Submitted by TFryer on Wed, 01/24/2018 - 21:26
But it has been a long road. In 2011, two European academics conducted a meta-analysis of 519 studies on performance-oriented management reforms undertaken across Europe in the previous two decades to determine if they resulted in improved processes, outputs, or outcomes. They concluded the answer was “yes,” but not a resounding “yes.” Their analyses showed 68 percent of the studies found improvements in administrative processes and activities, 44 percent in programmatic outputs, and 53
Submitted by TFryer on Wed, 01/24/2018 - 21:18
Since the late 1950s, after the Russians launched Sputnik to the surprise of America, the federal government has promoted the development of a national workforce skilled in the sciences as a national security priority. But the government also invests in developing similar skills for the federal workforce, given the hundreds of thousands of scientists, engineers, computer specialists, and doctors its employs.
Submitted by TFryer on Wed, 01/24/2018 - 21:15
The Famine Early Warning System is an interagency network among federal agencies and the United Nations that began in 1985, using scientific data to target about $1.5 billion in food aid from the U.S. Agency for International Development (USAID) to those who need it most. Participating federal agencies include the U.S.
Submitted by TFryer on Wed, 01/24/2018 - 21:07
Dr. Rosenzweig says in his article this is not because executives don’t want to make good decisions, but rather the research has focused predominantly on one type of decision – and this type is not the one most challenging for leaders to make.
Submitted by TFryer on Wed, 01/24/2018 - 21:03
Twenty-five years ago, federal agencies typically did not have key executives leading mission support functions. These functions were largely seen as administrative transaction services. However, ineffective mission support operations can be quite costly. For example in 2010, there were $641 million in grievance settlements at the Postal Service because of poor management training and inadequate labor-management relations.
Submitted by TFryer on Wed, 01/24/2018 - 20:59
In complex intergovernmental programs, can effective performance management systems be developed and work?
Submitted by TFryer on Wed, 01/24/2018 - 20:19
While data can be used externally for accountability, it can also be used internally to predict and prevent these kinds of incidents.
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 Wed, 01/24/2018 - 19:40
So, who are we? Customers? Taxpayers? Citizens? Or something else? And how should government managers respond, given the differences implied by these various roles? A recent academic article by Georgia State University professor John Clayton Thomas provides some useful context, as well as practical guidelines for public managers. He starts by saying it is not an “either/or” distinction, but rather “all of the above,” depending on context.
Submitted by TFryer on Wed, 01/24/2018 - 19:28
Slow reading, deep thinking.
I'm sharing only two links today. The first is to a trend piece from Fast CoDesign on trends for 2014. Some of the more salient ones: