Awards

CAP recognizes individuals and organizations’ outstanding contributions to advancing performance management through four awards:

Please visit each award’s page to learn more.


Summary of the Center for Accountability and Performance (CAP) Annual Awards for 2018

THE HARRY HATRY DISTINGUISHED PERFORMANCE MEASUREMENT AND MANAGEMENT PRACTICE AWARD

This year’s Harry Hatry Award is presented to an individual whose outstanding teaching, education, training, and consultation in performance measurement and management has made a significant contribution to the practice of public administration.  The award winner must have spent the primary part of his/her career in public service.  This award recognizes a person who has made outstanding contributions on a sustained basis rather than a single accomplishment.

George F. Grob is this year’s winner of the Harry Hatry Distinguished Performance Measurement and Management Practice Award.  Mr. Grob is the president of the Center for Public Program Evaluation, a consulting firm based in Virginia.  He has 50 years of professional service and leadership experience in accountability, performance measurement and monitoring, evaluation, and policy development.  He chairs the Evaluation Policy Task Force of the American Evaluation Association (AEA), as well as serves on the Editorial Advisory Board of the American Journal of Evaluation.  He is a recipient of AEA’s Alva and Gunnar Myrdal Government Evaluation Award.

As President of the Center for Public Program Evaluation since 2007, Mr. Grob has been involved in numerous national and international projects, including the following:

  • Led evaluation of the Robert Wood Johnson Foundation’s Culture of Health initiative;
  • Conducted retrospective assessment of the Robert Wood Johnson Foundation’s 20 years of work on tobacco control policy;
  • Conducted assessment of the U.S. Government’s implementation of the Paris Declaration on Foreign Assistance for the State Department;
  • Served as advisor to the Sri Lanka Evaluation Association in the development of postgraduate diploma training program for evaluators who will work in Sri Lanka, India, Pakistan, and Afghanistan; and
  • Development of performance metrics for NOAA’s Cooperative Enforcement program and the Administration for Children and Families’ Runaway and Homeless Youth program.

During his outstanding career in the area of Program Evaluation and Performance Management, Mr. Grob has served in a number of important career positions, primarily in the federal government, including the following:

Deputy Inspector General for Evaluations (2011–2013); Federal Housing Finance Agency – Mr. Grob directed the evaluation function for the then newly established Office of Inspector General.  The office produces evaluations of the Federal Housing Finance Agency’s oversight of Fannie Mae, Freddie Mac, and the Federal Home Loan Banks.

Executive Director (2005–2006); Citizens Healthcare Working Group – Mr. Grob directed work of professional evaluators, analysts, and senior consultants to support a congressionally established 15-member citizen commission on reforming the nation’s health care system.  He facilitated a nationwide public debate and public education campaign on health care.  The commission’s report to the President and congressional leaders contained recommendations to improve access to, reduce the cost of, and promote quality of health care in America.

Deputy Inspector General for Evaluation and Inspections (1988–2005); U.S. Department of Health and Human Services – George Grob directed the Office of Evaluation and Inspections, overseeing a staff of over 100 evaluators and the production of over 900 reports of interest to policymakers in the Department and the Congress.  The studies addressed the management, efficiency, and effectiveness of various Health and Human Services’ programs as well as their vulnerability to fraud and abuse.

Director, Planning and Policy Coordination (1967–1988); U.S. Department of Health and Human Services – Mr. Grob oversaw the development of the Department of Health and Human Services legislative program and identified major policy issues affecting the Department.  He was involved in analyzing significant issues facing virtually every program of the Department, including: Medicare, Medicaid; biomedical research; disease control; food and drug safety; substance abuse; mental health; Indian health; civil rights; child welfare, child support enforcement, programs for the aging; and public assistance.


THE JOSEPH WHOLEY DISTINGUISHED SCHOLARSHIP AWARD

The Joseph Wholey Award is for outstanding scholarship on performance in public and nonprofit organizations.  The author(s) must provide a significant contribution to advancing knowledge in a scholarly journal about the development, implementation, use and impact of performance measurement.  Preference will be given to a scholarly work that is relevant to the broad public administration community and is of interest to both practitioners and academicians.

