Use of Dashboards in Government
Fostering Transparency and Democracy Series
Use of Dashboards in Government
20
10
30
26.5
0 FIRST 40
OFFICE ACTION PENDENCY (MONTHS)
20
10
30
0 33.9 40
TRADITIONAL TOTAL
PENDENCY (MONTHS)
700k
600k
800k
500k
900k
703,175 BACKLOG
40k 50k 60k
30k
70k
20k
80k
10k
90k
62,854
RCE BACKLOG
200k250k300k
150k
350k
100k
400k
50k
450k
312,690
FISCAL YEAR PRODUCTION
156k
104k
208k
52k 157,608 260k
CLEARING 0 THE 312k
OLDEST PATENT APPLICATION (COPA)
6,400 6,600
6,200
6,800
6,794
PATENT EXAMINERS
2 2.5 3
1.5
3.5
1
4
0.5
4.5
2.46
ACTIONS PER DISPOSAL
Sukumar Ganapati Florida International University
Fostering Transparency and Democracy Series
2011
Use of Dashboards in Government
Sukumar Ganapati Associate Professor Public Administration Department School of International and Public Affairs Florida International University
Use of Dashboards in Government
Table of Contents
Foreword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Evolution of Dashboards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Dashboards in the Private Sector. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Dashboards in Government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Key Features of Dashboards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Dashboard Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Dashboard Performance Measures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Case Studies: Federal Dashboards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Introduction to Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The IT Dashboard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Federal Financial Transparency Dashboards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Agency-Specific Dashboards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Lessons on Uses of Dashboards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Lesson One: Data Quality is Key to the Credibility of Dashboard Performance
Measures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Lesson Two: Best Practices Resources are Necessary in the Design and Use
of Dashboards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Lesson Three: Performance Measures Should Reflect Organizational Goals. . . . . . . . . 35 Lesson Four: Dashboards are Only Tools; Effectiveness Depends on Use . . . . . . . . . . 35 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 About the Author. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Key Contact Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
3
Use of Dashboards in Government IBM Center for The Business of Government
Foreword
On behalf of the IBM Center for The Business of Government, we are pleased to present this report, Use of Dashboards in Government, by Sukumar Ganapati, an associate professor at Florida International University.
When President Barack Obama took office, he said, "The question is not whether government is too big or too small but whether it works." But how do you know what works and what doesn't? Government leaders are deluged with thousands of streams of data about the performance of agencies and programs.
One approach that the Obama administration has pursued is the creation of dashboards to make sense of the deluge of data it receives. By using online dashboards presenting performance data, government organizations can track key performance metrics of both individual agencies and cross-departmental activities. The administration has touted the benefits of dashboards as a way of organizing and filtering performance data so that it makes sense to decision-makers. One goal of dashboards is that decisionmakers will be able to both clearly understand their organization's performance and act on that information.
One example has been the Federal Information Technology Dashboard, showing the status of dozens of technology investments across the federal government. The Obama administration claims that the dashboard, along with regular review meetings using the dashboard data, has led to decisions saving $3 billion in technology spending and cutting in half the delivery time of technology projects.
Agencies across government are now exploring the development of dashboards to both monitor internal performance and make available performance information to the public. Agencies profiled in this report include the Food and Drug Administration and the United States Patent and Trademark Office.
Jonathan D. Breul Gregory J. Greben
4
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