Submitted by ABarnes on Wed, 03/28/2018 - 11:28
Chris Wye served as Director of the Center for Improving Government Performance at the National Academy of Public Administration from 1994 until 2003. The Center provides assistance to government agencies on improving management processes using the techniques of performance-based management, including strategic planning, performance measurement, program evaluation, performance-based budgeting, and strategic management.
Submitted by GPierre on Tue, 03/06/2018 - 12:23
Dr. Kathe Callahan is an assistant professor in the School of Public Affairs and Administration at Rutgers, the State University of New Jersey, Campus at Newark. Dr. Callahan’s research and teaching interests focus on civic engagement, public sector accountability and performance measurement. In particular, she studies the impact of citizen participation on performance measurement and improvement. Dr.
Submitted by MPanchal on Mon, 03/05/2018 - 13:22
Chris Wye served as Director of the Center for Improving Government Performance at the National Academy of Public Administration from 1994 until 2003. The Center provides assistance to government agencies on improving management processes using the techniques of performance-based management, including strategic planning, performance measurement, program evaluation, performance-based budgeting, and strategic management.
Submitted by GPierre on Wed, 02/28/2018 - 14:24
Jón R. Blöndal is currently Deputy Head of the Budgeting and Public Expenditures Division at the Organisation for Economic Co-operation and Development (OECD). This division is concerned with the overall functioning of the budgeting system—promoting aggregate fiscal discipline, the effective allocation and relocation of resources, and the efficient management of government. As such, it is involved with the whole budgeting cycle—formulation, approval, implementation, and audit.
Submitted by sfreidus on Fri, 01/05/2018 - 13:01
In only four cases since 1975 has Congress passed all appropriation bills before the beginning of the fiscal year. In some years, like 1996, inaction led to agencies suspending operations. This year, Congress adopted a six-month Continuing Resolutionfor all fiscal year 2013 appropriation bills, delaying final decisions until March 31st. What do these kinds of delays mean for how agencies manage their monies and op
Submitted by evalery on Fri, 12/29/2017 - 13:03
A recent academic symposium on performance-based budgeting suggests that trying to apply this noble idea across government may be hopeless.
Decades of research and efforts to implement performance budgeting across federal, state, and local governments in the U.S. seem to consistently come down to the conclusion that no matter how rational it sounds, politicians don’t want to use it to make decisions.
Submitted by rthomas on Fri, 12/22/2017 - 10:33
The reform, popularly named LOLF after an August 1, 2001 constitutional amendment, defined a new architecture for the French state budget, articulated in terms of mission, programs and actions. Unlike GPRA, it changes the entire budgetary process rather than adding results-oriented features to an otherwise unchanged process.
Submitted by rgordon on Thu, 09/04/2014 - 13:35
It has since spread to 1,000 other cities worldwide and is gaining interest in U.S. cities as well.
Dr. Gordon’s report offers an overview of the state of participatory budgeting, and the potential value of integrating the use of social media into the participatory process design. Her report details three case studies of U.S. communities that have undertaken participatory budgeting initiatives. While these cases are relatively small in scope, they provide insights into what potential users need to consider if they wanted to develop their own initiatives.
Submitted by rgordon on Sun, 09/29/2013 - 10:43
This report comes at an especially opportune time, calling attention to the increasingly unpredictable federal budget process and the many challenges it creates for efficient and effective management of federal operations. But even in this environment, federal managers must still deliver services and programs as effectively and efficiently as possible. What steps can they take to do so?
