|
Links Links Are Bookmarked By Subject Area Click on one of the subject areas below to take you to a set of links pertaining to that subject area. Please note that the presence commercial entity or foreign government web sites in the links below does not mean that the PBM SIG endorses that site. All links are provided solely as a useful service to the PBM SIG membership and the casual web surfer. Discussion Draft: Modernizing Accountability Practices in the Public Sector (A joint paper by the Office of the Auditor General of Canada and the Treasury Board Secretariat; 6 January, 1998) The purpose of this paper is to encourage broad discussion on improving the practice of accountability in the federal government. As such, this paper is an evolving draft and comments are welcome. Doing More for Less Without Being Overwhelmed (An article by the American Training Alliance.) Doing more for less means adding value, increasing effectiveness, strengthening productivity, and improving customer service - while at the same time decreasing cost of operations. But how do you do all this without overwhelming employees? How do you get this kind of lasting improvement - and get it continuously - without burning people out? Enhancing Accountability for Performance: A Framework and an Implementation Plan (Second Joint Report by the Auditor General of British Columbia, Deputy Ministers' Council; April, 1996) When government affects the lives of its citizens in as wide a range as it does today, citizens have a right to know on a regular basis what their government intends to achieve and what it has actually accomplished. This report sets out the steps that need to be taken to reach the goal for implementing accountability for performance. It also provides an implementation plan describing how government can start to shift the focus of management processes towards accountability for performance. Included in this report are appendices on "The Desired State of Performance Management," "Detailed Accountability Information Matrices," and "Performance Measurement." Government Accountability A document on government accountability published by the Auditor General of Alberta. Modernizing Accountability Practices in the Public Sector, A Joint Paper by the Auditor General of Canada and the Treasury Board Secretariat The purpose of this paper is to encourage broad discussion on improving the practice of accountability in the federal government. Program Accountability in Civil Aviation In the past, organizational accountabilities have been outlined in the Transport Canada Aviation Management Guide and the Aviation Regulation Handbook. A discussion paper entitled "Program Accountability in Civil Aviation" has been drafted which suggests an approach for developing an accountability framework to reflect the new organization. The framework would map the flow of accountability by making links to program outputs, and setting out where authority and control is conferred within the organization (e.g. staffing delegation) and without (e.g. Delegation of Ministerial Authority). U.S. DOE Office of the Intergovernmental and Public Accountability A site offered by the DOE Office of Environmental Management (EM). Annual Reports/Statements DOE's FY 1997 Annual Report(soon) Balanced Scorecard Balancing Measures: Best Practices in Performance Management In their groundbreaking Harvard Business Review article, Robert S. Kaplan and David P. Norton introduced the concept of the Balanced Scorecard to the private sector. This article, and subsequent works by them, discusses private sector efforts to align corporate initiatives with the need to meet customer and shareholder expectations. This (NPR) study looks at how these efforts relate to, and are being replicated within, the public sector. It examines the ways and means by which government organizations are trying to include customers, stakeholders, and employees in their performance management efforts—to reach some balance among the needs and opinions of these groups along with the achievement of the organization’s stated mission. All of the organizations that served as partners in preparing this report have had some level of success in doing this. The Balanced Scorecard Home Page (Offered by DOE Office of Procurement and Assistance Management [HR-5]) This page contains links to a great deal of information on the subject of the Balanced Scorecard (BSC). It is intended to assist all DOE employees and contractors. Please review every area carefully so that you can get the most benefit from this page. The Balanced Scorecard Institute An independent, nonprofit source of information about applications of the Balanced Scorecard approach to management in government and other nonprofit organizations. It's mission: To provide web-based guidance, information and tools to government managers as they attempt to design and implement measurement-based management in state, local and federal government environments. To be a web clearinghouse for government managers to exchange information, ideas and lessons learned in building strategic management systems using the Balanced Scorecard approach. Guide to a Balanced Scorecard: Performance Management Methodology Put together by the Procurement Executives Association (Procurement Executives of many federal departments and agencies) to address the problem of both measuring the performance of acquisition systems and using performance results to improve processes and practices to better meet the expectations of customers for higher quality, lower cost, and improved service. (PDF file) Using an Intranet to Support a Measurement-Based Management System Recently