Wholeheartedly agree with Matt Andrews

If only all development organizations were required to provide background stories like these for the innovations they so easily reproduce everywhere. One wonders if ministers of finance in French speaking African countries would so willingly agree to Medium Term Expenditure Framework reforms if they knew where these ideas came from (select advanced Anglophone countries like Australia), what kind of process MTEFs emerged from in these settings, what kind of political context they demand, what capacities they require etc. Ditto for just about every good, better or best practice one can think of. We need more of what ISS is providing: materials to help theorize what makes a best or innovative practice best or innovative and to assist us in thinking about whether these practices fit into new contexts...or what will be required to facilitate the fit. Visit their web site at http://www.princeton.edu/successfulsocieties/

Risk: A Very Short Introduction

Table of Contents
1. Risk decisions
2. Defining risks
3. Analyzing risks
4. Risk perceptions
5. Risk communication
6. Reconciling risks
7. Risk, culture and society

Authors: Baruch Fischhoff and John Kadvany

Quote of the Day

Steven VanRoekel is the new CIO.

He brought a .com mentality to the FCC, including a perspective that “everything should be an API” that caught some tech observers’ eye. He worked with an innovative new media team that established a voice for social media for the @FCC on social media where that had been none and a FCC.gov/live livestream that automatically detected what device you’d used to access it.

Happy Birthday GAO

Accountability Is Their Middle Name

Some recent reports from GAO:
Economic Development: Efficiency and Effectiveness of Fragmented Programs Are Unclear

Climate Change Adaptation: Aligning Funding with Strategic Priorities

Financial Education and Counseling Pilot Program

Value-Added Taxes: Potential Lessons for the United States from Other Countries' Experiences

Data Center Consolidation: Agencies Need to Complete Inventories and Plans to Achieve Expected Savings

Millennium Challenge Corporation: Compacts in Cape Verde and Honduras Achieved Reduced Targets

Information Sharing Environment: Better Road Map Needed to Guide Implementation and Investments

Pakistan Assistance: Relatively Little of the $3 Billion in Requested Assistance Is Subject to State's Certification of Pakistan's Progress on Nonproliferation and Counterterrorism Issues

Drinking Water: Unreliable State Data Limit EPA's Ability to Target Enforcement Priorities and Communicate Water Systems' Performance

Information Technology: Continued Attention Needed to Accurately Report Federal Spending and Improve Management

Cost and Legal Authority for Selected Financial Literacy Programs and Activities

Domestic Violence, Sexual Assault, Dating Violence, and Stalking: National Data Collection Efforts Underway to Address Some Information Gaps

The Democratic Republic of the Congo: Information on the Rate of Sexual Violence in War-Torn Eastern DRC and Adjoining Countries

Child Fatalities from Maltreatment: National Data Could Be Strengthened

NASA Needs to Better Assess Contract Termination Liability Risks and Ensure Consistency in Its Practices

Child Maltreatment: Strengthening National Data on Child Fatalities Could Aid in Prevention

Combating Terrorism: Additional Steps Needed to Enhance Foreign Partners' Capacity to Prevent Terrorist Travel

Antibiotic Resistance: Data Gaps Will Remain Despite HHS Taking Steps to Improve Monitoring

Tax Gap: Complexity and Taxpayer Compliance

Influenza Pandemic: Lessons from the H1N1 Pandemic Should Be Incorporated into Future Planning

American Samoa and Commonwealth of the Northern Mariana Islands: Employment, Earnings, and Status of Key Industries Since Minimum Wage Increases Began

Tax Administration: Information on Selected Foreign Practices That May Provide Useful Insights

Dashboards are only tools: effectiveness depends on their use

A new report for the IBM Center by Dr. Sukumar Ganapati, “Using Dashboards in Government” provides a snapshot into the internal and external uses of dashboards as ways of monitoring performance and providing accountability and transparency in large organizations. Ganapati says: “Dashboards summarize key performance metrics of organzations. They typically integrate data from different sources and display performance measures through informative graphics. The visualization allows readers to understand complex data in less time than it would take to read similar material ocated in the text of a full report.

He says there are different types of dashboards: operational (for monitoring in real time such as call centers or air traffic control); tactical (for analysis and benchmarking such as welfare caseload processing); and strategic (such as balanced scorecards of agency performance).

