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The Federal Performance Agenda: What Happens in the Coming Year?

In Partnership with ASPA's Center for Accountability and Performance
May 23 | 1 p.m. ET

OMB’s Federal Performance Framework, created in 2012, is the first performance framework to survive a transition between presidential administrations.  What are its key elements? What is its current status as a set of administrative routines? How is it used to support federal decisionmaking, especially in the budget development and execution processes? What actions will happen in the coming year that program managers need to be aware of?

That being said, the Federal Performance Framework is only one element of a broader web of federal decision-support capacities, including the budget process, the financial management system, the use of evaluation and evidence, the risk management framework, and more. Given recent statutory requirements that created many of these elements since the performance framework was put in place, what are potential directions for rethinking the federal government’s decision-support functions in coming years?

Mark Bussow, Performance Lead, U.S. Office of Management and Budget
John Kamensky,
Moderator, Senior Fellow, The IBM Center for The Business of Government

A Model for Engaging Local Government Practitioners: Washington's Government Performance Consortium

In Partnership with ASPA's Center for Accountability and Performance
June 13 | 1 p.m. ET

The Government Performance Consortium in Washington State has a nickname: the Government Joy Network. Local government leaders engaged in performance improvement find joy when they  share the trials and tribulations of moving the needle on key community outcomes. Research findings from the fields of neuroscience and positive psychology inspired this somewhat unorthodox approach. Truth telling and generous peer support are the hallmarks of this professional association, whose mission is transforming government from the inside out. Its products include an open-source dashboard of community indicators and a "clarity clinic" methodology that helps translate council goals into operational measures that matter. Learn about the heart of this ground-breaking effort, as described by articulate leaders.

Larisa Benson, Co-Founder, Government Performance Consortium
Larisa Benson served as the original director of Results Washington (then "GMAP"), and performance audits for Washington State and as director of the Executive MPA program at the University of Washington. 

Chelsea Lei, Co-Founder, Government Performance Consortium
Chelsea Lei served as a performance auditor for King County, executive director of Stanford's FISCal program, and a case writer at Harvard's Kennedy School of Government.  Her and Bernson's booklet, "Strategies for a More Joyful Government" has been featured on Harvard's Government Innovation Network and the UK Centre for Public Impact website.