Accountability and Performance Weekly – April 1-7

Performance Management
How Stat Got Stuck — in the Place That Made It Famous
J.B. Wogan, Governing
Using data to measure government performance has caught on in much of the country. But the tactic is in trouble in Maryland.

Government Performance Management Systems: Case Studies From South Asia
Prajapati Trivedi, Business of Government
An effective performance management system must be able to create the missing bottom line in a government organization. To be able to do this, a performance measurement system must, prioritize the criteria, success indicators and targets, and indicate how deviation from targets will be judged.

How Good Is Your Evidence?
Bernadette Wright and Steven E. Wallis, Stanford Social Innovation Review
A new, and easier, scientific approach to determining the quality of evidence can help the social sector better assess—and therefore better address—social problems.

Sen. Warner urges new agency leadership to ‘prioritize’ DATA Act implementation
Meredith Somers, Federal News Radio
One of the original backers of the spending data standardization law, Warner wants to ensure agencies are still complying.

President Trump’s Office of American Innovation – A big deal or not?
Jeff Neal, Federal News Radio
While the government can not operate like a business, but it can learn from the way businesses operate, especially when it comes to innovation.

Open Government
Why You Should Care About Open Data
John Kamensky, Government Executive
The transparency movement is directly benefitting people and the economy.

Citizen engagement: a pathway for government reform
Dan Chenok, Federal Computer Week
New technologies are bringing citizens into the halls of government, and redefining how citizens collaborate in the future.

Sustaining citizen engagement
Troy Schneider, Federal Computer Week
The tools for figuring out what end users want are better than ever, but acting on those insights is still a challenge.

The Many Practical Hurdles to Transforming Government
Howard Risher, Government Executive
No reorganization can succeed if employees aren’t onboard.

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