Source: Using Dashboards in Government

The Singapore Way

Source:McKinsey report: How the world's best performing school systems come out on top

Related:

If Singapore has one thing to teach America, it is about taking governing seriously, relentlessly asking: What world are we living in and how do we adapt to thrive. “We’re like someone living in a hut without any insulation,” explained Tan Kong Yam, an economist. “We feel every change in the wind or the temperature and have to adapt. You Americans are still living in a brick house with central heating and don’t have to be so responsive.” And we have not been

Social Impact Bonds or PPP Reinvented?

David Cameron’s Conservative government in Britain is already testing it, at a prison 75 miles north of London. The Bloomberg administration in New York is also considering the idea, as is the State of Massachusetts. Perhaps most notably, President Obama next week will propose setting aside $100 million for seven such pilot programs, according to an administration official.

The idea goes by one of two names: pay for success bonds or social impact bonds. Either way, nonprofit groups like foundations pay the initial money for a new program and also oversee it, with government approval. The government will reimburse them several years later, possibly with a bonus — but only if agreed-upon benchmarks show that the program is working.

-For Federal Programs, a Taste of Market Discipline
Related;

A Bond to Save Lives

What Are Social-Impact Bonds?

Obama's Management Agenda checklist

A quick list of Obama's planned management reforms;

1. The promise to create a “chief performance officer” reporting to him
2. The promise to replace the Program Assessment Review Tool (PART) with a new Performance Improvement and Analysis Framework
3. The appointment of Jeff Zients as the chief performance officer, and as deputy director for management at the Office of Management and Budget
4. A commitment to a governmentwide performance portal
5. The creation of “high-priority performance goals”
6. A commitment to program evaluation
7. The outlining of six “performance strategies” for the Administration’s Accountable Government Initiative.

 

Does India need a PAIS?

Better and more effective Planning of government expenditures has many elements. Some of the elements of planning that need improvement have been discussed in this note. These include clearer definition of program outputs and outcomes and detailed operational plans for achieving these goals. With the availability of new technology, government management information systems and public accountability can be vastly improved. The paper proposes a Public accountability information system (PAIS), with a web enabled public information system and a smart card recording all the benefits that the poor are entitled to receive through government programs. This would empower the poor, particularly in rural and remote areas, by converting entitlements into a financial right – a virtual credit/debit card based on government funds. If implemented sincerely, with inevitable modifications and adaptations arising out of implementation experience, this can help improve the efficiency and effectiveness of government expenditure over the next five years.

-PLANNING FOR RESULTS: The Public Accountability Information System
Working Paper No. 1/2007-PC, India National Planning Council Working Paper

Recent Reports - Indian Government

Report of the Technology Advisory Group for Unique Projects

Public Debt Management


Report of the Working Group on Foreign Investment in India

Outcome Budget

India's Independent Evaluation Office

The Union Cabinet today approved the establishment of an Independent Evaluation Office (IEO) to undertake impartial and objective assessment of the various public programmes and improve the effectiveness of public interventions. This is in pursuance of the Presidential address to the Joint Session of both Houses of Parliament in June, 2009 to establish an Independent Evaluation Office at an arms' distance from the Government to assess the outcomes and impact of the major flagship programmes of the Government of India.

The IEO will be an independent office attached to the Planning Commission under a Governing Board chaired by the Deputy Chairman, Planning Commission. It will be funded by the Planning Commission and will have, as its head, a full-time Director General (DG) in the rank and status of Member, Planning Commission. It will have full functional autonomy to discharge its functions. The IEO will also advise the Planning Commission and the implementing agencies in developing appropriate management systems consistent with the evaluation objectives.

Books about Government Accounting

Essentials of Accounting for Governmental and Not-for-Profit OrganizationsPaul Copley

What other books do you recommend?

Related:
Federal Accounting Standards Advisory Board
Summary Report of the 2010 Financial Report of the United States Government

AICPA

Government Accounting Standards Board

Cascading Peformance Agreements

For Discussion: Which type of performance arrangements is best suited for a small island developing countries?

Source: Performance-based Arrangements for Senior Civil Servants: OECD and Other Country Experiences

Government Results Act fails

The bill, known as the 2010 Government Performance and Results Modernization Act, would also have required agencies to post program performance scorecards on a single public website on a quarterly basis, the release said.

It set a first-year goal of a 10 percent reduction in the number of written reports required by previous Congresses and presidential administrations that are little used or obsolete. As Federal Times has previously reported, agency officials sometimes have to compile massive reports that are outdated as soon as they are printed.

