Submitted by ALingayat on Thu, 04/12/2018 - 10:04
David G. Frederickson is a Public Affairs Doctoral candidate at the Indiana University School of Public and Environmental Affairs (SPEA), with concentrations in public finance and public management. Mr. Frederickson is a graduate of Brigham Young University (1992, B.A. in political science) and of George Mason University (1995, Master of Public Administration). Mr. Frederickson has taught courses in statistics/research methods, organizational behavior, and program evaluation.
Submitted by ABarnes on Tue, 04/03/2018 - 12:11
Overview of Scholarly Activity:
Submitted by ABarnes on Wed, 03/28/2018 - 11:28
Chris Wye served as Director of the Center for Improving Government Performance at the National Academy of Public Administration from 1994 until 2003. The Center provides assistance to government agencies on improving management processes using the techniques of performance-based management, including strategic planning, performance measurement, program evaluation, performance-based budgeting, and strategic management.
Submitted by ABarnes on Mon, 03/26/2018 - 11:28
Mary Ann Scheirer is now an Independent Consultant in program evaluation and performance measurement, as well as Adjunct Faculty of the Department of Public Administration, George Washington University. She has more than 20 years experience conducting program evaluations, with recent emphasis on developing performance measurement systems for government agencies. Her professional training was in applied sociology, including a Ph.D.
Submitted by MPanchal on Mon, 03/05/2018 - 13:22
Chris Wye served as Director of the Center for Improving Government Performance at the National Academy of Public Administration from 1994 until 2003. The Center provides assistance to government agencies on improving management processes using the techniques of performance-based management, including strategic planning, performance measurement, program evaluation, performance-based budgeting, and strategic management.
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.
Submitted by TFryer on Thu, 01/25/2018 - 14:20
OMB’s guidance to agencies on the development of their FY 2015 budgets promises that “OMB will issue a separate memo at a later date that encourages the increased use of evidence and evaluation, including rigorous testing of innovative strategies to build new knowledge of what works.” This encouragement comes on top of a foundation already under development in many agencies.
Submitted by TFryer on Thu, 01/25/2018 - 14:13
Non-profits, foundations, and universities are enthused by government’s growing interest in the use of evidence and evaluation. They are chiming in with either support for government initiatives or undertaking their own.
Some non-profits and foundations are advocates for the use of evidence-based decision-making in different policy arenas, while others advocate use of different tools or techniques for program evaluation.
Submitted by TFryer on Wed, 01/24/2018 - 22:06
Sometimes it is refreshing to look at how other countries approach the challenge of measuring and managing performance in their governments. Last week, I had the opportunity to attend a World Bank seminar where the Secretary of Performance Management for the Government of India described how his country is doing it.
Submitted by TFryer on Wed, 01/24/2018 - 12:39
In meeting varied missions, government executives confront significant challenges. Responding properly to them must be guided and informed by the harsh fiscal and budgetary realities of the day. It can no longer be simply a wishful platitude that government do more with less. Leaders need to change the way government does business to make smarter use of increasingly limited resources—leveraging technology and innovation to be more efficient, effective, anticipatory, adaptive, and evidence-based in delivering missions and securing the public trust.
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