Governments face the challenge of demonstrating effective use of taxpayer money through performance reporting systems. Government Results Based Management (gRBM) focuses on measurable outcomes from government activities, bridging traditional and modern reporting methods. Governments must sometimes use inferential measures to compensate for the size and complexity of what they are reporting on.
Continue readingThis post, one in a series on Results Based Management as applied to government (gRBM), explores the structure of government. It outlines the branches of government and how these branches, described as audiences, have different roles to play in gRBM.
Continue readingFor-profit organizations focus on generating returns and complying with laws while executing various planning processes. In contrast, public service organizations face complex challenges, such as lack of direct financial accountability and competition. Classic Results-Based Management struggles in this context, revealed through examples like Global Affairs Canada and the need for broader, more inclusive measures.
Continue readingThe construction of a good indicator involves three elements: the indicator itself, unit of measure, and unit of analysis. It requires careful consideration of whether to use qualitative or quantitative data, selecting measures based on the result, and ensuring stakeholder involvement. The ideal indicator balances clarity, relevance, and resource demands.
Continue readingThis content outlines the characteristics of effective indicators. Key characteristics include validity, reliability, sensitivity, simplicity, usefulness, and affordability. The discussion emphasizes balancing these traits while considering constraints like materiality and timeliness to fulfill users’ decision-making needs and enhance comparability among indicators.
Continue readingThe post evaluates Results Based Management (RBM) and its effectiveness in strategic planning. It discusses the methodologies strengths and weaknesses. While RBM is criticized for fostering bureaucracy in organizations like the United Nations, it remains valuable if implemented in conjunction with encouraging a high-trust environment.
Continue readingThe post explores the multifaceted roles of democratic governments, emphasizing their evolution from “stationary bandits” to providers of public goods and services. It discusses various responsibilities such as national defense, economic management, law enforcement, and public welfare, highlighting the complexities and challenges faced in governing diverse populations effectively.
Continue readingI recall sitting in a board meeting for a non-profit I was involved with years ago and the budget process came up. Specifically the word ‘budget’ meant to different things to different board members.
Objectives are a cornerstone of organizational control and risk management. So far so good, but how do you know if you have a good objective? More important, how do you know if you have a real-stinker on your hands?
Organizations need to pick winners and losers. For example, a government must decide to whether to fund project X, Y or Z; a corporation only has the capital to build asset A, B or C.
Most organizations have developed a portfolio selection and management methodology. There are typically 2 parts to such a process: a set of criterion and a scoring scheme to rank the criteria. In this blog, I want to focus on the second challenge, the scoring.
Organizational Biology 