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Does management capacity increase organizational performance? An empirical analysis of public housing agencies

Since the 1990s, scholars have paid special attention to public management’s role in theory and research under the assumption that effective management is one of the primary means for achieving superior performance. To some extent, this was influenced by popular business writings of the 1980s as well as the reinventing literature of the 1990s. A number of case studies but limited quantitative research papers have been published showing that management matters in the performance of public organizations. ^ My study examined whether or not management capacity increased organizational performance using quantitative techniques. The specific research problem analyzed was whether significant differences existed between high and average performing public housing agencies on select criteria identified in the Government Performance Project (GPP) management capacity model, and whether this model could predict outcome performance measures in a statistically significant manner, while controlling for exogenous influences. My model included two of four GPP management subsystems (human resources and information technology), integration and alignment of subsystems, and an overall managing for results framework. It also included environmental and client control variables that were hypothesized to affect performance independent of management action. ^ Descriptive results of survey responses showed high performing agencies with better scores on most high performance dimensions of individual criteria, suggesting support for the model; however, quantitative analysis found limited statistically significant differences between high and average performers and limited predictive power of the model. My analysis led to the following major conclusions: past performance was the strongest predictor of present performance; high unionization hurt performance; and budget related criterion mattered more for high performance than other model factors. As to the specific research question, management capacity may be necessary but it is not sufficient to increase performance. ^ The research suggested managers may benefit by implementing best practices identified through the GPP model. The usefulness of the model could be improved by adding direct service delivery to the model, which may also improve its predictive power. Finally, there are abundant tested concepts and tools designed to improve system performance that are available for practitioners designed to improve management subsystem support of direct service delivery.^

Iowa State Government Technology Assessment Project, 1995

The State of Iowa is conducting an as5essment of Information Technology (IT) in the Executive Branch. The purpose of this assessment is to gather data on costs, applications, systems, utilization, operations, hardware assets, administration and activities associated with the provision of IT services. To accomplish this, two leading technology vendors conducted an intense assessment. These vendors, Integrated System Solutions Corporation (ISSC), and Electronic Data Systems (EDS) analyzed extensive data provided by the various ·agencies and conducted on-site interviews during the week of November 13, 1995. Additionally, in the first week of December, the American Federation of State, County, and Municipal Employees (AFSCME) Iowa Council 61 sponsored an assessment. These assessments are included as appendices B, C, and D to this report.

An E-government Interoperability Platform Supporting Personal Data Protection Regulations

Public agencies are increasingly required to collaborate with each other in order to provide high-quality e-government services. This collaboration is usually based on the service-oriented approach and supported by interoperability platforms. Such platforms are specialized middleware-based infrastructures enabling the provision, discovery and invocation of interoperable software services. In turn, given that personal data handled by governments are often very sensitive, most governments have developed some sort of legislation focusing on data protection. This paper proposes solutions for monitoring and enforcing data protection laws within an E-government Interoperability Platform. In particular, the proposal addresses requirements posed by the Uruguayan Data Protection Law and the Uruguayan E-government Platform, although it can also be applied in similar scenarios. The solutions are based on well-known integration mechanisms (e.g. Enterprise Service Bus) as well as recognized security standards (e.g. eXtensible Access Control Markup Language) and were completely prototyped leveraging the SwitchYard ESB product.

South Carolina State Agencies & Colleges/Universities RECYCLING & BUYING RECYCLED Annual Report Fiscal Year 2016

This report provides an overview of the recycling and buying recycled activities of state agencies and colleges/universities for fiscal year 2016

Annual report on the implementation of the State Government Energy Conservation

The South Carolina General Assembly passed legislation in early June 2008 requiring all state agencies to develop energy conservation plans to reduce their energy consumption by one percent per year during fiscal years 2009-2013 and by a total of a 20 percent reduction in energy use by 2020. This legislation requires that each of these entities develop an energy conservation plan that addresses how it will meet energy use reduction goals and submit it to SCEO. This annual report reports the statewide progress in meeting the energy use reduction goals.

Using performance measurement models for benefit realization with enterprise systems: The Queensland Government approach (Case Study)

A range of influences, technical and organizational, has encouraged the wide spread adaption of Enterprise Systems (ES). Nevertheless, there is a growing consensus that Enterprise Systems have in the many cases failed to provide the expected benefits to organizations. This paper presents ongoing research, which analyzes the benefits realization approach of the Queensland Government. This approach applies a modified Balance Scorecard. First, history and background of Queensland Government’s Enterprise Systems initiative is introduced. Second, the most common reasons for ES under performance are related. Third, relevant performance measurement models and the Balanced Scorecard in particular are discussed. Finally, the Queensland Government initiative is evaluated in light of this overview of current work in the area. In the current and future work, the authors aim to use their active involvement in Queensland Government’s benefits realization initiative for an Action Research based project investigating the appropriateness of the Balanced Scorecard for the purposes of Enterprise Systems benefits realization.