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 TFryer on Fri, 01/26/2018 - 14:28
The big news for many was the announcement last week that Shelley Metzenbaum, who is the Office of Management and Budget official spearheading the Obama Administration’s performance management initiatives on a day-to-day basis, will be leaving to return home to Boston. “She arrived with a plan and gave us a set of priorities,” notes Jeff Zients, who serves as President Obama’s chief performance officer.
Submitted by TFryer on Fri, 01/26/2018 - 13:13
Coast Guard Admiral Thad Allen was superb at handling big, complex challenges that reach across agency boundaries. He led the evacuation of lower Manhattan during 9/11. He took over the Katrina rescue operations after they floundered. He led the U.S. response to the Haiti earthquake, and the Gulf Coast BP Oil Spill.
Before Allen retired, I asked him “Where does the government find the next one hundred Thad Allens?” He didn’t have a good answer. But answering that question becomes more critical as the government finds itself increasingly facing cross-agency challenges.
Submitted by TFryer on Fri, 01/26/2018 - 13:00
Sometimes we get caught up in buzzwords of the day: Total Quality Management, Lean Six Sigma, Agile, Business Process Reengineering, or Reinventing Government. But the bottom line in each of these types of management improvement initiatives is: how do we create a culture of innovation?
What is “innovation?” There are plenty of different definitions, but one I’ve found to be practical is: “New ideas, or current thinking applied in fundamentally different ways, resulting in significant change in operating models, business processes, or products and services.”
Submitted by TFryer on Thu, 01/25/2018 - 15:05
Last week, President Obama signed a memo directing agencies to modernize their construction permitting and review processes in order to: “advance the goal of cutting aggregate timelines for major infrastructure projects in half, while also improving outcomes for communities and the environment.” Based on pilots and best practices developed over the past y
Submitted by TFryer on Thu, 01/25/2018 - 15:01
What ever became of the new statutory provision requiring agencies to “identify low-priority program activities?”
Submitted by TFryer on Thu, 01/25/2018 - 14:56
Recent legislation imposes new accountability requirements in the form of more reporting, for example, on spending on conferences; and pending legislation would require even more details about spending, across the board.
Submitted by TFryer on Thu, 01/25/2018 - 14:52
Defining Federal Programs Isn’t Simple
There is more than one way to define what constitutes a federal “program,” and it is not unlike trying to define molecules, atoms, and sub-atomic particles.
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.