Promoting Performance Information Use in Government Analytics

By IndraStra Global Editorial Team

Cover Image Attribute: This image is computer-generated using AI and is intended solely for illustrative purposes./ INDRASTRA-CREATIVES-AI202403001 | Promoting Performance Information Use in Government Analytics
Cover Image Attribute: This image is computer-generated using AI and is intended solely for illustrative purposes./ INDRASTRA-CREATIVES-AI202403001

Governmental bodies have the potential to enhance their service quality and internal operations through the utilization of government analytics. However, the mere presence of government analytics does not guarantee its utilization. This article summarizes a book chapter titled "Measuring and Encouraging Performance Information Use in Government" by Donald Moynihan, who holds the McCourt Chair at the McCourt School of Public Policy, Georgetown University. The chapter published in "
The Government Analytics Handbook: Leveraging Data to Strengthen Public Administration" (Pages 121-130) explores methods for governments to evaluate the effectiveness of government analytics, essentially analyzing the use of such analytics within the government. The focus is mainly on one crucial aspect of government analytics: performance management systems.

To begin with, Moynihan compared various forms of performance data utilization, distinguishing between political and functional purposes. Subsequently, he evaluated diverse methodologies for gauging the utilization of performance data, encompassing approaches based on surveys, administrative records, and qualitative investigations. Lastly, he illustrates how the assessment of performance data utilization can evolve over time and be harnessed to enhance government analytics, drawing from the example of the US Government Accountability Office (GAO). The key takeaway from this article is the significance of robustly measuring the utilization of government analytics to enable governments to optimize their use of performance information.


Introduction


Government analytics is a tool for governments to assess and enhance public management across various public administration sectors. However, measuring the government's internal mechanisms only automatically translates into the practical utilization of government analytics to enhance public administration. Overall the emphasis on the necessity of assessing whether and how government analytics is employed by public sector organizations to enhance their operations, emphasizes the need for analyzing the usage of government analytics.

In this book chapter, Moynihan delves into the methodologies for achieving this, focusing on performance management systems. These systems are integral to government operations, comprising coordinated processes aimed at measuring, validating, disseminating, and utilizing performance data within the government. While early government performance systems primarily concentrated on measurement, they have gradually evolved towards performance management, albeit with varying degrees of success. Performance management systems typically prioritize data collection routines, including establishing strategic goals and short-term targets, and evaluate a combination of outputs and outcomes. However, more than merely performance data collection is needed to guarantee effective utilization.

Also, he tries to offer guidance to monitor the progress in utilizing performance measurements. Initially, it provides a conceptual foundation by discussing different categories of performance data utilization, encompassing political and functional purposes. Subsequently, it addresses measurement techniques, including various approaches such as engagement metrics derived from administrative data, survey-based tools, and qualitative investigations. Finally, using the US Government Accountability Office (GAO) as a case study, he exemplifies how to develop comprehensive governmentwide measures of performance data utilization and underscores their significance in enhancing performance management systems.

Performance Management System


Performance management systems often need help to prove their effectiveness, leading to a scarcity of evidence regarding how they directly impact government performance (Gerrish 2016). However, one measurable outcome of these systems is the utilization of performance information, which refers to how data influences the decisions and actions of public officials (Kroll 2015).

The effectiveness of performance management systems can be partially gauged by the extent to which performance information is utilized. Simply having performance measures in place does not automatically lead to improved performance; instead, their effectiveness hinges on influencing the decision-making processes of individuals. With effective utilization of data by management, it is possible to enhance public sector outcomes through changes in civil servants' behavior.

Types of Performance Information Use


There are four distinct types of performance information use: purposeful, passive, tactical, and symbolic, each with implications (Kroll 2015; Moynihan 2009). Purposeful use, in particular, involves aligning performance indicators with organizational goals to enhance resource allocation and strategic decision-making, thereby improving administrative efficiency.

Public servants are the primary users of performance data, as they possess the necessary expertise and knowledge to interpret and utilize detailed performance information effectively. While the public may express interest in performance-driven governance, their active involvement in utilizing performance data is limited, except in cases where there is market-based choice in service provision or when services directly impact them, such as education or healthcare selection.

Elected officials may seek performance data in specific areas of interest but are often hesitant to let it influence their decision-making, particularly when it conflicts with their ideological preferences (Christensen and Moynihan 2020; Moynihan 2008).

