This report documents logic models detailing elements of the Coast Guard's missions, examines existing metrics, and proposes potential metrics that could improve on or complement existing metrics, together with a framework for applying the metrics.
This report documents the Federal Voting Assistance Program's efforts to align its strategy and operations to better serve its mission and stakeholders, and set its own course, greet change, and communicate its role in the voting community.
There is no tradeoff between recognizing the serious methodological problems in the ProPublica Surgeon Scorecard, improving the Scorecard, and encouraging providers to release their own data. All three can and should be done simultaneously.
ProPublica's Surgeon Scorecard displays "Adjusted Complication Rates" for named surgeons for eight surgical procedures performed in hospitals. This perspective critiques the methods of the Scorecard and identifies opportunities for improvement.
RAND Europe and RAND researchers design a system through which The Research Council of Oman can measure the performance and impact of its funded research today and in the future. The team also collected data to set a baseline for a subset of the performance and impact indicators developed for the system.
Higher education institutions exist in a competitive marketplace. Strategic planning can help them maintain stability and respond constructively to external threats. We identify factors that promote or impede planning process success.
The United States is vulnerable to export restrictions that limit access to raw materials that are critical to manufacturing. This can hinder the competitiveness of U.S. manufactures and create pressure to move manufacturing out of the country. But there are ways to address the potential for supply disruptions of critical materials.
Provides background on supply chain risk management, strategic sourcing, and management of the supplier relationship. Presents a methodology to estimate Army supply chain risk and identifies factors that increase risk.
Using 360-degree feedback as part of the officer performance evaluation system is not advisable, but the services could benefit from using 360s as a tool for leader development and to gain an aggregate view of leadership across the force.
As the President's Task Force on 21st Century Policing report suggests, local governments should evaluate police on more than crime statistics, and police departments and officers should be held publicly accountable for meeting the community's expectations. Adding new dimensions of performance metrics would help.