the federal level. But the City of Baltimore has put in place an outcome-oriented budgeting system that is now in its fourth year of operation. What does it look like?
Submitted by TFryer on Wed, 01/24/2018 - 21:48
A timely new book by veteran public finance experts at the International Monetary Fund describes how budget and finance reforms have evolved over the past two decades in more advanced countries. While their book doesn’t contain any magic formula for success, it does provide a useful context for understanding what is going on in the field. It also provides some poor comfort for the fact that what the U.S. is facing is not uncommon and that there may be some avenues for being more successful in the future.
Submitted by TFryer on Wed, 01/24/2018 - 21:26
But it has been a long road. In 2011, two European academics conducted a meta-analysis of 519 studies on performance-oriented management reforms undertaken across Europe in the previous two decades to determine if they resulted in improved processes, outputs, or outcomes. They concluded the answer was “yes,” but not a resounding “yes.” Their analyses showed 68 percent of the studies found improvements in administrative processes and activities, 44 percent in programmatic outputs, and 53