Accountability and Performance Weekly – November 23-December 6

Performance Management
Trickle-Down Performance Management
John Kamensky, Business of Government
Typically, performance management works best in systems where agencies engage in direct service delivery, where leaders have more control over what is going on. But in complex intergovernmental programs, can effective performance management systems be developed and work?

Performance management pilot program not ready for governmentwide roll out, GAO says
Ryan McDermott, FierceGovernment
A pilot program used to measure employee and agency performance isn’t ready for governmentwide implementation because key factors are missing from the program and OPM and the Chief Human Capital Officers Council haven’t defined their roles in implementation.

Using impact evaluation to improve program performance: An interview with Rachel Glennester, Executive Director, Jameel Poverty Action Lab
Andy Feldman, GovInnovator Blog
Randomized experiments can be used in public policy, with individuals randomly assigned to a program group and a control group, in order to rigorously test what works and improve program performance.

4 Imperatives for Smart Savings That Boost Efficiency
Dan Chenok, Government Executive
Government executives can harness major technological shifts and adapt proven public-sector and commercial best practices to make their agencies more efficient and effective.

Next act for Gov. Mark Dayton centers on reform
Baird Helgeson, Minneapolis Star-Tribune
The focus is on decluttering state processes and regulations.

Manage Innovation Risk with a Disciplined Approach
A new study identifies 5 key aspects of innovation systems.

Trend 4: Mission
John Kamensky, Business of Government
Agency and program leaders depend on a range of mission support functions, such as finance, technology, acquisition, or workforce management, to get their jobs done. The delivery of these functions, however, have changed significantly over the past quarter century.

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