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Shelley Metzenbaum

Shelley Metzenbaum


Shelley Metzenbaum was a GOVERNING contributor. She is the director of the Edward J. Collins Jr. Center for Public Management at the McCormack Graduate School of Policy Studies, University of Massachusetts Boston.

Such mandates often waste money on calculations that reveal little.
By "time stamping" data, government managers can use that data to operate their programs more effectively and efficiently.
Oversight of stimulus spending is important, but just as critical is sharing knowledge and experiences
Government agencies need to get smarter about how to implement individual and organizational incentives, writes Shelley Metzenbaum.
A well-framed goal has tremendous power in driving government accomplishments to new heights. So, asks Shelley Metzenbaum, what makes some goals effective performance drivers and others ineffective?
Resistance to comparison is understandable, but unfortunate and self-defeating. When done well, writes Shelley Metzenbaum, comparison is a powerful tool for improving performance.
Government agencies that embrace problems rather than avoid them turn out to be highly effective, writes Shelley Metzenbaum.
Performance measures needn't be feared. Publicizing the data in the right way can benefit government agencies and the public.
Performance reporting offers a better way to explain painful trade-offs.