The Center for Accountability and Performance (CAP) Annual Awards for 2021
THE HARRY HATRY DISTINGUISHED PERFORMANCE MANAGEMENT PRACTICE AWARD
The Harry Hatry Award is presented to an individual whose outstanding teaching, education, training, and consultation in performance management has made a significant contribution to the practice of public administration. The award winner must have spent the primary part of his/her career in public service. This award recognizes a person who has made outstanding contributions on a sustained basis rather than a single accomplishment.
CAP is proud to present the 2021 Harry Hatry Distinguished Performance Management Practice Award to Dustin S. Brown, Deputy Assistant Director for Management, Office of Performance and Personnel Management, U.S. Office of Management and Budget.
Mr. Brown has been the lead career official for federal performance management and federal workforce issues in the Office of Management and Budget (OMB) since 2007. During this period, he led the redesign of the U.S. government’s performance management framework to more consistently achieve results. He also led the development and implementation of the President’s Management Agendas under two presidents and grew the government’s cross-agency capabilities to solve complex problems. In addition, he is a recognized international leader on performance, governance, and management issues and serves as chair of the Public Governance Committee for the Organization for Economic Cooperation and Development (OECD). In that role, he helped frame its strategic priorities to focus on improving public trust in government.
Dustin Brown was directly involved with the redesign and institutionalization of the federal performance management framework over the past 13 years, creating both a governance structure and a set of routines that serve as the foundation for the President’s Management Agenda. This began in 2008 when he helped craft a presidential executive order that created the position of Performance Improvement Officer in each agency and brought them together as the Performance Improvement Council. This Council provides a governmentwide network for improving performance. In 2009, he advised the incoming Obama Administration to retain this governance system. He helped the new Administration transition the performance system from a focus on individual programs to a set of cross-agency and agency-level priority goals. He also led the development of a website, performance.gov, that posted the implementation progress of these priority goals for public transparency. The following year, he led negotiations with Congress to incorporate these governance and administrative routines into the Government Performance and Results Act Modernization Act of 2010. This Act incorporated other best practices modeled on leading international and State/local public management practices. Evaluations have shown that the routines established by the Modernization Act in agencies have led to increased use of performance information by managers. In subsequent years, he led the implementation of this Act across the federal government by building administrative capacity in both OMB and the agencies.
In the decade after the Modernization Act was passed, he led the development of sustainable cross-agency capabilities to deliver results on complex problems facing the federal government. To do this, he expanded a 7-person staff with no funding into a 20-person office with five clear areas of responsibility and 60 personnel directly supporting these mission areas outside OMB. He established an extensive network of leaders inside and outside government, including monthly engagement with over 900 agency officials to work on cross-cutting issues. He currently oversees $40 million in annual resources to support cross-agency priorities. He personally led cross-agency efforts on security clearance reform, infrastructure permitting, mission support services, and performance and personnel improvements.
Between January 2017 and March 2018, he served as the acting deputy director of management where he led 150 career staff in offices responsible for performance, personnel, IT and digital services, financial management, and acquisition. During this period, he led the development of the Trump Administration’s President’s Management Agenda and used the Performance Management Framework and cross-agency goal structure to guide its implementation. In this role, he also chaired a number of interagency councils, including the President’s Management Council, comprised of major agencies’ chief operating officers. During this period, he was responsible for the development of several presidential priorities, such as the development of a governmentwide restructuring and reorganization plan.
Some of Mr. Brown’s other notable career accomplishments include:
- Creating the White House Leadership Development Program, which brings between 15-20 high-potential GS-15s from federal agencies into the White House to work on cross-agency initiatives for a year. This will build long-term capacity for cross-agency leadership as the alumni network has grown to over 75 individuals.
- Creating institutional homes to drive cross-agency councils. For example, he helped lead:
- the establishment of the Office Shared Services and Performance Improvement in the Office of Government Policy in the General Services Administration;
- the Personnel Vetting Program Management Office to transform the security clearance process; and
- the Federal Permitting Improvement Steering Council to overhaul the infrastructure permitting review process.
- Leading a number of federal workforce reforms including using the federal employee viewpoint survey to improve employee engagement (which has increased from 63 percent to 68 percent), leading a series of reforms to the Senior Executive Service codified in a Presidential Memorandum, and wide range of federal personnel compensation policies included in the President’s budget.
- Helping design a network model of collaborative governance in the future that could be expanded in coming years to create new capabilities in regions around the country to solve complex problems. While on sabbatical in 2018, he worked with the nonprofit Volcker Alliance to create a model “government-to-university” regional network that would collaboratively solve public challenges in different pilot locations around the country.
