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Microsoft NGO Connection Day - A Nonprofit Summit hosted a day-long event on April 21st in Washington, DC. Topics focused on organizational challenges facing NGOs (nonprofit organizations) and Assocations. This presentation featured a peer panel of three NFPs who have made the leap to Cloud Computing in their organizations.
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More and more, state housing finance agencies are using data to see where geographically the greatest areas of need are, what types of populations are in those places, and to guide planning, research and evaluation efforts. It’s surprisingly easy for HFAs to use readily available data to improve their work. During this webinar, presenters from Illinois Housing Development Authority, Connecticut Housing Finance Authority, and North Carolina Housing Finance Agency will describe the exciting work they’re doing with data and mapping.
Microsoft NGO Connection Day - A Nonprofit Summit hosted a day-long event on April 21st in Washington, DC. Topics focused on organizational challenges facing NGOs (nonprofit organizations) and Assocations. This presentation featured a peer panel of three NFPs who have made the leap to Cloud Computing in their organizations.
NGO Connection Day keynote: Dan McCormickLisa Malone
Dan McCormick is a consultant who focuses on conducting mergers of nonprofit organizations to create stronger organizations that are more effective in their mission.
Unleashing Technology to Advance Social and Economic DevelopmentLisa Malone
Microsoft NGO Connection Day - A Nonprofit Summit hosted a day-long event on April 21st in Washington, DC. Topics focused on organizational challenges facing NGOs (nonprofit organizations) and Assocations. This presentation was given by the Director of Microsoft Community Affairs, Andrea Taylor.
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Setting Up the Development Performance Evaluation System Overview on Current ...Dadang Solihin
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Reinventing Project and Portfolio Management at the State of Michigan with Ch...Changepoint
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PROGRAM EVALUATION Some Agencies Reported that .docxstilliegeorgiana
PROGRAM
EVALUATION
Some Agencies
Reported that
Networking, Hiring,
and Involving
Program Staff Help
Build Capacity
Report to Congressional Committees
November 2014
GAO-15-25
United States Government Accountability Office
United States Government Accountability Office
Highlights of GAO-15-25, a report to
congressional committees
November 2014
PROGRAM EVALUATION
Some Agencies Reported that Networking, Hiring,
and Involving Program Staff Help Build Capacity
Why GAO Did This Study
To improve federal government
performance and accountability,
GPRAMA aims to ensure that agencies
use performance information in
decision making and holds them
accountable for achieving results. The
Office of Management and Budget
(OMB) has encouraged agencies to
strengthen their program evaluations–
systematic studies of program
performance–and expand their use in
management and policy making. This
report is one of a series in which GAO,
as required by GPRAMA, examines
the act’s implementation. GAO
examined federal agencies’ capacity to
conduct and use program evaluations
and the activities and resources,
including some related to GPRAMA,
agencies found useful for building that
capacity.
GAO reviewed the literature to identify
the key components and measures of
evaluation capacity. GAO surveyed the
PIOs of the 24 federal agencies
subject to the Chief Financial Officers
Act regarding their organizations’
characteristics, expertise, and policies,
and their observations on the
usefulness of various resources and
activities for building evaluation
capacity. All 24 responded. GAO also
interviewed OMB and Office of
Personnel Management (OPM) staff
about their capacity-building efforts.
What GAO Recommends
GAO is not making recommendations.
OMB staff provided technical
comments on a draft of this report that
were incorporated as appropriate.
OPM provided no comments.
What GAO Found
In a governmentwide survey of agency Performance Improvement Officers (PIO),
GAO found uneven levels of evaluation expertise, organizational support within
and outside the organization, and use across the government. The Government
Performance and Results Act of 1993 (GPRA) is a key component of the
enabling environment for federal evaluation capacity, having established a solid
foundation of agency performance reporting and leadership commitment to using
evidence in decision making. However, only half the agencies reported
congressional interest in or requests for program evaluation studies.
Eleven of the 24 agencies reported committing resources to obtain evaluations
by establishing a central office responsible for evaluation of agency programs,
operations, or projects, although only half these offices were reported to have a
stable source of funding. Seven agencies reported having a high-level official
responsible for oversight of evaluation. A quarter of agencies reported having
agency-w ...
Role of ICT & big data in performance budgeting - Lenora Stiles, United StatesOECD Governance
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Enhancing Program Oversight and Integrity through Agile Systems Development and Advanced Analytics requires the application of advanced algorithms and technologies for proactive oversight.
The Recovery Operations Center (ROC) deployed advanced analytics and data analytics staff to help identity and prevent waste, fraud and abuse in the $840 billion ARRA 2009 program.