Ultimately, designers of performance management systems have more influence over the environment of public servants, thus shaping their usage of performance data. The effectiveness of performance management systems can be enhanced by creating an environment that promotes active engagement with performance information among public servants.

Measuring Performance Information Utilization


Assessing the extent of performance information use poses challenges as it involves observing a cognitive behavior, judgment and decision-making, often not readily observable. Various methodological approaches exist for measuring the utilization of performance systems, each with its trade-offs. Surveys emerge as the most viable option for governments to monitor performance management system use, although administrative data and qualitative methods offer valuable supplementary insights.

Observing Engagement with Administrative Data

A straightforward method directly observes whether public officials interact with existing performance management systems. Metrics of engagement, such as downloading performance data or incorporating them into public discussions or reports, offer tangible indicators. While this method avoids reliance on subjective reports and can be nonintrusive, it requires real-time tracking of public officials' engagement, typically facilitated through centralized platforms. However, such measures might only partially capture how performance information influences decision-making and could be biased toward frequent but inconsequential use.

Survey-Based Evaluation

Another prevalent approach involves surveying public servants to assess performance data utilization. For instance, the Government Accountability Office (GAO) conducts periodic surveys to gauge the effectiveness of the performance management system in the US federal government. These surveys provide consistent indicators over time, facilitating cross-agency comparisons. While survey-based assessments offer valuable insights, they may need more depth provided by qualitative methods.

Qualitative Insights

Qualitative assessments, such as focus groups and structured interviews, offer a contextual understanding of performance information utilization in government. By allowing public servants to share their experiences, these assessments provide a holistic view of how performance information integrates into organizational routines and decision-making processes. While qualitative methods enrich understanding, they may not offer quantitative precision.

Decision-Based Analysis

Lastly, assessing whether providing decision-makers with performance information influences behavior offers another avenue. However, such studies often rely on hypothetical scenarios, limiting generalizability. Despite this constraint, experiments in this realm have yielded valuable insights into how performance indicators shape decision-making.

Consideration of Biases

Recognizing biases that may influence decision-makers when consulting performance information is essential. Negativity bias, for example, leads individuals to prioritize harmful data over positive ones. Decision-makers may also exhibit ideological or political biases, selecting data that align with their beliefs while discounting contradictory information. Addressing these biases is crucial for accurately interpreting performance information and informed decision-making.

Case Summary: US Government Accountability Office (GAO)


The current performance management system utilized by the US federal government was established under the Government Performance and Results Act Modernization Act (GPRAMA) of 2010. Oversight of the system falls under the purview of the Office of Management and Budget (OMB) within the Executive Office of the President, with monitoring responsibilities entrusted to the Government Accountability Office (GAO) within the legislative branch. From this ongoing endeavor, which stands as one of the most sustained efforts globally to measure performance information use across government, several critical lessons regarding systematic measurement can be gleaned.

Lesson One emphasizes the importance of an independent agency employing consistent measurement tools to bolster credibility and accumulate knowledge. The GAO issues reports to Congress, evaluating progress in performance management and the use of performance information. These reports, often based on qualitative case analyses or employee surveys, have contributed significantly to the credibility of the data. However, please note that the GAO opted for a random sampling approach targeting mid- and senior-level federal managers instead of surveying every employee. Initially, in 1997 and 2000, mail surveys were employed, but by 2003, they shifted to email-based surveys connected to a web questionnaire, with subsequent phone follow-ups for those who did not respond.

Lesson Two underscores the value of stability in performance information for evaluating progress over time. The consistency in the performance management system has facilitated longitudinal comparisons. Despite incorporating changes over time, core survey questions have remained constant, allowing for analysis of trends and gradual improvements.

Lesson Three highlights the benefits of data-sharing agreements with external researchers in enriching insights into performance information use. The GAO has fostered additional analyses beyond government reports by collaborating with external researchers and sharing data. This approach has led to a deeper understanding of the factors influencing performance information use and has informed policy and planning documents.

Moreover, the GPRAMA offers broader lessons for promoting performance information use, reinforcing the importance of sharing data with researchers. A robust evidence base has emerged through repeated measurement, shedding light on factors encouraging performance information use. Findings indicate that organizational routines, leadership engagement, employee discretion, training, and program evaluations significantly influence performance information use.

Conclusion


Moynihan's book chapter demonstrates the diverse ways government analytics data can be employed. While it can enhance management practices, it can also be politically manipulated or distorted, leading to skewed organizational incentives.

