Sharon L. Caudle

Public Performance Management Systems: Embedding Practices for Improved Success

Over the past three decades, public sector officials and managers have faced demands for improved policy and program decision-making, more efficient service delivery, and clear accountability. Countries worldwide have developed new or more robust performance tracking embedded in more powerful performance management systems, often as part of public management reforms. Drawing on the literature, observations from experience in early-adopting countries and with recent and current performance-based management systems in the United States, this article provides a list of practices or recommendations and a framework that adopters can use to better anticipate challenges and improve collective learning.

An Option for Homeland Security Preparedness Requirements: Consensus Management System Standards

This article argues that the current federally developed, top-down preparedness framework most evident in the National Preparedness Guidelines should be replaced by nationally and internationally recognized preparedness consensus management system standards. This change would provide many management advantages for government officials and more fully include the private and nongovernmental sectors in the national preparedness framework. However, there are several questions that should be considered in transitioning to a new standards regulatory framework, such as differential requirements for critical organizations and compliance assurance.

Regulatory management: Government as a regulated industry

This article looks at the various forms of regulatory management that the US Office of Management and Budget uses to sontrol the national regulatory agenda. Tracing the evaluation of the strong central the national regulatory manangement role, the author looks at the key executive orders on regulatory review and planning and the requirements for a unified regulatory agenda and paperwork control. These four management areas -- review, planning, agenda publication, and paperwork oversight -- put federal agencies in OMB’s oversight web. More accustomed to bring the regulators, the agencies are now a regulated “Industry” themselves.