Developing Digital Strategies for Web-based Public Access to Government Performance Data

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The current US administration is pushing for more "transparency" which, among other things, has translated into Federal agencies making more of their operational data available to the public. This slide presentation, which summarizes a 17-page "white paper," discusses both strategic and tactical issues associated with making "performance data" about government programs more accessible.

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Developing Digital Strategies for Web-based Public Access to Government Performance Data

  1. 1. Developing Digital Strategies for Web-based Public Access to Government Performance Data Dennis D. McDonald, Ph.D. Alexandria, Virginia, USA web: http://www.ddmcd.com email: ddmcd@yahoo.com phone: 703-402-7382 February 18, 2013
  2. 2. PURPOSE OF PRESENTATIONDiscuss requirements for makinggovernment program performance dataavailable online.
  3. 3. BACKGROUNDThis slide deck is based on:● A presentation by OMB on the "Performance Improvement" pages of Performance.gov at the Jan. 29 meeting of Government Performance Coalition in Washington DC.● Ongoing research into transparency program planning & assessment.● My draft white paper on web-based access to government program performance data.● Personal experience in planning & managing data transformation & access projects.
  4. 4. HIGHLIGHTSKey points from the white paper DevelopingDigital Strategies for Web-based Public Access toGovernment Performance Data:● How explicit are the website’s own goals?● Needed: well-defined use cases & user groups.● How should social media and collaboration tools be used?● The PMO as a governance and management model.● Is it sustainable?● (9 more points discussed in white paper)
  5. 5. How explicit are the reportingwebsite’s own goals?● Its nice to have defined goals to track performance against, but ... ○ At least three sets of goals have to be considered: ■ The performance reporting programs own goals. ■ Cross-agency goals. ■ Within-agency goals. ○ Theres more to performance reporting than just making files and charts available -- users need context! ○ Government programs vary in terms of: ■ The maturity of their own performance reporting. ■ Their need for -- and willingness to accept -- assistance in performance reporting.
  6. 6. Needed: well-defined usecases and user groups● Use cases define the "who, what, where, why, how, and how much" for each program participant and deliverable.● The design and measurement of business processes and systems for performance reporting benefits from documented "use cases."● Use cases can vary in level of detail, technical sophistication, and methodological formalism.● Any type of disciplined use case definition is better than none.
  7. 7. How should social media andcollaboration tools be used?● To support production: ○ Among development teams, speed production by reducing need for meetings and proliferation of email attachments● To support consumption: ○ Make it possible for users to gain access, share information, and communicate with program representatives.● Dont assume that new technologies can be managed "from the top down." ○ This includes mobile technologies such as smartphones and tablets.
  8. 8. The PMO as a governance andmanagement model.● In the world of project management, Project Management Organizations (PMOs) are organizations that oversee multiple projects.● PMOs differ in terms of the control, influence, and responsibility they have over individual programs, projects, staff, & resources.● Templates, tools, and techniques for PMO management can be adapted to support the management of program performance reporting.
  9. 9. Is it sustainable?● Are sufficient resources available to support the level of service required by the performance reporting process?● Is continued support by reporting programs assured?● Are processes in place to support the inevitable changes in how performance reporting is managed?● Is the role of the organization in promoting process and data standardization defined?
  10. 10. QUESTIONS1. Can performance reporting succeed without explicit agreed upon goals?2. Can high- and low-maintenance programs co-exist for the long term?3. What to do about "email addicts"?4. Should cross-agency (as opposed to within- agency) goal reporting be the primary focus?5. What about cost reporting?
  11. 11. FOR MORE INFORMATIONFor more information, contact: Dennis D. McDonald, Ph.D. Alexandria, Virginia, USA Web: www.ddmcd.com Email: ddmcd@yahoo.com Phone: 703-402-7382 Twitter Google+ Linkedin

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