Awards

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

Please visit each award’s page to learn more.


The Center for Accountability and Performance (CAP) Annual Awards for 2019

THE HARRY HATRY DISTINGUISHED PERFORMANCE MANAGEMENT PRACTICE AWARD

This year’s Harry Hatry Award is presented to an individual whose outstanding teaching, education, training, and consultation in performance 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.

Dr. Prajapati Trivedi is currently the Director of Economics, Youth and Sustainable Development of the Commonwealth Secretariat in London, U.K. He reports directly to the Secretary General of the Commonwealth Secretariat and has developed a methodology to measure the progress made by countries in achieving their 2030 Sustainable Development Goals. In this position, he is leading the charge on the development and implementation of a strategic management and accountability toolkit for use by the 53-member countries of the Commonwealth Secretariat.

Prior to joining the Commonwealth Secretariat last year, Prof. Prajapati Trivedi was a Senior Fellow for Governance and the Faculty Chair for the Management Programme in Public Policy at the Indian School of Business, India’s highest-ranked business school. In addition, he is a Visiting Fellow at the IBM Center for the Business of Government, Washington, DC, and a Visiting Economics Faculty Member at the Kennedy School of Government, Harvard University.
He has a distinguished career in the development and use of performance measurement and management in government, international organizations, and academia over the past 40 years.

• From 2009-2014, he worked as a Permanent Secretary to the Government of India in the Cabinet Secretariat, Prime Minister’s Office, where he was responsible for designing a highly regarded whole-of-government performance monitoring and evaluation system for 80 government departments and reporting the results to the Prime Minister of India.

• He worked as a Senior Economist with the World Bank from 1995-2009 where he worked on public sector reform and governance issues in more than 25 countries.

• He served as an Economic Adviser to Government of India from 1992-1994 where he installed a system of performance measurement via performance contracts in about 250 public sector enterprises.

• He was a chaired Professor of Public Sector Management at the Indian Institute of Management Calcutta from 1987-1992, where he wrote pioneering research papers on the use of performance contracting, measurement, and management.

After graduating in B.A. (Economics Honours) from St. Stephen’s College, Delhi University, he received an M.Sc. (Economics) from the London School of Economics in 1974 and a Ph.D. (Economics) from Boston University in 1985.

Dr. Trivedi is the first Indian to receive the International Public Administration Award by the American Society for Public Administration (ASPA) in recognition of his significant contributions to the field of public administration as a scholar and practitioner. He is also the first Indian to be elected as the Fellow of the National Academy of Public Administration (NAPA), Washington, DC. In April 2018 he was awarded the Bharat Gaurav Award for lifetime achievement by Sanskriti Yuva Sanstha in the House of Commons, British Parliament, Palace of Westminster, London.

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 initial review of 55 potential articles from ten journals by the Award Chair, Dr. Patria de Lancer Julnes, she identified 12 articles that were the most relevant and most interesting. The committee was in agreement about the top two articles and then was able to quickly decide on the winner for this year’s award.

Terman, J. N. (2018). Helping Third-Party Implementers Meet Performance Obligations: A Multi-Level Examination of the Weatherization Assistance Program. Public Administration Quarterly; Randallstown, 42(3), 287–327.

Methodology Used for Selection

The process leading to Jessica Terman’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

Dr. Patria de Lancer Julnes, Professor of Public Administration, School of Public Affairs, Penn State University-Harrisburg, chaired the Joseph S. Wholey Award Selection Committee. She reviewed the 55 articles from the above journals. The articles under consideration were those published (in print and not online-only) in the last issues of 2017 through the issues in September-October 2018 in the journals above. Dr. de Lancer Julnes then narrowed the set to 12 finalists. She then sought the assistance of the selection committee, consisting of Andrew Ballard, Penn State University and Adam Miles, Government Accountability Office; and herself to independently rank the finalists. Each of the Committee Members ranked their top choice using criteria such as: “1” to the most worthy article (e.g., most relevant, most helpful, and/or the most groundbreaking research in the field of public sector performance measurement and/or performance management). The second-most worthy article received a “2,” and so on.

In the words of Committee Members:
The Terman article represents a turn towards practical insights, which will help improve the relevancy of PA research. It provides actionable and specific insights that could guide practitioner’s decision-making as well as serve as a model for similar types of research involving the effectiveness of support for contractors in different contexts.