two movements have begun to converge to create a new kind of management system for organizations: the Intranet and measurement-based management. The synergy between these two movements holds out the possibility that managers can finally realize the full promise of information technology -- to get control of the core processes in their company, and steer it in a strategically desirable direction. To achieve this, there will need to be a tight integration of information flows throughout the organization. Building the 'circulatory system' for such flows will require joint harnessing of at least three kinds of skills that hitherto have been widely separated. This document will describe the basic requirements for Intranet / measurement-based management, and provide some simple demonstrations of how it might be implemented in a Government setting. Business Forecasting Principles of Forecasting The Forecasting Principles site, created by Professor J. Scott Armstrong of The Wharton School of the University of Pennsylvania, provides a comprehensive and structured review of the state of knowledge about forecasting methods. The result is a set of principles to forecast in management, operations research, and the social sciences. The site also provides information that can be used to implement the principles. Earned Value Management Earned Value Management: Integrating Cost, Schedule and Technical Performance for Project Management This site provides information on earned value project management for government, industry and academic users. Illustrative Explanation of Earned Value Earned value is a management technique that relates resource planning to schedules and to technical cost and schedule requirements. All work is planned, budgeted, and scheduled in time-phased ''planned value'' increments constituting a cost and schedule measurement baseline. There are two major objectives of an earned value system: to encourage contractors to use effective internal cost and schedule management control systems; and to permit the customer to be able to rely on timely data produced by those systems for determining product-oriented contract status. Environment, Safety and Health Industrial Environmental Performance Metrics: Opportunities and Challenges (By the Committee on Industrial Environmental Performance Metrics, National Academy of Engineering) This book presents a corporate-focused analysis that brings clarity and practicality to the complex issues of environmental metrics in industry. The book examines the metrics implications to businesses as their responsibilities expand beyond the factory gate--upstream to suppliers and downstream to products and services. It examines implications that arise from greater demand for comparability of metrics among businesses by the investment community and environmental interest groups. The controversy over what sustainable development means for businesses is also addressed. This book also identifies the most useful metrics based on case studies from four industries--automotive, chemical, electronics, and pulp and paper--and includes specific corporate examples. It contains goals and recommendations for public and private sector players interested in encouraging the broader use of metrics to improve industrial environmental performance and those interested in addressing the tough issues of prioritization, weighting of metrics for meaningful comparability, and the longer term metrics needs presented by sustainable development. Measures of Environmental Performance and Ecosystem Condition (Peter C. Schulze, Editor; National Academy of Engineering 312 pages , 6 x 9, 1999) In this book, experts share their insights on environmental metrics. The volume explores the most productive relationship between measures of environmental performance and measures of ecosystem conditions. It reviews current approaches, evaluates structures for business decisionmaking, and includes a matrix for determining the environmental performance of industrial facilities. Case studies include: (1) Development and application of a water-quality rating scheme for streams and reservoirs in the Tennessee Valley and (2) three years of successful experience with waste metrics at 3M. The book covers the range of environmental performance and condition metrics, from the use of material flow data to monitor environmental performance at the national level to the use of bioassays to measure the toxicity of industrial effluents. This book offers something for everyone--policymakers, executives, engineers, managers, and advocates--with a stake in the measurement of environmental performance and ecological conditions. Office
of Environmental Restoration (ER) Performance Measures Home Page The Office
of Environmental Restoration's Performance Measures Homepage was designed to capture the
history of performance measurement in the Office of Environmental Restoration, illustrate
program progress and results to date, and communicate the future direction of the program
