A Guide to Data-Driven Performance Reviews

Submitted by on Mon, 09/26/2011 - 12:05

 The law says that these reviews must:

IBM Center 2011 Call for Research Report Proposals

Submitted by on Sun, 09/11/2011 - 11:14

Since creation of the IBM Center for The Business of Government more than 13 years ago, it has been our goal to help public sector executives and managers address real-world problems by supporting leading researchers who produce empirical evidence to inform the debates about whether particular management approaches will improve government performance.

The Virginia Implementation of the American Recovery and Reinvestment Act:

Submitted by on Tue, 09/06/2011 - 10:30

These funds were accompanied by a new, centralized system of strict financial accountability and perfor­mance reporting, with frequent reporting requirements. These new requirements, as well as the rapid implementation time­frame required by the Recovery Act, created an enormous implementation challenge for all the participants in our federal-state-local-non­profit intergovernmental system.

Assessing Public Participation in an Open Government Era

Submitted by on Tue, 08/16/2011 - 12:59

The plans of top agencies have been assessed by both the government and advocacy groups to see if they met the requirements laid out in the directives, often with an emphasis on the degree to which they increase transparency.  This report focuses on how well these agency plans increase public participation and collaboration.  

Implementing Sustainability in Federal Agencies: An Early Assessment of President Obama’s Executive Order 13514

Submitted by on Mon, 08/15/2011 - 14:32

“As the largest consumer of energy in the U.S. economy, the federal government can and should lead by example when it comes to creating innovative ways to reduce greenhouse gas emissions, increase energy efficiency, conserve water, reduce waste, and use environmentally responsible products and technologies,” said President Obama. This EO is an attempt to make operational the concept of sustainability. By pushing the integration of environmental, energy, and transportation indicators, the EO combines into one strategy the core elements of sustainability.

Use of Dashboards in Government

Submitted by on Mon, 08/01/2011 - 10:11

Government leaders are deluged with thousands of streams of data about the performance of their agencies and programs.

One approach the Obama administration has latched onto to make sense out of the deluge of data is the use of on-line “dashboards” of performance data that track the key performance metrics of various federal agencies and programs.  The administration has touted the benefits of dashboards as a way of organizing and filtering performance data so it makes sense to decision makers so they can understand and act on it.

Best Places to Work in the Federal Government® Staff/Manager Alignment Scores

Submitted by on Tue, 06/28/2011 - 11:59

Managers play an important role in an organization; they implement policies from senior leadership and also carry concerns up the chain from staff to decision-makers. If managers and staff don’t see eye-to-eye on the key issues, then managers may be unable or unwilling to properly acknowledge and share staff concerns to leadership. Executives may be left unaware of what’s happening on the front lines, issuing policies that risk failure because they aren’t fully informed.

Breaking New Ground: Promoting Environmental and Energy Programs in Local Government

Submitted by on Mon, 06/20/2011 - 13:33

The survey asked questions regarding sustainability initiatives that have been undertaken by local governments. Over 2,000 local governments responded to the survey. The survey was developed by ICMA’s Center for Sustainable Communities, the Center for Urban Innovation at Arizona State University, the Arizona State University’s Global Institute of Sustainability, and the Alliance for Innovation.

Seven Management Imperatives

Submitted by on Sat, 06/04/2011 - 14:36

 

Periodically the IBM Center staff steps back and reflects on the insights provided by its authors of more than 300 research reports and by some 300 senior government executives interviewed over the past 13 years.  Through our research and interviews, we identified several broad societal trends that we believe are changing the game for successful leadership at all levels of government.

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