Submitted by rgordon on Wed, 03/21/2018 - 16:28
Broadcast Date:
Tuesday, May 29, 2018 - 16:08
Submitted by TFryer on Fri, 01/26/2018 - 14:35
The President’s fiscal year 2014 budget was released last week and emphasizes the creation of “a culture of performance improvement.” This is also the theme of a new IBM Center report, by University of Wisconsin professor Donald Moynihan who is a close observer of the international performance movement.
Submitted by rthomas on Thu, 01/25/2018 - 10:04
With Valentine’s Day approaching, there are all sorts of advice columns about improving relationships. Well, A new IBM Center report by Dr. Jane Fountain, Implementing Cross-Agency Collaboration: A Guide for Federal Managers, offers advice on successful cross-agency relationships. She says there is a recipe for success, but that it depends on a number of factors.
Submitted by TFryer on Wed, 01/24/2018 - 20:10
Many agencies have been quietly posting their draft strategic plans on-line for public comments, such as the draft plan for the Department of Veterans Affairs. But the full set of finalized agency plans will soon be available, along with their FY 2015 annual performance plans. These should be a treasure-trove of useful information if you are interested in understanding federal priorities and how cross-agency collaboration could be improved in coming years.
Submitted by TFryer on Tue, 01/23/2018 - 17:54
Increasingly, addressing public management challenges requires the use of collaborative networks across a range of agencies and non-governmental organizations. For example, the Obama Administration has designated a series of projects as “cross agency priority goals” and put networks in place to manage them. A lot of literature and practical experience show that a key element of success in any collaborative effort is the ability to create and sustain trust among stakeholders.
Submitted by cmasingo on Fri, 12/22/2017 - 12:44
The Obama Administration first faced this dilemma when implementing the 2009 Recovery Act and launched an effort in 2011 to untangle the nest of 35 sets of permitting and review responsibilities across 18 different agencies. It concluded, drolly, that the interplay among these different statutory requirements “is challenging and can sometimes result in uncertainty.”
Submitted by cmasingo on Wed, 12/20/2017 - 15:38
But there was a ray of hope embedded in GAO’s report. The opening section assesses agencies’ progress in working together across organizational boundaries, noting “Many of the meaningful results that the federal government seeks to achieve . . .
Submitted by rgordon on Mon, 03/06/2017 - 09:32
New Zealand has been a beacon for government reforms for almost three decades. While the New Public Management Reforms of the late 1980s made agencies more efficient and responsive, they also created a new problem; agencies struggled to organize effectively around problems that crossed agency boundaries. New Zealand undertook a new round of reform in 2012 to address ten important and persistent crosscutting problems.
Submitted by rgordon on Thu, 04/11/2013 - 11:45
In this report, Professor Moynihan describes the evolution of the federal performance management system over the past 20 years since the passage of the Government Performance and Results Act of 1993 (GPRA). He reports recent progress in achieving meaningful performance results within targeted programs and describes anticipated future changes over the next few years as a result of the new requirements of the GPRA Modernization Act of 2010, which significantly amended the earlier law.