through performance measures. Financial Management Framework for Federal Financial Management System Checklist: Systems Reviewed Under the Federal Financial Management Improvement Act of 1996 (AIMD-98-21.2.1; May 1998) [Available only in PDF version] Government Performance Executive Guide: Effectively Implementing the Government Performance and Results Act (GAO/GGD-96-118; June 1, 1996) GAO published an executive guide on implementing the Government Performance and Results Act (GPRA). GAO noted that: (1) GPRA forces federal agencies to focus on their missions and goals, how to achieve them, and how to improve their structural organizations and business processes; (2) agencies must define their missions and desired outcomes, use strategic planning, involve stakeholders, assess their environments, and align their activities, core processes, and resources to support mission-related outcomes; (3) agencies need to measure their performance to ensure that they are meeting their goals and making informed decisions; (4) performance measures need to be based on program-related characteristics and performance data must be sufficiently complete, accurate, and consistent; (5) agencies must use performance data to improve organizational processes, identify performance gaps, and set improvement goals; and (6) GPRA success depends on strong leadership practices that devolve decisionmaking authority with accountability, create incentives, build expertise, and integrate management reforms. Government Performance and Results Act of 1993 This file contains Public Law 103-62, "The Government Performance and Results Act of 1993." Implementation of the Government Performance and Results Act of 1993, Statement Before a Joint Hearing: Committee on Government Reform and Oversight, U.S. House of Representatives; Committee on Governmental Affairs, U.S. Senate ; By Donald F. Kettl, Nonresident Senior Fellow Governmental Studies. In this report, the author offers ten reasons why GPRA can help Congress solve problems that must be solved. The Results Act: An Evaluator's Guide to Assessing Agency Annual Performance Plans (GGD 10.1.20; April 1998) [PDF] This guide is intended to facilitate assessment of the strengths and weaknesses of agencies' annual performance plans in meeting both the requirements of the Results Act and congressional expectations that the plans inform Congress and the public about agencies' performance goals, including how they will accomplish them and how they will measure their results. The Results Report In this special ongoing section, Government Executive offers a Results Act primer for everyone trying to help their agencies get their plans together as well as regular coverage of Results Act hearings, workshops and news. Stay tuned here. Health and Safety Measuring Health and Safety Performance This new document developed by the Health and Safety Executive (HSE), United Kingdom, provides practical guidance for people who understand the principles of health and safety management and wish to improve the measurement of health and safety performance in their organizations. Human Resources Issues Performance Management Technical Assistance Center This U.S. Office of Personnel Management (OPM) performance management guidance relates to the management of employee performance (i.e., planning, developing, monitoring, rating, and rewarding employee contributions), rather than performance-based or performance-oriented approaches to managing, measuring, and accounting for agency program performance. While these concepts can and should be linked and integrated, they remain distinct in some respects, particularly regarding establishing individual accountability and dealing with poor performers. Resource Center for Addressing and Resolving Poor Performance This U.S. Office of Personnel Management (OPM) site has a three-step process for addressing and resolving poor employee performance and provides other useful resources. Humorous Performance/Performance Humor The Dilbert Zone The "official" Dilbert page. Get a good laugh at human and business performance. The Official Darwin Awards An award for those who take themselves out of the gene pool in the most spectacular and stupid fashion. An award for bad performance. Information Technology Executive Guide: Measuring Performance and Demonstrating Results of Information Technology Investments (GAO/AIMD-98-89; March 1998) [Available only in PDF version] By using comprehensive performance information, more informed decisions can be made about IT investments at a time when resources are limited and public demands for better government service are high. Ultimately, the success of results-oriented reform legislation will demand concerted management effort and long-term commitment. The key practices and steps outlined in this guide can help agencies achieve success. Lessons Learned Center for Army Lessons Learned The Center for Army Lessons Learned (CALL) exists to collect and analyze data from a variety of current and historical sources, including Army operations and training events, and produce information serving as lessons for military commanders, staff, and students. CALL disseminates these lessons and other related research materials via a variety of print and electronic media, including this web site. DOE Lessons Learned Page This site has: links to Lessons Learned guidance documents, a new database of almost 400 lessons learned, information about automatic delivery of lessons via e-mail, information about the DOE Society for Effective Lessons Learned Sharing (SELLS), and links to other sources. You can search the database for lessons applicable to your process, hazard, or system, or browse all the lessons. Other Federal Agencies General Services Administration National Aeronautics and Space Administration (NASA) Office of Management and Budget Home Page Office of Personnel Management Outcome Measurement Nova Scotia Economic Development and Tourism Outcome Measures Page This site provides outcome goals, indicators, and measures for economic development in table format. Outcome Measurement Resource Network Welcome to United Way of America's Outcome Measurement Resource Network. The Resource Network's purpose is to provide United Way of America's and other organizations' outcome measurement resources and learnings.
