We are living in a cyber society. Mobile devices, social media, the Internet, crime cameras, and other diverse sources can be pulled together to form massive datasets, known as big data, which make it possible to learn things we could not begin to comprehend otherwise. While private companies are using this macroscopic tool, policy-makers and evaluators have been slower to adopt big data to make and evaluate public policy. Cyber Society, Big Data, and Evaluation shows ways big data is now being used in policy evaluation and discusses how it will transform the role of evaluators in the future. Arguing that big data will play a permanent and growing role in policy evaluation, especially since results may be delivered almost in real time, the contributors declare that the evaluation community must rise to the challenge or risk being marginalized. This volume suggests that evaluators must redefine their tools in relation to big data, obtain competencies necessary to work with it, and collaborate with professionals already experienced in using big data. By adding evaluators' expertise, for example, in theory- driven evaluation, using repositories, making value judgements, and applying findings, policy-makers and evaluators can come to make better-informed decisions and policies.

The Operator's Manual for the New Administration explains how government works and how to make it work to advance policy goals and objectives. Bringing decades of experience in government administration, the authors have identified eight key tools-leadership, performance, people, money, contracting, technology, innovation, and collaboration-that executives must utilize in order to be successful.

"Open to the Public" grows out of concern with evaluation in the public arena and the struggle to understand how best to use the information it generates. Many concepts and models of evaluation, how to undertake it, and how to make it more useful, were developed before government performance became of so much interest to the public. In fact, it is arguable that recent changes in the forms, shapes, structures, and media through which the information developed in the process of evaluation becomes public, require new ways of thinking about its role in society.

What is the role of evaluative information in the public arena today? How, when, and under what circumstances does the actual use of evaluative information take place, and what are the forces at play? By compiling and comparing international case studies, this book considers forces that make the information produced in evaluations increasing "open to the public." They provide insights into the many factors that influence evaluation and its use in the public arena. Their case studies include such current topics as: "spin doctoring" of information by the media and this practice's relationship to evaluation studies, the hotly debated issue of school performance, and information about it aired in the public arena, and the controversial link between budget processing and government performance.

This book will be invaluable to those conducting evaluations, public employees and commissioners, and those studying public administration.

We are living in a cyber society. Mobile devices, social media, the Internet, crime cameras, and other diverse sources can be pulled together to form massive datasets, known as big data, which make it possible to learn things we could not begin to comprehend otherwise. While private companies are using this macroscopic tool, policy-makers and evaluators have been slower to adopt big data to make and evaluate public policy. Cyber Society, Big Data, and Evaluation shows ways big data is now being used in policy evaluation and discusses how it will transform the role of evaluators in the future. Arguing that big data will play a permanent and growing role in policy evaluation, especially since results may be delivered almost in real time, the contributors declare that the evaluation community must rise to the challenge or risk being marginalized. This volume suggests that evaluators must redefine their tools in relation to big data, obtain competencies necessary to work with it, and collaborate with professionals already experienced in using big data. By adding evaluators' expertise, for example, in theory- driven evaluation, using repositories, making value judgements, and applying findings, policy-makers and evaluators can come to make better-informed decisions and policies.

Open to the Public grows out of concern with evaluation in the public arena and the struggle to understand how best to use the information it generates. Many concepts and models of evaluation, how to undertake it, and how to make it more useful, were developed before government performance became of so much interest to the public. In fact, it is arguable that recent changes in the forms, shapes, structures, and media through which the information developed in the process of evaluation becomes public, require new ways of thinking about its role in society.What is the role of evaluative information in the public arena today? How, when, and under what circumstances does the actual use of evaluative information take place, and what are the forces at play? By compiling and comparing international case studies, this book considers forces that make the information produced in evaluations increasing "open to the public." They provide insights into the many factors that influence evaluation and its use in the public arena. Their case studies include such current topics as: "spin doctoring" of information by the media and this practice's relationship to evaluation studies, the hotly debated issue of school performance, and information about it aired in the public arena, and the controversial link between budget processing and government performance.This book will be invaluable to those conducting evaluations, public employees and commissioners, and those studying public administration.

The Operator's Manual for the New Administration explains how government works and how to make it work to advance policy goals and objectives. Bringing decades of experience in government administration, the authors have identified eight key tools-leadership, performance, people, money, contracting, technology, innovation, and collaboration-that executives must utilize in order to be successful.

Getting It Done was written for those who have answered the call to public service. Now, in this revised edition, the editors of IBM's Center for The Business of Government series have assembled a comprehensive guide to navigating the current environment of government, and what government leaders ought to know to survive and thrive with respect to the ways it's evolved over the years. Concise analyses of the roles and responsibilities of those involved in any political decision accompany informative and instructional chapters, each highlighting a key step any public servant must take to ensure they do all they can for the people and causes they represent. From the patient and careful study of an issue, to the assembly of a trusted advisory team and the development and execution of a focused vision and agenda, leaders of all kinds will find some part of this book to incorporate into their own leadership strategies, for which this book's expert and pragmatic insights prove a refreshing boon.

Governments are under increasing pressure to produceOCoand to demonstrateOCoresults in terms of their mission. Over the last decade, countries around the world have undertaken reforms with the aim of improving the relevance and effectiveness of public services and the quality of public sector management. Integrating Performance and Budgets showcases attempts by federal and state governments, as well as a mix of developed and developing countries, to introduce performance or results-oriented budgeting and management as a means to support better decision making and accountability."

Governments today face a growing set of challenges around the recruitment, retention, and management of their workforces. In short, the job of government today is straightforward: getting the best from its biggest assets-its people. Getting the most from people and building a workplace that promotes top performance is a huge challenge-one that we call "human capital management." Human capital management is increasingly important in an environment where governments are trying to directly improve the performance of their organizations by increasing the "outputs" of their people. The editors of Human Capital 2004 consider this essential element to an effective and efficient management of public agencies. After explaining the role of human capital management and its inherent challenges, the book is divided into two parts, each presenting compelling case studies. The first part explores the workplace challenges. Here the challenge is that of building a workplace, supported by an effective, streamlined personnel system, that promotes top performance. Case studies analyze the IRS, USAID, USPS, and civil service reform in Texas, Georgia, and Florida. The second challenge to human capital management relates to people. The challenge here is getting the most from people. The case studies considered in the portion of the book analyze the Air Force Materiel Command, the Upstate New York Veterans Healthcare Network, the Defense Leadership and Management Program, and the U.S. Army's program on officer retention.