Therefore, it is imperative for government analytics not only to assess the frequency and manner of data usage but also to scrutinize its intended purpose. Like the broader domain of government analytics, various data sources such as administrative data (e.g., tracking dashboard users), survey data (e.g., surveys of public employees and managers), and qualitative inquiry are available for such analysis.

Drawing from the United States' extensive experience in measuring performance information use across government, it becomes evident that such analytics are most effective with specific design features. Stability in performance information use measures, and regular data collection contribute to its efficacy. Additionally, a community of practice involving executive branch officials overseeing performance issues, GAO officials conducting analyses, and external researchers sharing insights plays a vital role in refining and incorporating lessons into practice over time.

Analyzing the utilization of government analytics can enhance and institutionalize how performance data are leveraged to achieve better outcomes. However, the transformative potential of government analytics can only be realized if public officials engage meaningfully with analytical insights and translate them into operational strategies. Hence, robust measurement of government analytics usage is crucial for enabling governments to optimize the tools available to them effectively. 

IndraStra Global is now available on
Apple NewsGoogle NewsFeedly
Flipboard, and  WhatsApp Channel

COPYRIGHT: This article is published under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. https://creativecommons.org/licenses/by-nc-nd/4.0/

REPUBLISH: Republish our articles online or in print for free if you follow these guidelines. https://www.indrastra.com/p/republish-us.html
Name