Performance Agreements Secretary of Energy's Performance Agreement for FY 1999 Performance Awards/Incentives/Rewards/Recognition Human Capital: Using Incentives to Motivate and Reward High Performance A General Accounting Office (GAO) document (T-GGD-00-118). Performance Management and Awards A National Oceanic & Atmospheric Administration (NOAA) site. Performance-Based Management OPM's Support for Performance Based Organizations Performance Based Organizations (PBO's) represent an initiative led by the National Partnership for Reinventing Government (NPR) and the Office of Management and Budget (OMB) developed to help the Government operate more efficiently. To assist developing candidate PBO's, the Office of Personnel Management has worked with OMB and NPR to develop model legislation for establishing a PBO. The model legislation, which would be applied for each separate PBO, includes authorities for certain personnel flexibilities, as well as a clear statement of the general Governmentwide interests and values, such as the merit system principles and effective labor-management relations, that any Government organization should support. Performance Measurement and Performance-Based Management: An Interview with Joseph S. Wholey An interview with Joseph S. Wholey, Professor of Public Administration at the University of Southern California and Senior Advisor for Evaluation Methodology in the U.S. General Accounting Office (GAO) on key steps and critical practices in a performance measurement system. Performance Measurement A Brief Guide for Performance Measurement in Local Government Copyright, 1997, National Center for Public Productivity, Rutgers University. This brief manual is designed to assist local government managers, elected officials and citizens in developing performance measurement systems. The manual explains: The uses and values of performance measurement systems; how such a system operates; and a simple step-by-step process for developing a performance measurement system. Balancing Measures: Best Practices in Performance Management In their groundbreaking Harvard Business Review article, Robert S. Kaplan and David P. Norton introduced the concept of the Balanced Scorecard to the private sector. This article, and subsequent works by them, discusses private sector efforts to align corporate initiatives with the need to meet customer and shareholder expectations. This (NPR) study looks at how these efforts relate to, and are being replicated within, the public sector. It examines the ways and means by which government organizations are trying to include customers, stakeholders, and employees in their performance management efforts—to reach some balance among the needs and opinions of these groups along with the achievement of the organization’s stated mission. All of the organizations that served as partners in preparing this report have had some level of success in doing this. Developing Performance Measures for Sustainable Development Strategies This workbook (provided by the Office of the Auditor General of Canada) is designed to assist work units within departments in developing objectives and measures that contribute to achieving the department's strategic objectives for sustainable development. The principle of "alignment" - the idea that there must be direct linkages between the strategic objectives set by the department and the objectives, action plans and measures of each of its work units - forms the basis of the approach. DOE Nuclear Criticality Safety Program Performance Measures This website provides programmatic and technical information regarding the Department of Energy's Nuclear Criticality Safety Program, as described in the Department's Implementation Plan for Defense Nuclear Facilities Safety Board Recommendation 97-2, Criticality Safety. It includes: Self-Assessment for DOE Criticality Safety Programs, Review Plan for DOE Contractor Criticality Safety Programs, and Performance Measures for Criticality Safety Programs. Foundation For Performance Measurement It's mission: "To extend the scope of enterprise performance measurement beyond the conventional focus on internal, historic, financial, numeric and short-term information." Guidelines for Performance Measurement (DOE G 120.1-5) This document helps DOE Federal and contractor employees understand, develop, use, and improve performance measurement in a coordinated manner. This is the first DOE complex-wide guidance in this area. The document will contribute to your understanding of what is required by law, how you can meet those statutory requirements, and thereby demonstrate the effectiveness of your organization to Congress and the public. This document is not prescriptive. It does not assign roles and responsibilities nor does it mandate how to do performance measurement in your organization. (Note: These guidelines were prepared by the DOE Performance Measurement Coordination Team that was championed by the DOE Office of Policy and International Affairs and Office of Human Resources and Administration. Many PBM SIG Steering Committee members and general SIG members contributed to the production of this document.) Industrial Environmental Performance Metrics: Opportunities and Challenges (By the Committee on Industrial Environmental Performance Metrics, National Academy of Engineering) This book presents a corporate-focused analysis that brings clarity and practicality to the complex issues of environmental metrics in industry. The book examines the metrics implications to businesses as their responsibilities expand beyond the factory gate--upstream to suppliers and downstream to products and services. It examines implications that arise from greater demand for comparability of metrics among businesses by the investment community and environmental interest groups. The controversy over what sustainable development means for businesses is also addressed. This book also identifies the most useful metrics based on case studies from four industries--automotive, chemical, electronics, and pulp and paper--and includes specific corporate examples. It contains goals and recommendations for public and private sector players interested in encouraging the broader use of metrics to improve industrial environmental performance and those interested in addressing the tough issues of prioritization, weighting of metrics for meaningful comparability, and the longer term metrics needs presented by sustainable development. Office of Environmental Restoration (ER) Performance Measures Home Page The Office of Environmental Restoration's Performance Measures Homepage was designed to capture the history of performance measurement in the Office of Environmental Restoration, illustrate program progress and results to date, and communicate the