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Research Restructuring and Assessment Can We Apply the Corporate Experience to Government Agencies? (1995) / Chapter Skim
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7 Identification of Issues for General Discussion
Pages 52-56

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From page 52...
... If the country cannot conduct good strategic planning, if the country does not know exactly what businesses it is in, then I do not know whether the NSF can decide what businesses it is going to be in, either. At least, we have to cope with that ambiguity.
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From page 53...
... What was discussed this morning was in some ways more relevant to the NSF strategic plan than to performance indicators. We actually have very little guidance from anywhere-from GPRA, OMB, or anywhere else on what the GPRA strategic plan needs to look like.
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From page 54...
... , for example, has adopted a corporate model very much like the one that we heard described this morning. It has gone through the various steps of strategic planning, and it has adopted a set of performance measures.
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From page 55...
... From this discussion of what performance goals and plans might look like, you should have some idea of what a performance report might look like. I also mentioned that we are required in our strategic plan to describe how we are using program evaluations more in-depth looks at programs along with the indicators, to learn about our performance and to communicate it externally.
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Key Terms

  • customer satisfaction
  • performance plans
  • performance reports
  • gpra process
  • performance goals

  • program evaluation
  • scientific quality
  • john seely
  • site visit
  • seely brown

  • produce ratings
  • conduct renewal
  • core shared
  • reporting process
  • annual performance

  • broad aggregate
  • model proposed
  • research councils
  • broad recognition
  • management purposes

  • budgeting approach
  • corporate model
  • indicators stay
  • foundation serves
  • various choices

  • role customers
  • nsf programs
  • learning process
  • industrial firms
  • treat ourselves


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