- Establishing an International priority on the importance of public trust in government. First appointed to OECD’s Public Governance Committee in 2010, he was elected in 2018 by his peers in other countries to serves as chair. To date, he has led development of the committee’s five-year strategic vision statement that focuses on increasing trust in government.
Mr. Brown started his career in OMB in 2001 as a program examiner in the housing branch of the budget division, then moved to the international affairs division before being selected to serve as a special assistant to the director of OMB where he helped coordinate operations across the agency, as well as develop briefings for the President.
He holds a Master’s in Public Administration from the Maxwell School of Citizenship and Public Affairs at Syracuse University and has a bachelor’s degree from Manchester College in Indiana. Dustin also received a Fulbright Scholarship to study in Quito, Ecuador. He was elected as a fellow in the National Academy of Public Administration in 2013. He is also currently a Visiting Fellow of Practice at Oxford University’s Blavatnik School of Government and is an adjunct professor at the Lyndon B. Johnson School of Public Affairs at the University of Texas in Austin.
THE JOSEPH WHOLEY DISTINGUISHED SCHOLARSHIP AWARD
The Joseph Wholey Award is for outstanding scholarship on performance in public and nonprofit organizations. The author(s) must provide a significant contribution to advancing knowledge in a scholarly journal about the development, implementation, use and impact of performance measurement. Preference will be given to a scholarly work that is relevant to the broad public administration community and is of interest to both practitioners and academicians.
CAP is proud to announce that the 2021 Joseph Wholey Award will be presented to Kathryn Newcomer for her outstanding body of scholarly work and lifetime achievement in the areas of performance management, government accountability, and program evaluation. Over the years, she has not only published her work in academic journals and books, but also given numerous presentations and training workshops at professional conferences around the world benefitting both academicians and practitioners.
Dr. Newcomer is currently an author and professor of public policy and public administration and was previously the Director of the Trachtenberg School of Public Policy and Public Administration at the George Washington University, Washington, DC. She is a Fellow of the National Academy of Public Administration, and she is an active member of the American Evaluation Association and served as president of the association in 2017.
Dr. Newcomer is author of six books, including her most recent book, U.S. Inspectors General: Truth Tellers in Turbulent Times (Brookings 2020, coauthor Charles Johnson) and her widely used textbook, The Handbook of Practical Program Evaluation (4th edition 2015, coeditors Joseph Wholey and Harry Hatry). Recently she also coauthored a chapter with Clint Brass titled, Approaches to Improving Performance in Government: Making Sense of Where We’ve Been and What’s Next? (A Chapter Prepared for Inclusion in Public Productivity and Performance Handbook, editor Marc Holzer, Rutledge 3rd edition).
Among dozens of published articles, Dr. Newcomer’s more recent articles include the following:
Advancing Evaluation Practice with Serious Games
American Journal of Evaluation, 2020, 41 (3). Coauthors Karol Olejniczak and Sebastiaan Meijer
Leading and Learning Through Dynamic Performance Management in Government. 2020. Public Administration Review. Coauthor Iona Munteanu.
U.S. Inspectors General and the CARES Act: Accountability through Independent Audits, Investigations and Evaluations. PA Times, Fall 2020 Vol. 6, issue 2. Coauthor Charles Johnson.
Getting Performance from Performance Management: A Framework for Strategic Management Choices. International Journal of Public Administration. 2018, Volume 41, Issue 15. Co-authors Stuart Kasdin and Burt Barnow.
Presidential Evidence Initiatives: Lessons from the Bush and Obama Administrations’ Efforts to Improve Government Performance.” Bipartisan Policy Center Technical Paper, February 2018. Co-author Nick Hart.
In addition to the many journal articles and books that Kathy has authored over the years, she has also dedicated a great amount of time as an extremely valuable mentor to students throughout her career and has stayed in contact with many of them as they have pursued their careers and contributed immensely to the field. Kathryn Newcomer has also received numerous awards and recognition throughout her career, and those significant to CAP include: The Elmer Staats Award for Achievements in Government Accountability by the American Society for Public Administration (2008); The Duncombe Excellence in Doctoral Education Award by the Network of Schools of Public Policy, Affairs, and Administration (NASPAA) (2016); and from the George Washington University, the Oscar and Shoshanna Trachtenberg Prize for Service (2014).
