Management Matters Management MattersManagement Matters
Practical advice for federal leaders on managing people, processes and projects.

The Stat Approach


In September, the Office of Management and Budget released its final evaluation of the performance of federal programs. This was the last act of OMB's five-year-old PART endeavor, the catchy acronym standing for a clunky title: Performance Assessment Rating Tool. PART found that 80 percent of 1,017 federal programs were performing acceptably. The other 20 percent either could not demonstrate results or were judged to be failing.

The program, an important element of a serious Bush administration effort to focus on management, made great strides toward systematic performance measurement, although it never was embraced by Congress and so had little influence on budgeting decisions.

PART won the Harvard Kennedy School Innovations in American Government Award in 2005. This signaled that accountability, once the sine qua non of public management, had given way to performance as the holy grail, though I suppose one could argue that the latter is a subset of the former. The ascendance of performance had been telegraphed when the innovations awards crowd crowned Baltimore's CitiStat as a winner one year earlier.

CitiStat's principles have a longer, and more closely examined, history than PART, its ancestry tracking back to the CompStat program former Mayor Rudolph Giuliani started in New York City to identify and address high-crime locations. So, when invited by Baltimore Mayor Sheila Dixon to a conference about CitiStat, I thought I might pick up some lessons of interest to the federal management cadre.

The conference started off with an actual CitiStat weekly meeting, this one to examine the progress of CleanStat, Dixon's effort to enlist several city departments in meeting her priority goal of a "cleaner, greener, healthier and safer" Baltimore. "Grime and crime go together," said CitiStat's leader, deputy mayor Christopher Thomaskutty.

On the hot seat was Valentina Ukwuoma, head of the Solid Waste Bureau, and her deputies. Why, inquired the inquisitors, was the Poplar Grove area of the city, though targeted for increased city services, suffering from 65 overdue high grass and weed requests, 35 overdue cleaning requests, and 58 overdue forestry requests?" And why was one of eight graffiti-removal crews closing only 1.81 service requests per hour, while every other was above 2.5 and the highest was at 3.4?

Such questions underline the emphasis on objective statistics in the "stat" approach. And this level of street detail is what makes CitiStat work in Baltimore's 80 square miles. But, one wondered, how would it translate one or two levels up in the federalist scheme?

The beginnings of an answer are coming out of Maryland's capital, where Gov. Martin O'Malley, who invented the CitiStat program while serving as mayor of Baltimore, is now striving to install State-Stat in Annapolis. At the conference, O'Malley and a top aide, Matt Gallagher, voiced frustration with slow progress at the state level. Departmental secretaries were not used to providing details about their agencies' performance, and as Gallagher observed, it's difficult to hold a single agency accountable for such goals as mitigating pollution in the Chesapeake Bay or ensuring a child's well-being. Still, as meetings with secretaries progress, the governor's expectations become clear: Programs need to measure and im-prove their performance, and their leaders will be held to strict account.

At the federal level, these challenges are compounded. Few agencies can claim they are solely responsible for social, environmental or other outcomes. But the insistence by O'Malley and Dixon that agencies do better, and the personal time they invest in this pursuit, offer examples that the next president and leaders of Congress could follow if they're seriously interested in pursuing the goal of a high-performing government.


Tim Clark served as editor in chief, publisher and president of Government Executive in the years since it was acquired by National Journal Group in 1987. He and his colleagues have built Government Executive into an essential source for federal managers, a shaper of the government management debate and a key player in the good-government movement. Clark has spent his journalistic career studying and writing about government, and is a founder of National Journal, Washington’s premier source of political insight. He also founded Empire State Report, a monthly magazine about government in New York. He is a fellow and former board member of the National Academy of Public Administration.

Close [ x ] More from GovExec

Thank you for subscribing to newsletters from
We think these reports might interest you:

  • Sponsored by Brocade

    Best of 2016 Federal Forum eBook

    Earlier this summer, Federal and tech industry leaders convened to talk security, machine learning, network modernization, DevOps, and much more at the 2016 Federal Forum. This eBook includes a useful summary highlighting the best content shared at the 2016 Federal Forum to help agencies modernize their network infrastructure.

  • Sponsored by CDW-G

    GBC Flash Poll Series: Merger & Acquisitions

    Download this GBC Flash Poll to learn more about federal perspectives on the impact of industry consolidation.

  • Sponsored by One Identity

    One Nation Under Guard: Securing User Identities Across State and Local Government

    In 2016, the government can expect even more sophisticated threats on the horizon, making it all the more imperative that agencies enforce proper identity and access management (IAM) practices. In order to better measure the current state of IAM at the state and local level, Government Business Council (GBC) conducted an in-depth research study of state and local employees.

  • Sponsored by Aquilent

    The Next Federal Evolution of Cloud

    This GBC report explains the evolution of cloud computing in federal government, and provides an outlook for the future of the cloud in government IT.

  • Sponsored by Aquilent

    A DevOps Roadmap for the Federal Government

    This GBC Report discusses how DevOps is steadily gaining traction among some of government's leading IT developers and agencies.

  • Sponsored by LTC Partners, administrators of the Federal Long Term Care Insurance Program

    Approaching the Brink of Federal Retirement

    Approximately 10,000 baby boomers are reaching retirement age per day, and a growing number of federal employees are preparing themselves for the next chapter of their lives. Learn how to tackle the challenges that today's workforce faces in laying the groundwork for a smooth and secure retirement.

  • Sponsored by Hewlett Packard Enterprise

    Cyber Defense 101: Arming the Next Generation of Government Employees

    Read this issue brief to learn about the sector's most potent challenges in the new cyber landscape and how government organizations are building a robust, threat-aware infrastructure

  • Sponsored by Aquilent

    GBC Issue Brief: Cultivating Digital Services in the Federal Landscape

    Read this GBC issue brief to learn more about the current state of digital services in the government, and how key players are pushing enhancements towards a user-centric approach.

  • Sponsored by CDW-G

    Joint Enterprise Licensing Agreements

    Read this eBook to learn how defense agencies can achieve savings and efficiencies with an Enterprise Software Agreement.

  • Sponsored by Cloudera

    Government Forum Content Library

    Get all the essential resources needed for effective technology strategies in the federal landscape.


When you download a report, your information may be shared with the underwriters of that document.