Based on an extensive review of 45 articles from ten journals, and the specific ranking by ASPA Center for Accountability and Performance (CAP) Board Members of six finalists, the following article was determined to be the most deserving of this year’s Joseph S. Wholey award in meeting the award criteria:

Katharine Destler, “A Matter of Trust: Street Level Bureaucrats, Organizational Climate and Performance Management Reform,” Journal of Public Administration Research and Theory, 27, No. 3 (2017), pp. 517-534. 

The process leading to Destler’s selection began with a review of articles relevant to performance measurement or performance management in the following ten journals:

Administration & Society

Administrative Science Quarterly 

American Review of Public Administration

Journal of Policy Analysis & Management            

Journal of Public Administration Research & Theory

Public Administration

Public Administration Quarterly

Public Administration Review 

Public Performance & Management Review

Public Policy & Administration 

David N. Ammons, Professor of Public Administration and Government, the University of North Carolina at Chapel Hill chaired the Joseph S. Wholey Award Selection Committee.  He reviewed the 45 articles from the above journals.  Most were published in 2017, but some appeared in the final issues of 2016.  (Because final issues for the year have not been published at the time our selection must be made, we miss some appearing late in a given year but pick up some published late in the prior year).  David Ammons then narrowed the set to six finalists.  He then sought the assistance of the selection committee, consisting of Maria Aristigueta, University of Delaware; Richard Beck, Department of Interior; and Elizabeth Curda, Government Accountability Office; and himself to independently rank the six finalists.  The four sets of rankings were then combined to reveal the committee’s results.

Destler’s article, “A Matter of Trust,” had the most favorable combined ranking of the set. It was the top-rated article of two reviewers and among the top three for all four reviewers.

This article makes an excellent contribution to the literature on performance management in the public sector. Although much of the current literature has focused on managers and the importance of transformative leadership, Destler’s study of performance management reform in the New York City schools reveals the vital role of street-level bureaucracies and the importance of organizational climate. Destler writes, “top-down change is less effective than cultivating organizations in which frontline workers, as professionals, trust one another to engage in collective learning and planning. Those are the conditions under which performance management reform is most likely to develop a true performance management culture—one characterized by deeply held performance-in-use, rather than a mere espousal of high expectations for all” (p. 532).

Destler noted, for instance, the positive response of teachers when school administrators acknowledged the importance of good results but did so in a way that did not heap additional pressure onto the teachers, thereby keeping their interests in mind. “Several teachers cited this approach—buffering, rather than amplifying, high-stakes accountability—as a contributing factor to the school’s improvement” (p. 523).

Selection committee members commend the Destler article for its rigor and its relevance to performance management practitioners.

Katharine Destler currently works at the Department of Political Science, Western Washington University. Katharine does research in Qualitative and Multi-method Research, Public Administration and Public Policy. Her current project is “When do CItizens Step in? Race, Class and Choice as Predictors of Parent Co-Production in Schools.”


THE CAP ORGANIZATIONAL LEADERSHIP AWARD

This award, presented to an organization, recognizes outstanding applications of a systems approach to performance measurement that has resulted in a culture change, sustained improvements and demonstrated positive effects on government performance and accountability. The award recognizes an organization, rather than a person that has yielded outstanding results on a sustained basis. The organization may be selected from all levels of public service ̶ local, state or federal government, as well as from international and public service nonprofit organizations. Preference will be given to an organization whose results have been measured and whose impact has been documented in the literature or at conferences.

The CAP Organizational Leadership Award Recipient is the State of Washington’s Results Washington Initiative

Washington State has a long history of performance leadership.  After being elected Governor in 2012, Jay Inslee inherited a well-developed performance program from his predecessor, Governor Christine Gregoire.  Instead of abandoning the system and starting anew, Inslee smartly did an in depth review of the program and immediately knew that it could be transformed to meet his needs.  Launched in late 2013, Results Washington is helping drive improvements on dozens of key goals.  These goal areas span education, the economy, the environment, public health, safety, and effective government.  Many of the goals represent complex challenges, such as homelessness, struggling students, recidivism, traffic deaths, and teen pregnancy.  Results Washington focuses the efforts of multi-agency teams, partners and customers on collaborative strategies, targets, timelines, and action items.  In addition, hundreds of agency-level improvement efforts are resulting in faster services, less paperwork, dollar savings, higher customer satisfaction, and other benefits.

