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Government Public Performance Reporting—Is It Worth the Effort?
| Content Provider | Semantic Scholar |
|---|---|
| Author | Tryens, Jeff |
| Copyright Year | 2016 |
| Abstract | For inquiries, comments, and suggestions, please contact Claudia Buentjen at +63 2 683 1852, SDCC Social Development, Governance, and Gender Division (SDGG). Previous issues of The Governance Brief can be accessed at http://www.adb.org/ publications/series/ governance-briefs 1 Jeff Tryens was the deputy director for performance management in the New York City Mayor's Offi ce of Operations from 2011 to 2014. He previously served as executive director of community engagement for South Australia's Strategic Plan in the Premier's Offi ce. For 10 years, he served as executive director of the Oregon Progress Board. Tryens also helped the Columbia River Gorge Commission, the Portland area Metro Council, and the Portland Parks and Recreation develop performance reports. He currently consults on performance management from Sisters, Oregon. 2 Societal-level measures are indicators, like poverty or atmospheric carbon dioxide, which are beyond the direct reach of any particular agency or even government, but are ultimately the conditions those agencies and governments are attempting to infl uence. 3 The state of Oregon called the indicators used in its strategic visioning process “benchmarks.” By Jeff Tryens1 |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://www.adb.org/sites/default/files/publication/190077/governance-brief-26.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