-51,1,3D Technology,2,5G,9,Abkhazia,2,Abortion Laws,1,Academics,10,Accidents,21,Activism,1,Adani Group,5,ADB,13,ADIZ,1,Adults,1,Advertising,31,Advisory,2,Aerial Reconnaissance,13,Aerial Warfare,35,Aerospace,5,Afghanistan,88,Africa,112,Agile Methodology,2,Agriculture,20,AI Policy,1,Air Crash,10,Air Defence Identification Zone,1,Air Defense,7,Air Force,29,Air Pollution,1,Airbus,5,Aircraft Carriers,5,Aircraft Systems,5,Al Nusra,1,Al Qaida,4,Al Shabab,1,Alaska,1,ALBA,1,Albania,2,Algeria,3,Alibaba,1,American History,4,AmritaJash,10,Antarctic,1,Antarctica,1,Anthropology,7,Anti Narcotics,12,Anti Tank,1,Anti-Corruption,4,Anti-dumping,1,Anti-Piracy,2,Anti-Submarine,1,Anti-Terrorism Legislation,1,Antitrust,2,APEC,1,Apple,2,Applied Sciences,2,AQAP,2,Arab League,3,Architecture,3,Arctic,6,Argentina,7,Armenia,30,Army,3,Art,3,Artificial Intelligence,81,Artillery,2,Arunachal Pradesh,2,ASEAN,12,Asia,70,Asia Pacific,23,Assassination,2,Asset Management,1,Astrophysics,2,ATGM,1,Atmospheric Science,1,Atomic.Atom,1,Augmented Reality,7,Australia,57,Austria,1,Automation,13,Automotive,129,Autonomous Flight,2,Autonomous Vehicle,3,Aviation,63,AWACS,2,Awards,17,Azerbaijan,16,Azeri,1,B2B,1,Bahrain,9,Balance of Payments,2,Balance of Trade,3,Balkan,10,Balochistan,2,Baltic,3,Baluchistan,8,Bangladesh,28,Banking,53,Bankruptcy,2,Basel,1,Bashar Al Asad,1,Battery Technology,3,Bay of Bengal,5,BBC,2,Beijing,1,Belarus,3,Belgium,1,Belt Road Initiative,3,Beto O'Rourke,1,BFSI,1,Bhutan,13,Big Data,30,Big Tech,1,Bilateral Cooperation,19,BIMSTEC,1,Biography,1,Biotechnology,3,Birth,1,BISA,1,Bitcoin,9,Black Lives Matter,1,Black Money,3,Black Sea,2,Blockchain,32,Blood Diamonds,1,Bloomberg,1,Boeing,21,Boko Haram,7,Bolivia,6,Bomb,3,Bond Market,2,Book,11,Book Review,24,Border Conflicts,11,Border Control and Surveillance,7,Bosnia,1,Brand Management,14,Brazil,104,Brexit,22,BRI,5,BRICS,20,British,3,Broadcasting,16,Brunei,3,Brussels,1,Buddhism,1,Budget,4,Build Back Better,1,Bulgaria,1,Burma,2,Business & Economy,1203,C-UAS,1,California,5,Call for Proposals,1,Cambodia,7,Cameroon,1,Canada,54,Canadian Security Intelligence Service (CSIS),1,Carbon Economy,9,CAREC,1,Caribbean,10,CARICOM,1,Caspian Sea,2,Catalan,3,Catholic Church,1,Caucasus,9,CBRN,1,Cement,1,Central African Republic,1,Central Asia,82,Central Asian,3,Central Eastern Europe,48,Certification,1,Chad,2,Chanakya,1,Charity,2,Chatbots,2,Chemicals,7,Child Labor,1,Child Marriage,1,Children,4,Chile,10,China,580,Christianity,1,CIA,1,CIS,5,Citizenship,2,Civil Engineering,2,Civil Liberties,5,Civil Rights,2,Civil Society,5,Civil Unrest,1,Civilization,1,Clean Energy,5,Climate,67,Climate Change,24,Climate Finance,2,Clinical Research,3,Clinton,1,Cloud Computing,44,Coal,6,Coast Guard,3,Cocoa,1,Cognitive Computing,12,Cold War,5,Colombia,15,Commodities,4,Communication,11,Communism,3,Compliance,1,Computers,40,Computing,1,Conferences,1,Conflict,109,Conflict Diamonds,1,Conflict Resolution,48,Conflict Resources,1,Congo,1,Construction,5,Consumer Behavior,4,Consumer Price Index,5,COP26,4,COP28,1,COP29,1,Copper,2,Coronavirus,107,Corporate Communication,1,Corporate Governance,4,Corporate Social Responsibility,4,Corruption,4,Costa Rica,2,Counter Intelligence,15,Counter Terrorism,81,COVID,9,COVID Vaccine,6,CPEC,8,CPG,4,Credit,2,Credit Rating,1,Credit Score,1,Crimea,4,CRM,1,Croatia,2,Crypto Currency,16,Cryptography,1,CSTO,1,Cuba,7,Culture,5,Currency,8,Customer Relationship Management,1,Cyber