The Operations and Maintenance Business Information Link: Information Technology for Performance Measurement

2000 ◽  
Vol 1729 (1) ◽  
pp. 57-62
Author(s):  
James D. Sissom ◽  
Andy Compton ◽  
David E. Lichy
Keyword(s):  
Performance Measurement ◽  
Fiscal Year ◽  
Army Corps ◽  
Frontline Employees ◽  
Business Information ◽  
Need To Evaluate ◽  
Operations And Maintenance ◽  
Effective Decision Making ◽  
Local Water Resource ◽  
Information Link

The U.S. Army Corps of Engineers water resources management programs have undergone changes during the past two decades, including a shift in emphasis from the construction of new projects to the operation and maintenance (O&M) of existing projects. Consequently, expenditures for new construction have fallen while the O&M of existing projects has claimed an increasing share of the total agency budget. Given the current outlook of declining fiscal resources, Corps managers have recognized a need to evaluate the way the organization is doing business. The Corps O&M program appropriated approximately $1.7 billion for fiscal year 1999 to support an inventory of more than 4,000 projects. The program is managed through 8 division and 38 district offices across the nation. The Operations and Maintenance Business Information Link (OMBIL) integrates national program performance measurement, starting with criteria gathered at the lowest level, the local water resource project. The overall impact on the O&M program is twofold: Frontline employees contribute directly to corporate performance measurement, ensuring a national effort to achieve corporate goals and objectives, and the management hierarchy is able to support users at all levels through this outcome-oriented process. The result is a modified business methodology that enables more efficient and effective decision making.

The Paradox of Federal Infrastructure Programs: Aging Infrastructure and Constrained Budgets

1996 ◽  
Vol 1 (2) ◽  
pp. 107-119
Author(s):  
H. Martin Lancaster ◽  
Stanley G. Genega
Keyword(s):  
Public Works ◽  
Army Corps ◽  
Army Corps Of Engineers ◽  
Policy Paradigm ◽  
Public Managers ◽  
Maintenance Program ◽  
Infrastructure Policy ◽  
Operations And Maintenance ◽  
Aging Infrastructure ◽  
Program Plan

America's future federal public works policies must address the twin realities of falling budgets and rising demand for services from public works infrastructure. Federal domestic discretionary spending—nondefense and nonentitlement funding, including most federal public works programs—is shrinking while physical facilities funded by that spending are growing older. Public managers are thus shifting their focus from building new structures to maintaining old ones and improving service delivery to suit present needs. This article reviews the U.S. Army Corps of Engineers' response to these changes, especially the national Operations and Maintenance Program Plan of Improvement and the intergovernmental, Corps-facilitated effort known as the Federal Infrastructure Strategy (FIS) Program. The Corps' response to the new infrastructure policy paradigm is a particularly relevant case study.

scholarly journals Performance measurement in the Government of Alberta

2017 ◽  
Vol 2 (1) ◽  
Author(s):  
Kimberley Speers
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Performance Measures ◽  
Risk Measures ◽  
Individual Performance ◽  
Annual Reports ◽  
Fiscal Year ◽  
Deputy Minister ◽  
Measurement Framework ◽  
The Government

Despite the proposed positive aspects of performance measurement, there have been numerous concerns raised about the limitations of being able to measure in a public sector environment. While some people tend to raise more technical concerns, others raised more philosophical concerns about the legitimacy and authenticity of the performance measurement process, given the measures are publicly reported in the government’s business plans and annual reports. In this sense, the legitimacy of performance measurement is threatened because the measures, targets, and results are perceived to be “massaged and manipulated” by management, a central agency, or a communications department. In other words, high-risk measures, such as those that fluctuate, are difficult to attribute, never meet their target, and have a low citizen satisfaction rating, are unlikely to get or remain in a business plan. The third challenge to measuring performance in a government setting is that the external performance measures and targets are linked to department, deputy minister and individual performance plans. This final challenge threatens the validity of the performance measurement framework in the sense that civil servants are likely to choose performance measures and targets that are easy to measure, are stable, and the targets are met or surpassed each fiscal year. It is this subjectivity and the technical challenges of performance measurement that lead to the questioning of the legitimacy and authenticity of reporting on performance in a public sector setting. This subjectivity of both performance and results contributes to the paradox of public reporting. On the one hand, a government can be praised for being transparent in its plans; on the other hand, it can be criticized for publishing politically safe and strategic information for fear of retaliation from the media, opposition parties, and disgruntled citizens. It is this paradox that will be explored in the article under the realm of bureaucratic propaganda.

scholarly journals PENERAPAN BALANCED SCORECARD SEBAGAI INDIKATOR DALAM PENGUKURAN KINERJA KOPERASI (STUDI PADA KPRI KARYA DHARMA SELONG)

2017 ◽  
Vol 6 (1) ◽  
Author(s):  
Abdul Haris
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Fiscal Year ◽  
Performance Measurement System ◽  
Meeting Report ◽  
Financial Perspective ◽  
Measurement Results ◽  
Customer Perspective ◽  
The Subject

This study aims to determine the performance of KPRI "Karya Dharma" Selong from a financial perspective, customer perspective, internal business processes, learning and growth perspective throughthe Balanced Scorecard analysis. The method used is descriptive method. A study on the phenomenon orpopulation obtained by researchers of the subject in the form of individual, organizational, industry orany other perspective. The data used in this study comes from the Annual Member Meeting Report ofKPRI "Dharma Karya" Selong fiscal year 2011 to fiscal year 2015. These results indicate that theperformance measurement results KPRI "Dharma Karya" Selong seen from the perspective of financialand customer perspective is generally considered "fair". Meanwhile, if viewed from the perspective ofinternal business processes and learning and growth perspective is generally rated "Good". Theimplication of this finding is that KPRI "Dharma Karya" Selong can apply the method BalancedScorecard as a performance measurement system that can measure the performance of the cooperative ofcooperatives in a comprehensive or exhaustive.Keywords: Performance Measurement, Financial Perspective, Customer Perspective, internal business processes, learning and growth perspective, Balanced Scorecard

scholarly journals Maritime Freight Data Collection Systems and Database to Support Performance Measures and Market Analyses