THE CAP EMERGING LEADERS AWARD OF EXCELLENCE WINNERS
CAP has created a new recognition program to recognize up to five early- to mid-career professionals in the field of performance management at the federal, state, or local levels. This recognition will be presented at the CAP board meeting associated with the annual ASPA meeting. Applications will be accepted until December 1st of the preceding year.
CAP has a history of promoting the adoption of accountability and performance management systems in government. Traditionally, CAP accomplished its goals through educational materials and awards for scholarship, organizational improvement, and individual leaders/contributors. As performance management has spread, but still remains a developing field of practice, CAP sees an opportunity to recognize and encourage a new generation of practitioners through a CAP Emerging Leaders Award of Excellence program.
Through recognition by CAP, an Emerging Leaders Award of Excellence will provide an early or mid- career boost to individuals who are actively implementing performance management systems, innovating new practices, and promoting the importance of performance and accountability within their governments and communities.
As part of the recognition, Emerging Leader award recipients will be invited to (but not be required to) develop a case study, potentially in collaboration with a graduate student, about their government’s performance management practices to support CAP’s case study work. In addition, they may be invited to develop CAP-sponsored panels at the annual ASPA meeting to highlight best and alternative practices from the field and help build the empirical base for additional analyses. Each recipient will also receive a formal Award of Excellence plaque of recognition.
Emerging Leaders can be self-nominated or be nominated by others and will be chosen by a subcommittee of current CAP Board members. There will be no more than five awardees per year, they should represent a variety of governments (local, state, and federal), and help promote racial and geographic diversity in the field. Nominees should have approximately 5-10 years of experience within a government organization and shown leadership, innovation, and/or accomplishment.
The following individuals are recipients of the CAP 2021 Emerging Leaders Award of Excellence:
Curtis Brown, State Coordinator for the Virginia Department of Emergency Management, VA
Curtis serves as the State Coordinator for the Virginia, Department of Emergency Management and the co-founder of the Institute for Diversity and Inclusion in Emergency Management (IDIEM). He has exhibited strong leadership skills in integrating data analysis and performance into the emergency management field. For example, he has been working with localities to leverage new data tools that identify vulnerable populations and integrate this data into situational awareness reports in the COVID response. He was enthusiastically recommended via ASPA by Susan Gooden.
Kristine Grill, Open Data Portal Coordinator for Ramsey County, MN
Kristine Grill is the first Open Data Portal Coordinator for Ramsey County, Minnesota. As an emerging leader in the field of open data, she combines data analysis, data visualization and narrative to drive decisions and tell stories across the county’s twenty-six departments. In addition to her work, Grill is also Secretary of the Saint Paul Planning Commission, Chair of the Comprehensive and Neighborhood Planning Committee and serves on the Zoning Committee. Kristine was nominated by former award winners who are now at Socrata.
Shannon Carney, Senior Advisor to Commissioner Mingus Mapps, City Council member for City of Portland, OR
Shannon recently joined a city council member’s staff as an advisor previously she served as Portland Oregon’s Citywide Performance Management lead. She was responsible for the city’s PerformanceStat program (called Government Accountability, Transparency and Results), What Works Cities Coordination, Citywide Quarterly Reporting, and the Smart Cities Steering Committee/Open Data Program. She is currently in a unique place to help bring evidence-based policy making to the city’s legislative branch. She previously helped navigate continuity of the Stat program through a mayor change and was recommended by Results for America staff.
Nicollette Stanton, Director and Chief Performance Officer, Office of Performance and Data Analytics, City of Cincinnati, OH
Nicollette has been with the city of Cincinnati for four years, and in that time, has gone from an analyst into the Director of their performance and data analysis program. In this role, she is responsible for directing the Office of Performance and Data Analytics (OPDA) in its mission to improve the efficiency and transparency of local governance in Cincinnati. She started her career with a portfolio focused on Cincinnati Police Department, Cincinnati Fire Department, Department of Transportation and Engineering and the Collection Division. She then transitioned to the role of Analytics and Innovation Manager, serving as the point for all innovation projects and enhancing processes for analyzing City of Cincinnati data. She also served as the Interim Chief Performance Officer from February 10 to July 7, 2019 before assuming her current role. Nicollette was recommended by Results for America staff.
Pete Bernardy, Results Management Director, State of MN
Pete has a strong record of performance management experience serving as Minnesota Results Management Director after working as the Executive Budget Officer. He also serves as Adjunct Faculty: Humphrey School of Public Affairs. Prior to working in state government, he spent a number of years at the federal level at the U.S. Department of Health and Human Services as Director of the Budget Policy, Execution, and Review Division. He was recommended by Results for America staff.