Attack,7,Cyber Crime,2,Cyber Security & Warfare,115,Cybernetics,5,Cyberwarfare,16,Cyclone,1,Cyprus,5,Czech Republic,3,DACA,1,DARPA,3,Data,9,Data Analytics,36,Data Center,2,Data Science,2,Database,3,Daughter.Leslee,1,Davos,1,DEA,1,DeBeers,1,Debt,13,Decision Support System,5,Defense,12,Defense Deals,8,Deforestation,2,Deloitte,1,Democracy,22,Democrats,2,Demographic Studies,1,Demonetization,6,Denmark. F-35,1,Denuclearization,1,Diamonds,1,Digital,39,Digital Currency,1,Digital Economy,10,Digital Marketing,6,Digital Transformation,11,Diplomacy,14,Diplomatic Row,3,Disaster Management,4,Disinformation,2,Diversity & Inclusion,1,Djibouti,2,Documentary,3,Doklam,2,Dokolam,1,Dominica,2,Donald Trump,48,Donetsk,2,Dossier,2,Drones,14,E-Government,2,E-International Relations,1,Earning Reports,3,Earth Science,1,Earthquake,8,East Africa,2,East China Sea,9,eBook,1,ECB,1,eCommerce,11,Econometrics,2,Economic Justice,1,Economics,43,Economy,109,ECOWAS,2,Ecuador,4,Edge Computing,2,Editor's Opinion,53,Education,65,EFTA,1,Egypt,27,Election Disinformation,1,Elections,44,Electric Vehicle,15,Electricity,7,Electronics,8,Emerging Markets,1,Employment,19,Energy,316,Energy Policy,28,Energy Politics,27,Engineering,24,England,2,Enterprise Software Solutions,8,Entrepreneurship,15,Environment,47,ePayments,13,Epidemic,6,ESA,1,Ethiopia,3,Eulogy,4,Eurasia,3,Euro,6,Europe,14,European Union,234,EuroZone,5,Exchange-traded Funds,1,Exclusive,2,Exhibitions,2,Explosives,1,Export Import,6,F-35,6,Facebook,9,Fake News,3,Fallen,1,FARC,2,Farnborough. United Kingdom,2,FATF,1,FDI,5,Featured,1374,Federal Reserve,2,Fidel Castro,1,FIFA World Cup,1,Fiji,1,Finance,18,Financial Markets,59,Financial Planning,1,Financial Statement,2,Finland,5,Fintech,14,Fiscal Policy,14,Fishery,3,Five Eyes,1,Floods,1,Food Security,27,Forces,1,Forecasting,3,Foreign Policy,13,Forex,4,France,33,Free Market,1,Free Syrian Army,4,Free Trade Agreement,1,Freedom,3,Freedom of Press,1,Freedom of Speech,2,Frigate,1,FTC,1,Fujairah,97,Fund Management,1,Funding,22,Future,1,G20,10,G24,1,G7,4,Gaddafi,1,Gambia,2,Gaming,1,Garissa Attack,1,Gas Price,23,GATT,1,Gaza,13,GCC,11,GDP,14,GDPR,1,Gender Studies,3,Geneal Management,1,General Management,1,Generative AI,7,Genetics,1,Geo Politics,105,Geography,2,Geoint,14,Geopolitics,9,Georgia,11,Georgian,1,geospatial,9,Geothermal,2,Germany,70,Ghana,3,Gibratar,1,Gig economy,1,Global Perception,1,Global Trade,96,Global Warming,1,Global Water Crisis,11,Globalization,3,Gold,2,Google,20,Gorkhaland,1,Government,128,Government Analytics,1,GPS,1,Greater Asia,174,Greece,14,Green Bonds,1,Green Energy,3,Greenland,1,Gross Domestic Product,1,GST,1,Gujarat,6,Gulf of Tonkin,1,Gun Control,4,Hacking,4,Haiti,2,Hamas,10,Hasan,1,Health,8,Healthcare,72,Heatwave,1,Helicopter,12,Heliport,1,Hezbollah,3,High Altitude Warfare,1,High Speed Railway System,1,Hillary 2016,1,Hillary Clinton,1,Himalaya,1,Hinduism,2,Hindutva,4,History,10,Home Security,1,Honduras,2,Hong Kong,7,Horn of Africa,5,Housing,16,Houthi,12,Howitzer,1,Human Development,32,Human Resource Management,5,Human Rights,7,Humanitarian,3,Hungary,3,Hunger,3,Hydrocarbon,3,Hydrogen,4,IAEA,2,ICBM,1,Iceland,2,ICO,1,Identification,2,IDF,1,Imaging,2,IMEEC,2,IMF,76,Immigration,19,Impeachment,1,Imran Khan,1,Independent Media,72,India,662,India's,1,Indian Air Force,19,Indian Army,7,Indian Nationalism,1,Indian Navy,27,Indian Ocean,24,Indices,1,Indigenous rights,1,Indo-Pacific,6,Indonesia,19,IndraStra,1,Industrial