Joint Office Resources to Support Communities in EV Charging Expansion by Lin...Forth
Linda Bailey,Technical Assistance Program Manager at the
Joint Office of Energy and Transportation gave this presentation at the Forth Strengthening Community Impact With Capacity Building and Technical Assistance
webinar on September 12, 2023.
How to build a budget transparency site: 5 easy steps Lucy Chambers
My presentation from the Open Government Partnership 2013 summit in London.
Lessons learned from our experience building OpenSpending sites around the world.
This Illinois Longitudinal Data System (ILDS) Annual Report
and Plan provides the first update to the Inaugural Annual Report & Plan adopted by the LDS Governing Board on April 4, 2014.
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Most State Governments Use Performance Budgeting (or Budgeting for Results). A Team of Researchers from American University Assess Progress and Provide Case Examples at a Panel at the annual national conference of the American Society for Public Administration, March 2014, in Washington, DC.
Setting Up the Development Performance Evaluation System Overview on Current ...Dadang Solihin
Shanghai International Program for Development Evaluation Training-Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 20, 2008
Reinventing Project and Portfolio Management at the State of Michigan with Ch...Changepoint
This presentation discusses the State of Michigan’s recent implementation of a true enterprise project and portfolio management organization. Michigan centralized 7 different Program Management Offices, and implemented an enterprise PPM tool which has enabled the entire portfolio of technology projects to be integrated. Project status is actively monitored across the entire portfolio. Planned effort for staff is now captured and is measured against technology demands across state government, improving staffing allocation.
PROGRAM EVALUATION Some Agencies Reported that .docxstilliegeorgiana
PROGRAM
EVALUATION
Some Agencies
Reported that
Networking, Hiring,
and Involving
Program Staff Help
Build Capacity
Report to Congressional Committees
November 2014
GAO-15-25
United States Government Accountability Office
United States Government Accountability Office
Highlights of GAO-15-25, a report to
congressional committees
November 2014
PROGRAM EVALUATION
Some Agencies Reported that Networking, Hiring,
and Involving Program Staff Help Build Capacity
Why GAO Did This Study
To improve federal government
performance and accountability,
GPRAMA aims to ensure that agencies
use performance information in
decision making and holds them
accountable for achieving results. The
Office of Management and Budget
(OMB) has encouraged agencies to
strengthen their program evaluations–
systematic studies of program
performance–and expand their use in
management and policy making. This
report is one of a series in which GAO,
as required by GPRAMA, examines
the act’s implementation. GAO
examined federal agencies’ capacity to
conduct and use program evaluations
and the activities and resources,
including some related to GPRAMA,
agencies found useful for building that
capacity.
GAO reviewed the literature to identify
the key components and measures of
evaluation capacity. GAO surveyed the
PIOs of the 24 federal agencies
subject to the Chief Financial Officers
Act regarding their organizations’
characteristics, expertise, and policies,
and their observations on the
usefulness of various resources and
activities for building evaluation
capacity. All 24 responded. GAO also
interviewed OMB and Office of
Personnel Management (OPM) staff
about their capacity-building efforts.
What GAO Recommends
GAO is not making recommendations.
OMB staff provided technical
comments on a draft of this report that
were incorporated as appropriate.
OPM provided no comments.
What GAO Found
In a governmentwide survey of agency Performance Improvement Officers (PIO),
GAO found uneven levels of evaluation expertise, organizational support within
and outside the organization, and use across the government. The Government
Performance and Results Act of 1993 (GPRA) is a key component of the
enabling environment for federal evaluation capacity, having established a solid
foundation of agency performance reporting and leadership commitment to using
evidence in decision making. However, only half the agencies reported
congressional interest in or requests for program evaluation studies.
Eleven of the 24 agencies reported committing resources to obtain evaluations
by establishing a central office responsible for evaluation of agency programs,
operations, or projects, although only half these offices were reported to have a
stable source of funding. Seven agencies reported having a high-level official
responsible for oversight of evaluation. A quarter of agencies reported having
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Role of ICT & big data in performance budgeting - Lenora Stiles, United StatesOECD Governance
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Enhancing Program Oversight and Integrity through Agile Systems Development and Advanced Analytics requires the application of advanced algorithms and technologies for proactive oversight.
The Recovery Operations Center (ROC) deployed advanced analytics and data analytics staff to help identity and prevent waste, fraud and abuse in the $840 billion ARRA 2009 program.
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Lessons learned from our experience building OpenSpending sites around the world.
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GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
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