future direction of the program through performance measures. Performance Measurement and Evaluation: Definitions and Relationships (GAO/GGD-98-26; April 1998) This document describes and explains the relationship between two common types of systematic program assessments: performance measures and program evaluations. Performance Measurement and Performance-Based Management: An Interview with Joseph S. Wholey An interview with Joseph S. Wholey, Professor of Public Administration at the University of Southern California and Senior Advisor for Evaluation Methodology in the U.S. General Accounting Office (GAO) on key steps and critical practices in a performance measurement system. Primer on Performance Measurement This primer was initially developed (on 02/95) for OMB training purposes and may be revised again in the future. This "primer" defines several performance measurement terms, outlines areas or functions where performance measurement may be difficult, and provides examples of different types of performance measures. Serving the American Public: Best Practices in Performance Measurement (June 1997) This report documents the Performance Measurement Study Team's findings, and will be a useful tool for public and private leaders and managers in identifying and applying best-in-class performance measurement and performance management practices. When used in conjunction with the Customer-Driven Strategic Planning Study, federal agencies will have a framework for success in meeting the Administration's expectations for not only "doing the right things" but for "doing them right," as well. Using an Intranet to Support a Measurement-Based Management System Recently two movements have begun to converge to create a new kind of management system for organizations: the Intranet and measurement-based management. The synergy between these two movements holds out the possibility that managers can finally realize the full promise of information technology -- to get control of the core processes in their company, and steer it in a strategically desirable direction. To achieve this, there will need to be a tight integration of information flows throughout the organization. Building the 'circulatory system' for such flows will require joint harnessing of at least three kinds of skills that hitherto have been widely separated. This document will describe the basic requirements for Intranet / measurement-based management, and provide some simple demonstrations of how it might be implemented in a Government setting. Why Do So Many Business Performance Measurement Initiatives Fail to Live Up to Expectations? A presentation by Heather Chatwin, Managing Consultant, Metapraxis, to the Foundation for Performance Measurement-UK. Performance Planning Agencies' Annual Performance Plans Under the Results Act: an Assessment Guide to Facilitate Congressional Decisionmaking (GGD/AIMD-10.1.18; February 1998)] Performance Boosters (A service of Government Executive Magazine) Under acquisition reform, program people are expected to team with contracting employees to plan better buys, do market research, rate past performance and develop performance-based statements of work describing what is to be done rather than how to do it. Here are some pointers for crafting performance-based work statements. Project Management Improving Project Management in the Department
of Energy Committee to Assess the Policies and Practices of the
Department of Energy to Design, Manage, and Procure Environmental Restoration, Waste
Management, and Other Construction Projects, National Research Council Business Process Reengineering Guide
(HTML)* Safety Programs The Department of Energy's Integrated Safety Management Program What is Integrated Safety Management? A piece of it, that many articulate, is the integration of all the elements of environment, safety and health into one ES&H system. Integrated Safety Management does that, in part; but, more importantly, it is also the full inclusion and integration of ES&H into the totality of work, such that it is an integral part of the whole -- not a stand-alone program. And with that comes a focus on accomplishing work safely, rather than a focus on the ES&H requirements and programs for their own sake. DOE Nuclear Criticality Safety Program This website provides programmatic and technical information regarding the Department of Energy's Nuclear Criticality Safety Program, as described in the Department's Implementation Plan for Defense Nuclear Facilities Safety Board Recommendation 97-2, Criticality Safety. It includes: Self-Assessment for DOE Criticality Safety Programs, Review Plan for DOE Contractor Criticality Safety Programs, and Performance Measures for Criticality Safety Programs. Strategic Management/Planning Agencies' Strategic Plans Under GPRA: Key Questions to Facilitate Congressional Review (GAO/GGD-10.1.16; May 1997) This document consists of three sections. The first lists key questions on the overall strategic plan that congressional staff may find useful in determining how those plans can be improved to better support congressional and agency decisionmaking. For each of the six critical components GPRA requires for strategic plans, the second section describes the component's purpose, includes a definition, and suggests key questions for the consultation. The third section consists of a set of tables that repeats the key questions on the overall plan and for each component of the plan. The tables are intended to facilitate a "hands on" review of draft plans by providing space to write comments on or answers to each question. Guidelines for Strategic Planning (DOE/PO-0041) The purpose of this document is to provide guidance both to those organizations and personnel starting the strategic planning process for the first time and to those reviewing or updating existing plans. This guideline should not be construed as a rigid or restrictive rulebook. Each organization is encouraged to develop enhancements they think may be useful in their planning. The steps outlined in this document represent a very simplified approach to strategic planning. This simplicity will allow flexibility while generating those minimum elements necessary to achieve a basic uniformity of approach that will facilitate use by appropriate line, staff and field organizations. Serving the American People- Best Practices in Customer-Driven Strategic Planning This report documents the study team's findings and will serve as a useful tool for leaders and managers at all levels of government in adapting those best practices and formulas for success to governmental programs and operations, so that federal agencies can meet or exceed the best in customer-driven strategic planning.
|
|
Copyright 2005 Oak Ridge Associated Universities |