The New Obama Performance Team

Yesterday, Jeff Zients testified before a Senate Committee on an ambitious agenda to reform governmentwide performance management. Zients is President Obama’s Chief Performance Officer and the deputy director of management at the Office of Management and Budget.

Building Performance Systems for Social Service Programs

Prodded by past scandals and court orders, the State of Tennessee today has one of the nation’s best performance-contracting systems for its child welfare program. In this report, Patrick Lester documents its evolution and use, and how Tennessee has avoided some of the common design flaws endemic in other social service programs using the performance-based contract model.

Designing and Managing Cross-Sector Collaboration: A Case Study in Reducing Traffic Congestion

In August 2007, five urban regions were selected by the USDOTSDOT to participate in a path-breaking federal transportation initiative. Known as the Urban Partnership program, the initiative funded a total of $1.1 billion in grants for integrated transit, highway pricing, technology, and telecommuting strategies aimed at reducing traffic congestion in major urban areas. The Minneapolis - St. Paul region was selected to receive one of the five grants.

Increasing Transparency and Accountability in Federal Performance Reporting: Lessons from the OMB Pilot Program

In 2006, the Office of Management and Budget (OMB) authorized the Performance and Accountability Reporting (PAR) Pilot Program, which permitted executive branch agencies to use an alternative approach to reporting financial and performance information. Eleven departments and agencies volunteered to participate in the FY 2007 PAR Pilot Program. Three initiatives were held to assess and share lessons learned from the PAR Pilot Program.

Transformation of the Department of Defense's Business Systems

The Department of Defense launched an ambitious effort to transform its vast network of back office mission support systems in 2001. It has since invested large amounts of funding in the effort. What progress has been achieved to date? What has been its impact? This report provides answers and insights into these questions as it assesses the progress of this effort.

From Forest Fires to Hurricane Katrina: Case Studies of Incident Command Systems

The success of the Incident Command System (ICS) as a hierarchical-network organizational model in emergencies such as forest fires led to its being designated by the federal government as the preferred approach for responding to emergencies. However, it seemingly failed in the response to Hurricane Katrina. Professor Moynihan examines the Katrina case, as well as others, and identifies the conditions under which the ICS approach can be successful.

Moving Toward Outcome-Oriented Performance Measurement Systems

Public managers in communities across the country are under increasing pressure by the public to report on the outcomes and results of their programs. With both internal and external demands for information, public managers not only need to provide an accounting of resources expended and services provided, but also report on performance and outcomes.

Federated Human Resource Management in the Federal Government: The Intelligence Community Model

The Intelligence Community developed a "federated" approach to its human capital system under the authority of the Intelligence Reform and Terrorism Prevention Act of 2004. This approach effectively balances the needs of the community with those of individual agencies. Unlike the traditional top-down approaches to policy development, the Office of the Director of National Intelligence worked closely with each of the 17 components of the Intelligence Community to agree upon a new human resource management framework.