Synopsis of Jessica Terman’s Article
Using the case of the federal Weatherization Assistance Program, a program that requires states to use non-profit and community contractors to implement the program, Terman seeks to address the question of: What can states do to maximize performance in the context of fiscal federalism? To address this question she integrates two bodies of literature that have traditionally disregarded program performance—implementation capacity of grantees in fiscal federalism and maximizing contractor performance. She examined: (1) whether state policy-specific capacity enhances program design and implementation support to help contractors meet their performance goals; and (2) how state-provided technical assistance to government contractors can help these contractors achieve performance goals. She used a mixed-methods approach, first analyzing state level data from all 50 State Departments of Energy followed by semi-structure interviews with three states. The findings promote the idea that supporting and facilitating third-party contract implementation capacity could lead to better performance. However, the needed support must be context-specific.

Dr. Jessica Terman is an Associate Professor in the Schar School of Policy and Government at George Mason University where she teaches courses in public administration. Prior to joining the Schar School, she spent two years as a faculty member at the University of Nevada. She received her Ph.D. in public administration from Florida State University and her BA in Politics from the University of California at Santa Cruz. Her research focuses on implementation issues in public management. She is particularly interested in the tools of third-party governance such as the use of intergovernmental grants and contractors. Her most recent work looks at the integration of federal and state policy tools as they relate to energy efficiency and sustainability programs. She has also published on bureaucratic policymaking and procurement activities in the context of state government.

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 organizations ̶ 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 King County, Washington
King County has been an active, cutting-edge leader in the performance management field for 15 years. King County has continued to pursue innovative approaches to performance management and has also shared its experiences and lessons learned widely with the performance management community. Below are some of the aspects of King County’s management system that merit attention and make it worthy for the CAP Organizational Performance Award.

The county first came to national attention in 2005 when it was among the initial winners of AGA’s Award for Service Efforts and Accomplishments Reporting for its performance report. The county’s performance reporting website was later used as a case study by the U.S. Government Accountability Office and called best-in-class by researchers from the IBM Center for the Business of Government highlighting the linkages between performance measures and community outcomes.

With the creation of the first countywide strategic plan, the county embarked on an effort to set strategic direction for the entirety of its 15,000 employee workforce, with multiple independently elected agencies and the judicial branch. The plan advanced the County Executive’s vision for how the government is managed with goals around service excellence, financial stewardship, public engagement and a quality workforce. The plan had an overarching slogan of Working Together for One King County. The plan, advanced many management reforms, resulted in a guidance document for measuring customer satisfaction, and John Bryson of the Humphrey School at the University of Minnesota uses the county’s plan as an innovative case study.

King County Executive Dow Constantine believes that becoming the best-run government is essential to making the county’s services better. King County continues to use its management system reforms to support the county’s departments in launching important service innovations.

In the last several years, King County has embraced Lean management approaches and has been focused on integrating performance management, Lean leadership behaviors, and Lean methods to invent a new model for performance management in the public sector. Several articles about the county have appeared in GFOA’s Government Finance Review about the integration of Lean and performance management. The transformation of the county’s approach incorporating Lean methodologies to visualize performance, cascade strategies, and drive performance conversations deeper into the organization was recognized by a visiting cohort of Results for America Fellows and given praise in a recent Alliance for Innovation article. The latest integration work of the county is represented in a guidance document about the county’s “rounding and tier board” process and was recently presented at the 11th Annual Public Performance Conference.

Another innovative element of the county’s management approach comes from its embrace of equity and social justice (ESJ). Elevating equity and social justice issues in the political realm was coupled with rigorous performance and strategic planning work to match. A groundbreaking Determinants of Equity report, an ESJ Strategic Plan, and a progress report on the plan have all highlighted the disparities in the community and created a path for addressing institutional and organizational issues. The performance and strategic planning aspect of the ESJ work of the county was recently presented to the Mid-Atlantic StatNet conference.

One notable example of these approaches having an impact on results for our community is around climate change, one of society’s more vexing and complex challenges. Under the county’s Strategic Climate Action Plan, the county has been focused on reducing greenhouse gas emissions from county operations and community sources. Regular results are published with notable performance accomplishments including the fastest growth in transit ridership in the country and the county having surpassed ambitious building energy efficiency goals for County-operated buildings and facilities.

Additional results related to the Best Run Government portfolio including reducing inmates on suicide watch, the ORCA Lift low-income transit fare, and keeping employee health care costs to zero growth are described here. Numerous additional county service innovations such as having the largest all-electric bus fleet, Best Starts for Kids-funded homeless prevention programs, juvenile justice reform, and many more are described here.

Even with these past successes, the county continues to grow and advance its management reforms and continues to put performance measurement, strategic planning, program evaluation, and public reporting at the center of its work.