Here are some examples of their impact:

Washington Technology Solutions saved an estimated $500,000 – plus staff hours for its customers – by using existing technology to automate a painstaking monthly manual billing process involving more than 300 organizations. They dramatically decreased errors, improved customer satisfaction and redirected staff hours saved into financial analysis and front-line customer support. Increasing transparency Washington state government has doubled in one year the amount of downloadable, searchable state data available to the public.

The Utilities and Transportation Commission streamlined its insurance verification processes so transportation carriers without insurance are off the roads 30 days sooner.

The Department of Labor and Industries increased overpayment recoveries 28 percent in one year, to $6.2 million.

Washington state government has doubled in one year the amount of downloadable, searchable state data available to the public.

Ingrid Brinck, Results Washington Director, and Tammy Firkins, Governor’s Performance Audit Liaison, will be present to receive the CAP Organizational Leadership Award.


THE CAP EMERGING LEADERS AWARD OF EXCELLENCE WINNERS

CAP has created a new recognition program to recognize up to five early- to mid-career professionals in the field of performance management at the federal, state, or local levels.  This recognition will be presented at the CAP board meeting associated with the annual ASPA meeting.  Applications will be accepted until December 1st of the preceding year.

CAP has a history of promoting the adoption of accountability and performance management systems in government.  Traditionally, CAP accomplished its goals through educational materials and awards for scholarship, organizational improvement, and individual leaders/contributors.  As performance management has spread, but still remains a developing field of practice, CAP sees an opportunity to recognize and encourage a new generation of practitioners through a CAP Emerging Leaders Award of Excellence program.

Through recognition by CAP, an Emerging Leaders Award of Excellence will provide an early or mid- career boost to individuals who are actively implementing performance management systems, innovating new practices, and promoting the importance of performance and accountability within their governments and communities.

As part of the recognition, Emerging Leader award recipients will be invited to (but not be required to) develop a case study, potentially in collaboration with a graduate student, about their government’s performance management practices to support CAP’s case study work.  In addition, they may be invited to develop CAP-sponsored panels at the annual ASPA meeting to highlight best and alternative practices from the field and help build the empirical base for additional analyses.  Each recipient will also receive a formal Award of Excellence plaque of recognition.

Emerging Leaders can be self nominated or be nominated by others and will be chosen by a subcommittee of current CAP Board members.  There will be no more than five awardees per year, they should represent a variety of governments (local, state, and federal), and help promote racial and geographic diversity in the field.  Nominees should have approximately 5-10 years of experience within a government organization and shown leadership, innovation, and/or accomplishment.

The following individuals are recipients of the CAP 2018 Emerging Leaders Award of Excellence:

  • Melissa Bridges, Performance and Innovation Coordinator for the City of Little Rock, AR
  • Cheriene Floyd, Strategic Planning and Performance Manager; and Mike Sarasti, Chief Innovation Officer: (Joint Award) City of Miami, FL
  • Stacey Ray, Senior Planner, Community Planning and Development for the City of Olympia, WA
  • Jennifer Reed, Chief Performance Officer, Washington, DC

Brief Bios of 2018 Emerging Leaders Award of Excellence Recipients

Melissa Bridges

Performance and Innovation Coordinator

City of Little Rock

Little Rock, AR

Ms. Bridges used to be a Network Engineer and decided to pursue her passion for data, transparency, and performance management.  She is building their first real performance management office now and they’ve already won some awards for their open data program and they are well on their way to creating an impactful performance management program (they have fantastic senior leader support).

The Performance and Innovation Coordinator is a new position at the City that grew out of our work on the What Works Cities initiative around Open Data, Results Driven Contracting and Performance Measurements.  The City passed an Open Data Policy in May 2016 and our goal is to continue to push out meaningful data sets on our open data website for use by citizens and those interested in Little Rock.  With the addition of the performance measures, Little Rock will put their data to work and break down more of the departmental data silos to set goals and priorities for the betterment of our city.