Accidents,4,Industrial Automation,2,Industrial Safety,4,Inflation,10,Infographic,1,Information Leaks,1,Infrastructure,3,Innovations,22,Insider Trading,1,Insurance,3,Intellectual Property,3,Intelligence,5,Intelligence Analysis,8,Interest Rate,3,International Business,13,International Law,11,International Relations,9,Internet,53,Internet of Things,34,Interview,8,Intra-Government,5,Investigative Journalism,4,Investment,33,Investor Relations,1,IPEF,1,iPhone,1,IPO,4,Iran,205,Iraq,54,IRGC,1,Iron & Steel,4,ISAF,1,ISIL,9,ISIS,33,Islam,12,Islamic Banking,1,Islamic State,86,Israel,145,ISRO,1,IT ITeS,136,Italy,10,Ivory Coast,1,Jabhat al-Nusra,1,Jack Ma,1,Jamaica,3,Japan,91,JASDF,1,Jihad,1,JMSDF,1,Joe Biden,8,Joint Strike Fighter,5,Jordan,7,Journalism,6,Judicial,4,Justice System,3,Kanchin,1,Kashmir,8,Kaspersky,1,Kazakhstan,26,Kenya,5,Khalistan,2,Kiev,1,Kindle,700,Knowledge Management,4,Korean Conflict,1,Kosovo,2,Kubernetes,1,Kurdistan,8,Kurds,10,Kuwait,7,Kyrgyzstan,9,Labor Laws,10,Labor Market,4,Land Reforms,3,Land Warfare,21,Languages,1,Laos,2,Large language models,1,Laser Defense Systems,1,Latin America,82,Law,6,Leadership,3,Lebanon,10,Legal,11,LGBTQ,2,Li Keqiang,1,Liberalism,1,Library Science,1,Libya,14,Liechtenstein,1,Lifestyle,1,Light Battle Tank,1,Linkedin,1,Lithuania,1,Littoral Warfare,2,Livelihood,3,Loans,9,Lockdown,1,Lone Wolf Attacks,2,Lugansk,2,Macedonia,1,Machine Learning,7,Madagascar,1,Mahmoud,1,Main Battle Tank,3,Malaysia,12,Maldives,13,Mali,7,Malware,2,Management Consulting,6,Manpower,1,Manto,1,Manufacturing,15,Marijuana,1,Marine Engineering,3,Maritime,50,Market Research,2,Marketing,38,Mars,2,Martech,10,Mass Media,29,Mass Shooting,1,Material Science,2,Mauritania,1,Mauritius,2,MDGs,1,Mechatronics,2,Media War,1,MediaWiki,1,Medicare,1,Mediterranean,12,MENA,6,Mental Health,4,Mercosur,2,Mergers and Acquisitions,18,Meta,2,Metadata,2,Metals,3,Mexico,14,Micro-finance,4,Microsoft,12,Migration,19,Mike Pence,1,Military,112,Military Exercise,10,Military Service,2,Military-Industrial Complex,3,Mining,15,Missile Launching Facilities,6,Missile Systems,56,Mobile Apps,3,Mobile Communications,11,Mobility,4,Modi,8,Moldova,1,Monaco,1,Monetary Policy,6,Money Market,2,Mongolia,11,Monkeypox,1,Monsoon,1,Montreux Convention,1,Moon,4,Morocco,2,Morsi,1,Mortgage,3,Moscow,2,Motivation,1,Mozambique,1,Mubarak,1,Multilateralism,2,Mumbai,1,Muslim Brotherhood,2,Mutual Funds,1,Myanmar,30,NAFTA,3,NAM,2,Namibia,1,Nanotechnology,4,Narendra Modi,2,NASA,13,National Identification Card,1,National Security,5,Nationalism,2,NATO,34,Natural Disasters,15,Natural Gas,33,Natural Language Processing,1,Nauru,1,Naval Base,5,Naval Engineering,24,Naval Intelligence,2,Naval Postgraduate School,2,Naval Warfare,50,Navigation,2,Navy,23,NBC Warfare,2,NDC,1,Nearshoring,1,Negotiations,2,Nepal,12,Netflix,1,Neurosciences,7,New Delhi,4,New Normal,1,New York,5,New Zealand,7,News,1268,News Publishers,1,Newspaper,1,NFT,1,NGO,1,Nicaragua,1,Niger,3,Nigeria,10,Nikki Haley,1,Nirbhaya,1,Non Aligned Movement,1,Non Government Organization,4,Nonproliferation,2,North Africa,23,North America,53,North Korea,58,Norway,5,NSA,1,NSG,2,Nuclear,41,Nuclear Agreement,32,Nuclear Doctrine,2,Nuclear Energy,4,Nuclear Fussion,1,Nuclear Propulsion,2,Nuclear Security,47,Nuclear Submarine,1,NYSE,1,Obama,3,ObamaCare,2,OBOR,15,Ocean Engineering,1,Oceania,2,OECD,5,OFID,5,Oil & Gas,382,Oil Gas,7,Oil Price,73,Olympics,2,Oman,25,Omicron,1,Oncology,1,Online