Performance measurement

This report describes how the federal grant system has come under increased stress in recent years. In an effort to modernize the grant system, the report analyzes three recent reform initiatives in the area of grant management: performance partnerships, Grants.gov., and extensive waiver authority. The report explores the potential of each to mitigate some of the challenges facing grants management and design. The report concludes with a series of recommendations to improve federal grants management. Financial Management

This report details a methodology that may be used to assess educational return on investment (ROI), in particular in the area of technology investments. The analysis of ROI in education is fundamental in the management philosophy and application of data-driven decision making. School leaders must know which programs deliver the biggest value for the dollar spent in order to target funding where it is needed most.

This report highlights the fundamental tensions that federal credit programs face between doing good and doing well. On the one hand, the government provides support through loans and loan guarantees to borrowers who are not considered adequately served by commercial credit markets. On the other hand, the government cannot afford to lose large amounts of money by paying for an unacceptable number of defaults on federal loans.

Wye describes how political executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. The report links performance-based management to the higher calling of public service and provides a meaningful rationale as to why political executives should care about performance-based management. In the past, political appointees have traditionally focused primarily on the political agenda, without much attention given to management responsibilities.

This report assesses the scope and effectiveness of the "managing diversity" initiatives undertaken by many federal agencies. Despite the significant amount of public funding expended on these inititatives, there has been very little systematic evaluation of their success. This study identifies those practices that have been most effective in creating an equitable work environment. Human Capital Management

This report focuses on providing a better understanding of Business Improvement Districts (BIDs), an especially significant innovation in local service delivery that has dramatically impacted the business of government. BIDs are self-help ventures organized by property owners and local governments to identify and develop areas of cities where a more successful and profitable business climate is needed. While BIDs have become increasingly important, there has been little systematic research about the structure, financing, governance, management and accountability of the innovation.

The project describes how performance measures and monitoring processes influence the collaborative processes used to develop and implement watershed management programs. ca, california, fl, florida, nv, nevada, or, oregon Collaboration: Networks and Partnerships, Green

The federal government currently administers loan and loan guarantee programs that amount to about $1 trillion of credit outstanding. Credit scoring and loan scoring offer the opportunity for federal credit agencies to devise scoring-based database management systems for a broad range of purposes. When applied to federal direct loans and guarantees, scoring may help some federal credit agencies to improve credit management as well as the implementation of public purposes related to their programs. Financial Management

This report traces the history of public reporting on government performance and how technology now allows government leaders to dramatically expand citizen access to government performance. Lee defines criteria for assessing how well federal, state, and local agencies report their performance to the public as well as provides examples of best practices to inspire government agencies at all level to move toward e-reporting. His findings and recommendations serve as a quick guide for public managers to assess their own reporting and how to emulate the best.

A major purpose of the outcome information called for under the Government Performance and Results Act (GPRA) is that it be used by federal programs to help them improve the effectiveness of their services. It is widely recognized, however, that thus far the major thrust of agency GPRA outcome measurement efforts have been to respond to the Office of Management and Budget and Congressional requirement, not for internal service-improvement use.