Session Description: Professor Newcomer will describe the context and challenges the Obama Administration’s approach to performance management confronts. She will describe the legacy of performance measurement assets, logistical challenges and skepticism the Obama Administration inherited
si10.newcomer.plenary.ppt
In recent years the concept of performance management (PM) has become omnipresent in sectors as diverse as transportation, international aid, and education
AEA2011_evolution_of_pm.pdf
So far, there has been little or no discussion as to how performance management influences political life in local governments
Performance Management in political prioritization.pdf
Bush and Barack Obama Administrations both espoused support for the generation and use of evidence to guide and improve government management. The two presidents brought very different professional experiences, political views, and policy advisors to the job as Chief Executive of the federal bureaucracy, yet their “President’s Management Agendas” established similar expectations about the use of evaluation and performance data. The paper outlines how the two Presidential Administrations centrally approached “evidence‐based policy” and “performance management,” with emphases on program evaluation and performance measurement, respectively
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Performance evaluation should be viewed as an applied hybrid method distinct from program evaluation (defined by Peter Rossi) which combines methods from four different institutions each speaking a different policy language (Policy, Management, Programs and Accountability) as well as mixed methods. This includes two meta-data issues: Process Management ((the method of the “business process”) includes the management using participatory evaluation of a process-based chain of events leading to desired outcome(s)) and Research Metrics (a solid grounding in the “facts” about whether there is progress towards desired goals)
AEA.Baer.Paper.Performance.Evaluation.as.Research.Method.October.20131.pdf
The projects encompass a wide range of E&S risks and opportunities; pollution control and waste management, occupational health and safety, protection of biodiversity, global aspects -especially climate change-, and social aspects including community engagement, land acquisition, involuntary resettlement, indigenous people and cultural heritage, which clients should manage with their social and environmental management systems
Is the Environmental Footprint Rightly Measured (Nov 2011)3.ppt
#Development #management #employee #evaluative #inquiry #BusinessLeadershipandPerformance #resources #talent #human #2010Conference #HR #Performance
Fuentes_HR_System_Alignment_AEA2010_573.pdf
Statements such as ‘what gets measured, gets managed’ indicate its centrality to management. Sound performance measures can provide a foundation for subsequent evaluations, and evaluations often test the validity of measures or generate a monitoring framework that incorporates performance measures. Performance measurement also has costs in terms of money, staff time and management attention. It can also have negative outcomes, such as gaming of the measures and damage to trust
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Performance measurement and reporting systems (PMRS) housed in web-based management information systems are widely used in the public sector to improve accountability and inform decision making
AEA_PerfMeasCDC_10272012_1.pptx
The purpose of this paper is to describe the systems processes that the TRAC‐7 Consortium developed to create a common understanding of the data needed to accurately capture grantee performance and the innovative performance management system that was developed from these processes to better evaluate the interconnectedness of elements
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