Education,5,Online Reputation Management,1,OPEC,129,Open Access,1,Open Journal Systems,1,Open Letter,1,Open Source,4,OpenAI,2,Operation Unified Protector,1,Operational Research,4,Opinion,693,Opinon Poll,1,Optical Communications,1,Pacific,5,Pakistan,181,Pakistan Air Force,3,Pakistan Army,1,Pakistan Navy,3,Palestine,24,Palm Oil,1,Pandemic,84,Papal,1,Paper,3,Papers,110,Papua New Guinea,2,Paracels,1,Partition,1,Partnership,1,Party Congress,1,Passport,1,Patents,2,PATRIOT Act,1,Peace Deal,6,Peacekeeping Mission,1,Pension,1,People Management,1,Persian Gulf,19,Peru,5,Petrochemicals,1,Petroleum,19,Pharmaceuticals,14,Philippines,19,Philosophy,2,Photos,3,Physics,1,Pipelines,5,PLA,2,PLAN,4,Plastic Industry,2,Poland,8,Polar,1,Policing,1,Policy,8,Policy Brief,6,Political Studies,1,Politics,53,Polynesia,3,Pope,1,Population,6,Portugal,1,Poverty,8,Power Transmission,6,President APJ Abdul Kalam,2,Presidential Election,30,Press Release,158,Prison System,1,Privacy,18,Private Equity,2,Private Military Contractors,2,Privatization,1,Programming,1,Project Management,4,Propaganda,5,Protests,12,Psychology,3,Public Policy,55,Public Relations,1,Public Safety,7,Publications,1,Publishing,7,Purchasing Managers' Index,1,Putin,7,Q&A,1,Qatar,114,QC/QA,1,Qods Force,1,Quad,1,Quantum Computing,3,Quantum Physics,4,Quarter Results,2,Racial Justice,2,RADAR,2,Rahul Guhathakurta,4,Railway,9,Raj,1,Ranking,4,Rape,1,RBI,1,RCEP,2,Real Estate,6,Recall,4,Recession,2,Red Sea,5,Referendum,5,Reforms,18,Refugee,23,Regional,4,Regulations,2,Rehabilitation,1,Religion & Spirituality,9,Renewable,18,Report,4,Reports,49,Repository,1,Republicans,3,Rescue Operation,2,Research,5,Research and Development,24,Restructuring,1,Retail,36,Revenue Management,1,Rice,1,Risk Management,5,Robotics,8,Rohingya,5,Romania,2,Royal Canadian Air Force,1,Rupee,1,Russia,317,Russian Navy,5,Saab,1,Saadat,1,SAARC,6,Safety,1,SAFTA,1,SAM,2,Samoa,1,Sanctions,5,SAR,1,SAT,1,Satellite,14,Saudi Arabia,130,Scandinavia,6,Science & Technology,392,Science Fiction,1,SCO,5,Scotland,6,Scud Missile,1,Sea Lanes of Communications,4,SEBI,3,Securities,2,Security,6,Semiconductor,18,Senate,4,Senegal,1,SEO,5,Serbia,4,Services Sector,1,Seychelles,2,SEZ,1,Shadow Bank,1,Shale Gas,4,Shanghai,1,Sharjah,12,Shia,6,Shinzo Abe,1,Shipping,11,Shutdown,2,Siachen,1,Sierra Leone,1,Signal Intelligence,1,Sikkim,5,Silicon Valley,1,Silk Route,6,Simulations,2,Sinai,1,Singapore,17,Situational Awareness,20,Small Modular Nuclear Reactors,1,Smart Cities,7,Social Media,1,Social Media Intelligence,40,Social Policy,40,Social Science,1,Social Security,1,Socialism,1,Soft Power,1,Software,7,Solar Energy,16,Somalia,5,South Africa,20,South America,47,South Asia,472,South China Sea,36,South East Asia,76,South Korea,62,South Sudan,4,Sovereign Wealth Funds,1,Soviet,2,Soviet Union,9,Space,46,Space Station,2,Spain,9,Special Forces,1,Sports,3,Sports Diplomacy,1,Spratlys,1,Sri Lanka,24,Stablecoin,1,Stamps,1,Startups,43,State of the Union,1,Statistics,1,STEM,1,Stephen Harper,1,Stock Markets,23,Storm,2,Strategy Games,5,Strike,1,Sub-Sahara,4,Submarine,16,Sudan,5,Sunni,6,Super computing,1,Supply Chain Management,48,Surveillance,13,Survey,5,Sustainable Development,18,Swami Vivekananda,1,Sweden,4,Switzerland,6,Syria,112,Taiwan,32,Tajikistan,12,Taliban,17,Tamar Gas Fields,1,Tamil,1,Tanzania,4,Tariff,4,Tata,3,Taxation,25,Tech Fest,1,Technology,13,Tel-Aviv,1,Telecom,24,Telematics,1,Territorial