Melissa has an MPA and BA in Political Science from University of Arkansas.  Worked at City of Little Rock – 6 years as Network Security Manager in Information Technology Department and recently hired into new position.

Cheriene Floyd (Joint Emerging Leaders Award – City of Miami)
Strategic Planning and Performance Manager
City of Miami

Miami, FL

Cheriene Floyd is the Strategic Planning and Performance Manager for the City of Miami. She works with departments within the City of Miami to align operations to resident priorities, develop key performance indicators, and identify opportunities for improvement.  In her time at the City of Miami, she has transformed the strategic plan into a resident informed and data driven initiative.  Her work at the City of Miami focuses on long-term goals for sustainability, translating high priority goals into pragmatic solutions, and seeking alignment across city-wide initiatives.

Cheriene has over ten years of experience working in or with government.  Her professional experience includes budget and internal consultant roles at Broward County and leading strategic business and technology initiatives at a Big 4 consulting firm.  Cheriene is from Virginia Beach, Virginia but moved to Miami due to her affinity to tropical weather, the beach, and Latin culture.

Mike Sarasti (Joint Emerging Leaders Award – City of Miami)
Chief Innovation Officer
City of Miami

Miami, FL

Mike Sarasti became the chief innovation officer for City of Miami in May. He’s the first one to hold a position like that in South Florida, and he’s trying to totally transform the way local government looks at tech.

Mike is charged with driving innovation, process improvement, collaboration, and customer service across municipal government. Throughout his career serving Miami’s residents, Mr. Sarasti has been instrumental in the advancement of civic services, 311 technology, and open data.

He has more than a decade of government experience evaluating government processes, analyzing performance metrics, understanding user needs and improving the usability of resident services. Over the years, he has built relationships with key partners such as Code for America, the White House’s United States Digital Service (USDS), the Knight Foundation, various local universities, and others throughout Miami’s civic tech community. On his personal time, he also writes, produces, and performs in the electro-experimental-rock duo Raker.

Stacey Ray

Senior Planner

Community Planning and Development

City of Olympia

Olympia, WA

Stacey’s responsibilities include long-range planning with emphasis in comprehensive planning and environmental planning.   Since joining the City of Olympia in 2008, Stacey’s significant work efforts include development of Olympia’s first Shoreline Restoration Plan, updates to development regulations to include low impact development standards, a periodic Comprehensive Plan update, and development of the City’s first Action Plan to carry out the Comprehensive Plan. She has been active with the Government Performance Consortium in Washington State and has contributed to the development of a “common dashboard” for cities and counties. The dashboard is an open-source, do-it-yourself template in Microsoft Excel that will automatically generate a working dashboard of 32 community indicators for a city/county to provide an at-a-glance view of major issues affecting the community that it serves.

Stacey has a BS in Environmental Horticulture and Urban Forestry and an MS in Public Administration from the University of Washington.

 

Jennifer Reed

Chief Performance Officer

Washington, DC

Jenny Reed is DC’s Chief Performance Office and leads the Office of Performance Management. OPM uses data, strategic planning and innovation to continuously improve the programs and services DC government delivers. Jenny first joined DC Government in 2015 as the Mayor’s Deputy Budget Director. Prior to that role, she spent nearly eight years at the DC Fiscal Policy Institute where she served as Deputy Director.

Reed is widely recognized as an expert on the DC budget, affordable housing, poverty and income trends, and tax policy. Her research has contributed to a number of important budget and policy outcomes, including increased funding to address the city’s affordable housing shortfall, improved public access to key DC budget information, and improvements to policies governing the city’s financial reserves. Jenny also served as a member of the Board of Commissioners for the DC Housing Authority, appointed to the Board by the DC Consortium of Legal Service Providers, and served in the Housing Advocate position. Jenny holds an undergraduate degree in psychology from the University of Rhode Island and a Master’s in Public Policy from George Washington University.