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:
James Wagner, Chief of Performance, Strategy and Innovation, Tulsa

• Melissa Schigoda, Ph. D., Director of the Office of Performance and Accountability, New Orleans

• Tina Walha, Director of Innovation and Performance, Seattle
• Leigh Tami, Chief Performance Officer, Cincinnati

Brief Bios of 2018 Emerging Leaders Award of Excellence Recipients

James Wagner, Chief of Performance, Strategy and Innovation, Tulsa
Mr. Wagner leads the Mayor’s Office for Performance Strategy and Innovation. His office is focused on using data to drive the organization toward strategic outcomes and remove barriers for the units of the city to create innovative solutions.
He previously worked with INCOG on programs to improve transit and bicycle/pedestrian transportation options. Most recently, he led the effort to create a regional Bicycle/Pedestrian Master Plan, commonly known as the GO Plan. His prior work includes the development of the Tulsa’s first Regional Transit System Plan, commonly known as Fast Forward and the Peoria Bus Rapid Transit project, which was approved for construction by Tulsa voters in 2013. The efforts of the Fast Forward plan have been recognized in the form of numerous national awards for public outreach and planning.

In 2012 Mr. Wagner was recognized by Oklahoma Magazine as a Top 40 Under 40 and by the Tulsa Business Journal as a Tulsa 40 award recipient. He has also been recognized as one of the nation’s top 20 transportation graduate students as an Eno Transportation Fellow.

In 2015, he was a participant in the Mine Fellowship, a 9-month intensive program focused on social innovation. The resulting project, Modus, focused on the issue of lack of transportation for Tulsa teens, and was awarded a United Way Social Innovation Grant in October 2016.

He holds a B.S. in Finance from Oklahoma State University and a Masters of City & Regional Planning and Civil Engineering from Georgia Tech in Atlanta. He is a frequent bicycle commuter. James lives in Tulsa with his wife and three children.

Melissa Schigoda, Ph. D., Director of the Office of Performance and Accountability, New Orleans
Melissa Schigoda is the Director of the Office of Performance and Accountability (OPA) in the City of New Orleans. OPA leverages data to set goals, track performance and get results across City government.

During her time at OPA, Melissa led the development of the ResultsNOLA website, coordinated the Data Governance Committee, partnered with the police department on revamping their ComSTAT program, and brought an evidence-based approach to several other high-priority projects.

Prior to her role at OPA, Melissa spent eight years on the public and nonprofit sectors, specializing in data analysis, performance management and information design.

Melissa holds an undergraduate degree in Political Science and a Ph.D. in International Development from Tulane University.

Tina Walha, Director of Innovation and Performance, Seattle
Tina serves as Director of Innovation and Performance, leading a talented and committed team of professionals that work closely with City departments to solve problems.

Her past experience includes serving as a policy advisor to Mayor Mike Bloomberg in New York City. She has also served as a management consultant to government and nonprofit leaders at the city, county, state, federal, and international levels to create actionable enterprise strategic plans and explore innovative financing mechanisms.

She holds degrees in Economics and International Studies from UNC-Chapel Hill and a Master of Public Affairs degree from Princeton University.

Leigh Tami, Chief Performance Officer, City of Cincinnati

Leigh is responsible for leading the Office of Performance and Data Analytics (OPDA). Leigh started her career with the City in May 2015 as a senior performance and data analyst in OPDA and played a vital role in helping to establish the new office. She also held the position of Performance and Data Analytics Division Manager, leading the office through a transitional period. Since beginning her tenure as Chief wPerformance Officer, she has been recognized as one of the Top 25 Doers, Dreamers, and Drivers of 2017 by Government Technology Magazine.

Under Leigh’s leadership, OPDA has greatly expanded its scope and capabilities, evolving to become the City’s nerve center for data analytics and business intelligence. OPDA’s accomplishments during Tami’s tenure include:
• Launching CincyInsights, a first-of-its-kind, public-facing interactive open data dashboard portal. CincyInsights was designed to make open data easily accessible, user-friendly, and understandable for all users, particularly those without prior data experience who may not otherwise use the Open Data Portal. CincyInsights features nearly 40 interactive dashboard pages – all data is automatically updated daily.
• Creating ResultsCincy dashboards as a component of CincyInsights, making Open Data even more user-friendly by providing high-level snapshots of key performance/quality-of-life metrics (e.g., potholes filled, EMS runs, or service requests completed). Users can filter by neighborhood to see what’s happening where they live, and select a date range to check activity over the past week, month, or years – ResultsCincy provides a quick, easy tool for citizens to monitor City performance, and see what’s happening where they live. These efforts have resulted in a cumulative annual fiscal impact of $3.3 million for OPDA’s second year, generated by OPDA’s in-house data management; process automation and creative IT solution development; and overall performance monitoring and oversight. Ms. Tami has also provided leadership in developing a data analytics infrastructure, including the codification and implementation of a citywide Data Governance Policy.
In 2010, Tami received a Bachelor of Arts Theology degree from Xavier University, and in 2014, she graduated from the University of Cincinnati College of Law with her Juris Doctor.