"Taxpayers fund 44 separate programs in nine different federal departments that support workforce training, and we also pay for 17 separate initiatives across seven federal departments that deal with food safety," Warner said in the release. "We need a better system — a system that allows us to review the results of each program and evaluate its impact in addressing overall policy goals, whether it's the important work of retraining people who've lost their jobs or ensuring the safety of the food we eat."

The Obama administration has already created its own website, performance.gov, to track agency progress in meeting high-priority goals laid out in the administration's 2011 budget request. The site, available to federal managers since August, was supposed to open to the public this year. That move has now been delayed to "kick the tires a little more" and to get agency feedback, Office of Management and Budget spokeswoman Moira Mack said Friday

-House kills bill to improve agency performance

Assorted on Obama's Management Agenda

Task Force on Government Performance


From Setting Goals to Achieving Them;

OMB’s budget-setting process is often seen as its primary role, with the organization’s responsibility for improving government’s management and performance taking a backseat. But the Obama administration has made clear that improving performance across agencies is important to it by appointing a chief performance officer for government and re-energizing the management side of OMB.

What Government Can Learn from the Preakness

We therefore recommend that the bill include a limit of five high-priority goals per agency or perhaps a ceiling across government of no more than 100 goals. These are priorities, after all.

Setting Goals for Government: The Senate Can Deliver This Fall


Asking Questions Like the British Do

I remember being struck by the power of the approach that Barber invented when I was working as an official in the British government back in 2001. By asking three sets of difficult but very simple questions, the Delivery Unit changed the way that we thought about our jobs. The three themes were:

What journey are you trying to make in terms of the goal? Where are you now and what’s the destination?
What’s your strategy to get there? Why do you think your interventions will work?
How will you monitor progress as you proceed? Do you have the capacity to adjust your strategy as you go along?

Evaluating Government Employment and Compensation- A Primer

Just released brief from IMF.

Evaluating Government Employment and Compensation
Author/Editor: Clements, Benedict J. , Gupta, Sanjeev . Karpowicz, I. , Tareq, Shamsuddin

Related:
Wage Policy and Fiscal Sustainability in Benin

Kiribati: 2009 Article IV Consultation - Staff Report

Kenya: Selected Issues and Statistical Appendix

'Long-run fiscal policy is health policy'

Is it a justification for earmarking a tax;

The National Commission on Fiscal Responsibility and Reform, co-chaired by former Clinton White House Chief of Staff Erskine Bowles and former Republican Senate Whip Alan Simpson, faces two over-riding problems. First, it must find a new source of revenue for the federal government, a source that is relatively stable, produces substantial proceeds, and does not create large disincentives for employment, saving, and investment. Second, it must bring the rate of growth of health care spending closer to the rate of growth of the rest of the economy. The gap over the last 30 years, 2.8 percent per annum, is unsustainable. As Alice Rivlin, a member of the new commission, has said, “Long-run fiscal policy is health policy.”1 Control of health expenditures will require comprehensive change in the way the country finances and delivers health care. A value-added tax (VAT) dedicated to funding basic health care for all through enrollment in accountable care organizations would help solve the revenue and health spending problems at the same time. A VAT, by itself, has much to recommend it. Unlike a payroll tax, it does not discriminate against employment. Unlike the income tax, it taxes only consumption, not saving. The base (consumer expenditures) is more stable than payroll or income over the business cycle and is large enough to provide a substantial yield at a relatively modest rate. While it is not immune to evasion or avoidance, a VAT is not as vulnerable to these problems as the income tax.

Making Sense of Government Report Cards

Government agencies increasingly are putting out report cards on cars, schools, restaurants and other offerings to help consumers sort among them. But such grading systems can emphasize simplicity over precision, and decisions about the criteria they use have a significant impact on results. Plus, using letter grades risks lumping together very different performers. In Los Angeles County, 98% of restaurants got A's or B's last year for health safety....

Different agencies view the grades differently, and that view affects how they construct the grading curve. Florida education officials keep changing their formula for rating schools "to continue to raise the bar" so schools keep seeking progress, says Juan Copa, bureau chief for research and evaluation for the state Department of Education.

The health departments in Los Angeles County and New York view A grades as an incentive for restaurants that improve their practices so they can lure in more customers; therefore, there aren't plans to make it harder to ace the test.

Grading systems inevitably include some criteria while excluding others, and require that choices be made about how to weight those that are included.

