Submitted by TFryer on Mon, 01/22/2018 - 21:01
Harvard’s Bob Behn writes about the spread of “PerformanceStat” across the U.S over the past two decades. But the creation of “Delivery Units,” which is another name for Bob’s phenomena, has spread across the world – even Latin America!
Submitted by TFryer on Mon, 01/22/2018 - 20:45
Greenleaf’s statement is pretty strong. And most people would think that he refers to political leaders. But his observation is pointed at leaders at all levels. Efforts to create a strategic foresight capacity in the U.S. federal government have experienced fits and starts over the past 40 years. But in recent years, there has been some progress at the agency level, largely at the behest of political and career leaders who appreciate the value of foresight as part of their decision making processes. They might not think of it in terms of an ethical issue, but as good leadership.
Submitted by TFryer on Mon, 01/22/2018 - 20:39
Internal Revenue Service Commissioner John Koskinen shared his insights on his experiences to date in the closing session of the annual meeting of the National Academy of Public Administration in mid-November. Koskinen was confirmed as IRS Commissioner in December 2013. The position had been vacant for over a year, and during that interim, allegations of improprieties led to the dismissal of an interim commissioner along with other staff.
Submitted by TFryer on Mon, 01/22/2018 - 20:33
The Government Accountability Office has released its updated list of high risk areas across the federal government. It flags for attention the mission-critical skills gap in jobs such as telecommunications, cybersecurity and acquisition. But there is also a growing gap in experienced managers and leaders as baby boomers head for retirement. What approaches are needed to ensure the next generation of managers and leaders are ready?
Submitted by TFryer on Mon, 01/22/2018 - 19:51
Beyond the dollars in the President's budget, there are some details buried in congressional justifications that are worth examining. I think there are three sets of initiatives - that for the most part do not create new programs nor spend much in new dollars - that are worth attention: Building the capacity to implement and sustain cross-agency priority goals, Creating capacity to conduct meaningful performance-and-results assessments and link them to implementation, and Extending evidence-based approaches to solving problems.
Submitted by TFryer on Mon, 01/22/2018 - 19:48
Social Impact Bond Legislation Introduced. Bi-partisan legislation creating a $300 million fund to pilot "pay for performance" grants has been introduced in the House, with similar legislation to be introduced in Senate. Acquisition Reform Underway. Much can be done administratively to fix the acquisition process, and Federal News Radio reports that OMB's Anne Rung has laid out a series of next steps to expand initiatives underway, such as category management. Shared Services Gains Some Friends.
Submitted by TFryer on Mon, 01/22/2018 - 19:25
A recent survey of 400 global company CEOs found that executing their company's strategy heads their list of challenges. Related studies show two-thirds to three-quarters of large organizations struggle to implement their strategies. What these studies found sounds very familiar to what seems to occur in government, as well. I've been writing about the importance of cross-functional collaboration for years - within an agency, across agencies, across levels of government.
Submitted by TFryer on Mon, 01/22/2018 - 18:53
A new report by the University of Texas' Sherri Greenberg for the IBM Center for The Business of Government observes: "Increasingly, cities are the public sector delivery engines in the United States." She says that "City governments, residents, and interest groups are actively seeking methods for better service delivery" and that this often involves the use of technology. But technology by itself won't work.
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 - 18:38
Suzanne de Janasz and Maury Peiperl interviewed dozens of corporate executives over the past two years to understand how "new CEOs in large organizations gain access to seasoned counsel and feedback." In a recent Harvard Business Review article, they summarized their findings.