Measuring and improving government performance: Learning from recent US experience

Abstract

In late September 2009, about 10 months into President Barack Obama’s first term, I started work as the Associate Director for Performance and Personnel Management in the White House Office of Management and Budget (OMB). In this position, I was responsible for setting and implementing the Obama Administration’s policy governing management practices that US federal government agencies (Cabinet departments, their components, and other organisations reporting to the President) would use to improve performance on their mission-focused objectives. I held this position until May 2013 when I left government to launch The Volcker Alliance, a new organisation dedicated to working for