-Report Cards for Consumers Don't Always Make the Grade

Can WikiLeaks model work for the government

He had come to understand the defining human struggle not as left versus right, or faith versus reason, but as individual versus institution. As a student of Kafka, Koestler, and Solzhenitsyn, he believed that truth, creativity, love, and compassion are corrupted by institutional hierarchies, and by “patronage networks”—one of his favorite expressions—that contort the human spirit. He sketched out a manifesto of sorts, titled “Conspiracy as Governance,” which sought to apply graph theory to politics. Assange wrote that illegitimate governance was by definition conspiratorial—the product of functionaries in “collaborative secrecy, working to the detriment of a population.” He argued that, when a regime’s lines of internal communication are disrupted, the information flow among conspirators must dwindle, and that, as the flow approaches zero, the conspiracy dissolves. Leaks were an instrument of information warfare.

These ideas soon evolved into WikiLeaks. In 2006, Assange barricaded himself in a house near the university and began to work. In fits of creativity, he would write out flow diagrams for the system on the walls and doors, so as not to forget them. There was a bed in the kitchen, and he invited backpackers passing through campus to stay with him, in exchange for help building the site. “He wouldn’t sleep at all,” a person who was living in the house told me. “He wouldn’t eat.”

As it now functions, the Web site is primarily hosted on a Swedish Internet service provider called PRQ.se, which was created to withstand both legal pressure and cyber attacks, and which fiercely preserves the anonymity of its clients. Submissions are routed first through PRQ, then to a WikiLeaks server in Belgium, and then on to “another country that has some beneficial laws,” Assange told me, where they are removed at “end-point machines” and stored elsewhere. These machines are maintained by exceptionally secretive engineers, the high priesthood of WikiLeaks. One of them, who would speak only by encrypted chat, told me that Assange and the other public members of WikiLeaks “do not have access to certain parts of the system as a measure to protect them and us.” The entire pipeline, along with the submissions moving through it, is encrypted, and the traffic is kept anonymous by means of a modified version of the Tor network, which sends Internet traffic through “virtual tunnels” that are extremely private. Moreover, at any given time WikiLeaks computers are feeding hundreds of thousands of fake submissions through these tunnels, obscuring the real documents. Assange told me that there are still vulnerabilities, but “this is vastly more secure than any banking network.”

Before launching the site, Assange needed to show potential contributors that it was viable. One of the WikiLeaks activists owned a server that was being used as a node for the Tor network. Millions of secret transmissions passed through it. The activist noticed that hackers from China were using the network to gather foreign governments’ information, and began to record this traffic. Only a small fraction has ever been posted on WikiLeaks, but the initial tranche served as the site’s foundation, and Assange was able to say, “We have received over one million documents from thirteen countries.”

-Julian Assange’s mission for total transparency

Related:
WikiLeaks on Twitter

Wikileaks and Iceland MPs propose 'journalism haven'

Why is Mr Tufte going to Washington

I'm doing this because I like accountability and transparency, and I believe in public service. And it is the complete opposite of everything else I do. Maybe I'll learn something. The practical consequence is that I will probably go to Washington several days each month, in addition to whatever homework and phone meetings are necessary.

-Mr Tufte

So Obama hired Edward Tufte;

Though often cast as a free-floating information guru, Mr. Tufte has a highly specific mission: on March 5, he was appointed by President Obama to a panel to advise the Recovery Accountability and Transparency Board, which monitors the way the $787 billion in the stimulus package is being spent...

“Political practice today too often skips right by evidence,” he said by e-mail. “When I listen to True Believers (left or right) talk about the problems that governments are seeking to solve, I keep muttering to myself, ‘How boring, it’s more complicated than that.’ And those who best know that it’s more complicated than that are public servants.”

The board has two missions: to root out waste, fraud and abuse in spending and to inform the American public how the stimulus money is being spent...

In an e-mail message, Mr. Tufte recalled the meeting and said that generally his advice had been to add more information to the site so that a visitor could see things in context. “It shouldn’t look like a government Web site, and it shouldn’t look like a corporate Web site,” he said. “This is a reporting thing — about factual, credible reporting.”...

Jerry Brito, a senior research fellow at George Mason University, has been monitoring the stimulus at his site, stimuluswatch.org.

“What we want is the raw data. We don’t need a beautiful site,” Mr. Brito said.

In fact, he says that recovery.gov is too flashy and too crowded, and uses maps too much instead of simple tables. “Tufte can do a lot of good here,” he said. “There is a lot of low-hanging fruit.”