A Tale of Two Cities: How Different Performance Management Systems Use Citizen Feedback (Part 2)

How the City of Hangzhou Assesses Agency Performance and Gathers Citizen Feedback

While the oversight of New York City’s performance system is run out of the Mayor’s office, in Hangzhou, an independent commission assesses agency performance and gathers extensive citizen feedback.  This is a leading-edge approach in China.  Most other Chinese cities operate more like New York City, with their performance management system and oversight being managed by a bureau within the city’s government, with more of a focus on compliance and less on problem-solving.

A Tale of Two Cities: How Different Performance Management Systems Use Citizen Feedback (Part 1)

There’s been a decades-long movement in the U.S. to increase citizens’ involvement in government, and for government services to be more citizen-centric. As a result, we expect to see such initiatives in cities across the U.S., but what about in China? Interestingly, there is a real commitment in some cities in China to listen, and respond, to their citizens.

Weekly Roundup, October 22-26, 2018

John Kamensky

Government Reform over the Past 20 Years - Part 2, Managing Performance

In the IBM Center’s new book, Government For The Future:  Reflection and Vision for Tomorrow’ Leaders, we have identified six major trends that have driven government management reforms.  This is the second in a six-part series where we highlight each trend; part two summarizes the evolution of performance management in U.S.

Weekly Roundup, October 15-19, 2018

John Kamensky

Government for the Future: Reflection and Vision for Tomorrow’s Leaders

At any given moment in time, governments in the United States and around the globe carry out key missions in service of their citizens, learn from and engage with partners in other sectors, and act as cost-effective stewards of public resources. The countless positive daily actions of government leaders go largely unrecognized amidst a constant focus on the highly visible but far smaller set of challenges and problems faced by the public sector.

Weekly Roundup, October 8-12, 2018

John Kamensky

Weekly Roundup, October 1-5, 2018

John Kamensky

The Role of Curiosity in Innovation

We are told that innovation is the process of improving or adapting a service, product, or system in order to deliver better results and create value.  It turns out that most innovations are the result of the curiosity of employees, not the creation of an innovation office staffed by specialized “innovators.”

How Can Agencies Make the Most of Their Data? A New “Chief” on the Block

Last year, The Economist wrote that “data is the new oil.” And in the government, this perspective is increasingly reflected in its priorities. For example, the current Administration has made the development and implementation of a Federal Data Strategy a key element in its management reform efforts in coming years.


Emeritus Senior Fellow
IBM Center for The Business of Government

Mr. Kamensky is an Emeritus Senior Fellow with the IBM Center for The Business of Government and was an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas.

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