2020 ◽  
Author(s):  
P.S. Sriraj ◽  
◽  
Bo Zou ◽  
Lise Dirks ◽  
Nahid Parvez Farazi ◽  
...  
Keyword(s):  
Performance Measurement ◽  
Transportation Network ◽  
Network Capacity ◽  
The United States ◽  
The State ◽  
Army Corps ◽  
Army Corps Of Engineers ◽  
Inland Waterways ◽  
Us Army ◽  
The People

The Illinois Marine Transportation System (IMTS) is a key component of the nation’s inland waterway system. IMTS is comprised of 27 locks and dams, 19 port districts, more than 350 active terminals, and 1,118 miles of navigable inland waterways traversing along the borderline or within the state of Illinois. However, the infrastructure of IMTS is aging and its conditions are deteriorating. To monitor the performance of IMTS and guide infrastructure investment to enhance safety, efficiency, and reliability of the system, a comprehensive performance measurement program is needed. To this end, the objective of this project is to create an integrated, comprehensive, and maintainable database that facilitates performance measurement of maritime freight to, from, and through Illinois. To achieve this objective, a review of the literature on maritime freight transportation both in the United States and abroad was performed. To gauge practitioners’ points of view, a series of phone interviews and online surveys of Illinois’ neighboring state DOT officials, officials from the US Army Corps of Engineers, Illinois port district authorities, and carriers operating in Illinois was also conducted. With the findings from the literature review and an understanding of state DOT practices, the needed and available data sources for a maritime freight performance measurement program were identified. Building on all the above efforts, a first-of-its-kind PM database for IMTS was designed and developed, along with a detailed user manual, ready for IDOT’s immediate use and future updates. In addition, opportunities for IDOT to use the database to conduct analysis are discussed. Key programmatic recommendations that outline the role of IDOT as a champion and as a facilitator are further included. The outcome of this project will help IDOT gain much-needed knowledge of and develop programs to improve IMTS performance, increase multimodal transportation network capacity, and expand the transportation and logistics sector of the state, which ultimately benefit the people and economy of Illinois.

Harbor Maintenance Trust Fund

2005 ◽  
Vol 1909 (1) ◽  
pp. 54-61
Author(s):  
David V. Grier ◽  
Arthur F. Hawnn ◽  
John M. Lane ◽  
Shilpa Patel
Keyword(s):  
Fiscal Year ◽  
Army Corps ◽  
Army Corps Of Engineers ◽  
Foreseeable Future ◽  
Trust Fund ◽  
Corps Of Engineers ◽  
Operation And Maintenance ◽  
Development Corporation ◽  
The Status ◽  
The U.S

The status and the performance of the Harbor Maintenance Trust Fund (HMTF) are evaluated. The harbor maintenance tax (HMT) and HMTF were established by Title XIV of the Water Resources Development Act of 1986. The HMT is applied as a 0.125% ad valorem fee on the value of commercial cargo loaded or unloaded on vessels using federally maintained harbor projects. The HMTF is authorized to be used to recover 100% of the U.S. Army Corps of Engineers eligible operation and maintenance (O&M) expenditures for commercial navigation, along with 100% of the O&M cost of the St. Lawrence Seaway by the St. Lawrence Seaway Development Corporation, certain costs of the National Oceanic and Atmospheric Administration, and costs to administer the HMTF. The U.S. Supreme Court found that the HMT violated the export clause of the U.S. Constitution; as a result, the U.S. Customs Service halted HMT collections on U.S. exports in fiscal year 1998. However, the revenue stream from HMT collections on imports, domestic shipments, passengers, foreign trade zone cargo, and interest earnings should be sufficient to recover eligible expenditures for the foreseeable future.

scholarly journals Evaluating the Budget and Efficiency of the Security, Justice and Governance Cluster in Uganda: An Empirical Analysis

2015 ◽  
Vol 3 (2) ◽  
pp. 26
Author(s):  
Albert Byamugisha ◽  
Benon C. Basheka
Keyword(s):  
Service Delivery ◽  
Performance Measurement ◽  
Local Governments ◽  
Public Management ◽  
New Public Management ◽  
Role Of Government ◽  
Services Delivery ◽  
Measurement Framework ◽  
The Government ◽  
Effective Decision Making

Performance measurement has increasingly become central to the efficiency and effectiveness of any government – developed or developing. The introduction of public sector reforms, which transferred most service delivery obligations to the private sector under the New Public Management (NPM) doctrines, demanded a strong performance measurement framework. Sequel to continual government's role in public service delivery in the last decade coming under attack, a revival interest in the exact role of government in public services delivery has thus become imperative. Evaluating performance of different sectors of government is paramount and provides useful information for effective decision-making. This article presents empirical findings of the Government Half Annual Performance Report for the security, justice and governance cluster. The objective is to highlight areas where progress has been made against the set targets and actions and where delays have been occasioned within the context of Uganda. These findings however are useful in guiding different actors including Cabinet and line Ministries, Departments, Agencies and Local governments in ensuring that agreed targets are met at the end of the Financial Year.

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