Submitted by TFryer on Thu, 01/25/2018 - 14:42
Policymakers are fixated on short-term budget austerity measures such as furloughs, pay freezes, and conference and travel spending. However, there is a small, but growing effort to take a longer, more strategic look at how to manage austerity by finding what works and targeting dollars there instead of to programs that cannot demonstrate effectiveness.
Submitted by TFryer on Thu, 01/25/2018 - 14:33
Within OMB, there is an active effort to catalyze agencies to develop and undertake a series of evidence and evaluation initiatives in ways that they can learn from each other and so they can quickly leverage promising practices.
Submitted by TFryer on Thu, 01/25/2018 - 14:25
A recent GAO report on the executive branch’s approach to new requirements in the Government Performance and Results Act recommends that “OMB improve the implementation of the act.” But a sub-theme in the report describes how agencies are actually building a long-term, solid foundation for a performance-driven government.
Submitted by TFryer on Thu, 01/25/2018 - 14:20
OMB’s guidance to agencies on the development of their FY 2015 budgets promises that “OMB will issue a separate memo at a later date that encourages the increased use of evidence and evaluation, including rigorous testing of innovative strategies to build new knowledge of what works.” This encouragement comes on top of a foundation already under development in many agencies.
Submitted by TFryer on Thu, 01/25/2018 - 14:16
While the federal government is undertaking a number of evidence-based program initiatives, the “moneyball government” movement is broader, encompassing initiatives at the state, local, and even international levels.
Examples of State-Level Efforts
Submitted by TFryer on Thu, 01/25/2018 - 14:13
Non-profits, foundations, and universities are enthused by government’s growing interest in the use of evidence and evaluation. They are chiming in with either support for government initiatives or undertaking their own.
Submitted by rthomas on Thu, 01/25/2018 - 12:57
One former senior level political appointee, Linda Springer, recently observed that a common set of successful characteristics private sector – being decisive, directive, and a risk taker – could actually undermine success in the public sector. So what works best in the public sector?
Here’s my list of seven characteristics I see as the foundation for a personal commitment to being an effective public sector leader. These characteristics hold true for effective managers, as well:
Submitted by rthomas on Thu, 01/25/2018 - 12:54
How can governments at all levels engage their citizens in ways that are more meaningful – and fun -- to both the citizens and their community? A series of pioneering initiatives hold new promise that this now can be done on a much wider scale.
Submitted by rthomas on Thu, 01/25/2018 - 12:51
Leading Can Be Lonely. Senior leaders can feel lonely when they have significant responsibilities and oftentimes little authority or control over a situation, and they have no one they can turn to. I’ve seen several approaches to addressing this.
Submitted by rthomas on Thu, 01/25/2018 - 12:46
But in reality, the success of a leader depends on the context, or environment, in which they work – the deck they’ve been dealt. Even the heroes.
But as the context – the workplace, the workers, and the work – change (because we are in more of a knowledge-based economy) -- a different type of leader tends to be more successful, especially when the challenge is cross-agency and/or cross-sector. The “lone hero” isn’t always the most effective leader in this new world. In fact, the best leaders tend to share leadership in any large-scale change effort. For example: