967 resultados para Government performance
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Annual Report, Agency Performance plan
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The Department of Corrections is pleased to provide its Annual Performance Report for fiscal year 2005 in compliance with requirements of the Iowa’s Accountable Government Act. The following pages outline the Department’s overall mission and purpose, key products and activities, Strategic Plan initiatives, Performance Plan results and highlights of services to Iowans during the last fiscal year.
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The DOT monitors performance of five core functions, under which are eight services, products and activities (SPAs). In all, 56 measures are used to monitor the core functions and SPAs in the DOT’s performance plan. (See Iowa DOT Performance Report – FY2009, pages 1A-9A.) Overall, DOT’s performance was good in fiscal year 2009. Of the 56 measures in the DOT’s performance plan, 43 measures (77%) met or exceeded their targets. Of the 13 measures falling short, ten were within four percent of their target. This means 95 percent of DOT measures met or exceeded 96 percent of their preset target. Performance measures monitoring the core functions of Physical Asset Management and Resource Management showed the DOT did a good job managing resources. A total of 11 of the 14 (79%) core function and SPA measures met or exceeded their predetermined targets. Two of the three measures falling short were within four percent of its target. Core function and SPA measures within the Transportation Systems core function indicated good performance. A total of 22 of the 30 (73%) core function and SPA measures met or exceeded their predetermined targets. Overall, six of the eight measures falling short were within four percent of their target. Performance measures monitoring the core functions of Enforcement and Investigation and Regulation and Compliance showed the DOT performed well. A total of 10 of the 12 (83%) core function and SPA measures met or exceeded their predetermined targets. Both of the measures falling short were within four percent of their target.
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The Iowa Department of Revenue Performance Report is presented in accordance with the Accountable Government Act to improve decision-making and increase accountability to stakeholders and citizens of Iowa.
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The report highlights the services the IUB provided to Iowans, along with results achieved to ensure reliability, and to improve and expand utility service infrastructure in Iowa. This information is provided in accordance with the State of Iowa Accountable Government Act, Iowa Code chapter 8E. The two basic business functions of the IUB are utility regulation and compliance, and resource management. This report covers performance information for both of these areas.
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The report highlights the services the IUB provided to Iowans, along with results achieved to ensure reliability, and to improve and expand utility service infrastructure in Iowa. This information is provided in accordance with the State of Iowa Accountable Government Act, Iowa Code chapter 8E. The two basic business functions of the IUB are utility regulation and compliance, and resource management. This report covers performance information for both of these areas.
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The report highlights the services the IUB provided to Iowans, along with results achieved to ensure reliability, and to improve and expand utility service infrastructure in Iowa. This information is provided in accordance with the State of Iowa Accountable Government Act, Iowa Code chapter 8E.
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Many regional governments in developed countries design programs to improve the competitiveness of local firms. In this paper, we evaluate the effectiveness of public programs whose aim is to enhance the performance of firms located in Catalonia (Spain). We compare the performance of publicly subsidised companies (treated) with that of similar, but unsubsidised companies (non-treated). We use the Propensity Score Matching (PSM) methodology to construct a control group which, with respect to its observable characteristics, is as similar as possible to the treated group, and that allows us to identify firms which retain the same propensity to receive public subsidies. Once a valid comparison group has been established, we compare the respective performance of each firm. As a result, we find that recipient firms, on average, change their business practices, improve their performance, and increase their value added as a direct result of public subsidy programs.
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Many regional governments in developed countries design programs to improve the competitiveness of local firms. In this paper, we evaluate the effectiveness of public programs whose aim is to enhance the performance of firms located in Catalonia (Spain). We compare the performance of publicly subsidised companies (treated) with that of similar, but unsubsidised companies (non-treated). We use the Propensity Score Matching (PSM) methodology to construct a control group which, with respect to its observable characteristics, is as similar as possible to the treated group, and that allows us to identify firms which retain the same propensity to receive public subsidies. Once a valid comparison group has been established, we compare the respective performance of each firm. As a result, we find that recipient firms, on average, change their business practices, improve their performance, and increase their value added as a direct result of public subsidy programs.
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The Agency Performance Report for the Governor’s Office of Drug Control Policy is published in accordance with the Accountable Government Act. The information provided within this report is to aid in decision-making and to illustrate accountability to stakeholders and citizens. The report is indicative of the agency’s progress in meeting performance targets and achieving goals consistent with the enterprise strategic plan, the agency strategic plan and agency performance plan.
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Agency Performance Report
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This report highlights the services the IUB provided to Iowans, along with results achieved to ensure reliability, and to improve and expand utility service infrastructure in Iowa. This information is provided in accordance with the State of Iowa Accountable Government Act, Iowa Code chapter 8E. The two basic business functions of the IUB are utility regulation and compliance, and resource management. This report covers performance information for both of these areas.
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This report highlights the services the IUB provided to Iowans, along with results achieved to ensure reliability, and to improve and expand utility service infrastructure in Iowa. This information is provided in accordance with the State of Iowa Accountable Government Act, Iowa Code chapter 8E. The two basic business functions of the IUB are utility regulation and compliance, and resource management. This report covers performance information for both of these areas.
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Agency Performance Report
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Agency Performance Report