Disputes,1,Terrorism,77,Testing,2,Texas,3,Thailand,11,The Middle East,653,Think Tank,317,Tibet,3,TikTok,1,Tobacco,1,Tonga,1,Total Quality Management,2,Town Planning,3,TPP,2,Trade Agreements,14,Trade War,10,Trademarks,1,Trainging and Development,1,Transcaucasus,19,Transcript,4,Transpacific,2,Transportation,47,Travel and Tourism,15,Tsar,1,Tunisia,7,Turkey,74,Turkmenistan,10,U.S. Air Force,3,U.S. Dollar,2,UAE,139,UAV,23,UCAV,1,Udwains,1,Uganda,1,Ukraine,113,Ukraine War,25,Ummah,1,UNCLOS,7,Unemployment,2,UNESCO,1,UNHCR,1,UNIDO,2,United Kingdom,82,United Nations,28,United States,760,University and Colleges,4,Uranium,2,Urban Planning,10,US Army,12,US Army Aviation,1,US Congress,1,US FDA,1,US Navy,18,US Postal Service,1,US Senate,1,US Space Force,2,USA,16,USAF,21,USV,1,UUV,1,Uyghur,3,Uzbekistan,13,Valuation,1,Vatican,3,Vedant,1,Venezuela,19,Venture Capital,4,Vibrant Gujarat,1,Victim,1,Videogames,1,Vietnam,25,Virtual Reality,7,Vision 2030,1,VPN,1,Wahhabism,3,War,1,War Games,1,Warfare,1,Water,17,Water Politics,7,Weapons,11,Wearable,2,Weather,2,Webinar,1,WeChat,1,WEF,3,Welfare,1,West,2,West Africa,19,West Bengal,2,Western Sahara,2,White House,1,Whitepaper,2,WHO,3,Wholesale Price Index,1,Wikileaks,1,Wikipedia,3,Wildfire,1,Wildlife,3,Wind Energy,1,Windows,1,Wireless Security,1,Wisconsin,1,Women,10,Women's Right,14,Workers Union,1,Workshop,1,World Bank,38,World Economy,32,World Peace,10,World War I,1,World War II,3,WTO,6,Wyoming,1,Xi Jinping,9,Xinjiang,2,Yemen,28,Yevgeny Prigozhin,1,Zbigniew Brzezinski,1,Zimbabwe,2,
ltr
item
IndraStra Global: Promoting Performance Information Use in Government Analytics
Promoting Performance Information Use in Government Analytics
By IndraStra Global Editorial Team
https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEikk7RA4aTZw5OBLyJMuE-QH7ubmoS_G4mOXIaFKiFVXndyYcJhjrk-jskgYziaZBA2Bl49svxV-sQGCojrachJITzwBrplK7qoWYEA0NUnFW1czxNKoE51Z-0cwmh8SWj1ZKNv_Fep24rBg4BRv_8Ru_QXgH2yJjYEL_KAgJ_X3o-8oASv4zr4QhtcBy0/w640-h376/INDRASTRA-CREATIVES-AI202403001.jpg
https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEikk7RA4aTZw5OBLyJMuE-QH7ubmoS_G4mOXIaFKiFVXndyYcJhjrk-jskgYziaZBA2Bl49svxV-sQGCojrachJITzwBrplK7qoWYEA0NUnFW1czxNKoE51Z-0cwmh8SWj1ZKNv_Fep24rBg4BRv_8Ru_QXgH2yJjYEL_KAgJ_X3o-8oASv4zr4QhtcBy0/s72-w640-c-h376/INDRASTRA-CREATIVES-AI202403001.jpg
IndraStra Global
https://www.indrastra.com/2024/03/promoting-performance-information-use.html
https://www.indrastra.com/
https://www.indrastra.com/
https://www.indrastra.com/2024/03/promoting-performance-information-use.html
true
1461303524738926686
UTF-8
Loaded All Posts Not found any posts VIEW ALL Readmore Reply Cancel reply Delete By Home PAGES POSTS View All RECOMMENDED FOR YOU LABEL ARCHIVE SEARCH ALL POSTS Not found any post match with your request Back Home Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sun Mon Tue Wed Thu Fri Sat January February March April May June July August September October November December Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec just now 1 minute ago $$1$$ minutes ago 1 hour ago $$1$$ hours ago Yesterday $$1$$ days ago $$1$$ weeks ago more than 5 weeks ago Followers Follow THIS PREMIUM CONTENT IS LOCKED STEP 1: Share to a social network STEP 2: Click the link on your social network Copy All Code Select All Code All codes were copied to your clipboard Can not copy the codes / texts, please press [CTRL]+[C] (or CMD+C with Mac) to copy Table of Content