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The PublicManagement Research Association—through its flagship journal, the Journal of Public Administration Research and Theory ( JPART )—has always stressed building knowledge through theoretically informed analysis. The role of nonprofits and nonprofit research needs to be better integrated into publicmanagement.
In a forthcoming book, I define performance management as a continuous and cyclical process of making data-informed decisions to improve organizational outcomes. Over the last few decades, these systems have become ubiquitous in almost every aspect of local government management.
Daniel Bromberg and Étienne Charbonneau speak about their co-authored book, Calibrating Public Accountability, with Troy Mix, Associate Director at the University of Delaware's Institute for Public Administration.
Recognize new policies and the changes necessary for program implementation. Here are some points to help with governmentwide changes after the transition: Forgive election warring. Weigh hyperbole versus the fact. Be ready for private sector ideas and possible innovations. We can always improve service.
But how will this be implemented and who will take the lead? Perhaps the last days are spent actively transferring active records and knowledge to the replacement, and closely mentoring that person on all the official and casual means of work. This seems much more practical than having the new employee arrive after I am gone.
Well-designed and well-implemented RCTs can provide strong evidence about what works — not only whether a program works or not, but also which strategies within a program or policy work best. It is a tool that is increasingly being used in the U.S. and around the world.
She said that part of our role as researchers is to create “implementation resources” that can be used by practitioners on the ground as they carry out their important work. For Jill, this is likely an academic paper to be submitted for publication, which may be of little value (at least in the short term) for the local partners.
Yet, little academic research on governments has evaluated the process for selecting different tools, the policies governments have in place to implement them, and the consequences of using one tool over another. In our research study, we evaluate one working capital management strategic tool: interfund transfers.
In this instance, the ban appears to have been developed by the White House in isolation, with limited input from experts or from the agencies tasked with implementation. Some reports suggest Homeland Security Secretary John Kelly only saw final details shortly before the signing.
They might slow the implementation process. Studies of these are perhaps less prominent in scholarship than they were in the past because they are not implemented in ways that allow for satisfying causal design. But they are meaningful, in that they signal the stated ambitions of the executive.
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