Vol. 27 No. 6, December 2011
Index
- Getting results with performance management.
- Counties making difficult revenue, staffing, and service decisions, survey says.
- Economic trends.
- Center for excellence recognizes local governments for workforce excellence.
- Report examines the public sector's use of analytics.
- State and local governments revenue declines 22 percent in 2009, census data show.
- Gwinnett County's Department of Financial Services embraces Lean.
- The 8 sources of waste and how to eliminate them: improving performance with Lean management techniques.
- Performance management as a sustainable enterprise: the Washington State Transportation Improvement Board's example.
- Funding the services citizens want Polk county's BFO process.
- Asking why Cuyahoga CountyStat.
- Using unassigned funds to balance the budget: in its most recent State of Local Government Fiscal Conditions research survey, The institute for Public Service looked more closely at how fund balances are used in addressing budget issues.
- What is performance management? Governments that report they are practicing performance management aren't necessarily doing as much as they might think. GFOA research has found that in reality, very few governments have adopted a true performance management system.
- Harnessing the power of employee engagement, Part I. Management & Careers).
- The people side of a financial planning framework.
- Washington threatens to preempt state and local taxing authority.
- GASB contemplates changes in measurement focus for governmental funds: the GASB's recently published preliminary views on the Recognition of Elements of Financial Statements and Measurement Approaches proposes modifying the measurement focus currently used to prepare governmental fund financial statements.
- Lean process improvement: a practical and proven performance management system for the public sector.
- GFOA Annual Conference Chicago, Illinois June 10-13, 2012.
- GFOA events.
- State and provincial association events.
- On why all public executives need to remember that picking measures is leadership job: analysts should not be asked to decide what better performance means. Picking performance measures is a leadership responsibility.