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In April 2000, Dr. Jack Gansler, Under Secretary of Defense for Acquisition and Technology, established the goal that at least 50 percent of all service acquisitions, measured in dollars and contracts, should be performance-based by 2005. Air Force interest in performance-based service contracts preceded Dr. Gansler's memorandum. On April 1, 1999, the Air Force issued Air Force Instruction (AFI) 63 - 124, Performance-Based Service Contracts (PBSC), which contains guidance on implementing performance-based practices for purchasing a wide range of services to support its installations, employees, and warfighting capability. Under what is now called performance-based services acquisition (PBSA), buyers should * describe what service is desired and not how to perform the work, * use measurable performance standards and quality assurance plans, * specify procedures for reductions in fee or price when services do not meet contract requirements, and * include performance incentives where appropriate.

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. To enable safe, reliable, and productive human space exploration, we must pool global resources to understand and mitigate human health & performance risks prior to embarking on human exploration of deep space destinations. Consensus on the largest risks to humans during exploration is required to develop an integrated approach to mitigating risks. International collaboration in human space flight research will focus research on characterizing the effects of spaceflight on humans and the development of countermeasures or systems. Sharing existing data internationally will facilitate high quality research and sufficient power to make sound recommendations. Efficient utilization of ISS and unique ground-based analog facilities allows greater progress. Finally, a means to share results of human research in time to influence decisions for follow-on research, system design, new countermeasures and medical practices should be developed. Although formidable barriers to overcome, International working groups are working to define the risks, establish international research opportunities, share data among partners, share flight hardware and unique analog facilities, and establish forums for timely exchange of results. Representatives from the ISS partnership research and medical communities developed a list of the top ten human health & performance risks and their impact on exploration missions. They also drafted a multilateral data sharing plan to establish guidelines and principles for sharing human spaceflight data. Other working groups are also developing methods to promote international research solicitations. Collaborative use of analog facilities and shared development of space flight research and medical hardware continues. Establishing a forum for exchange of results between researchers, aerospace physicians and program managers takes careful consideration of researcher concerns and decision maker needs. Active participation by researchers in the development of this forum is essential, and the benefit can be tremendous. The ability to rapidly respond to research results without compromising publication rights and intellectual property will facilitate timely reduction in human health and performance risks in support of international exploration missions.

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. To enable safe, reliable, and productive human space exploration, we must pool global resources to understand and mitigate human health & performance risks prior to embarking on human exploration of deep space destinations. Consensus on the largest risks to humans during exploration is required to develop an integrated approach to mitigating risks. International collaboration in human space flight research will focus research on characterizing the effects of spaceflight on humans and the development of countermeasures or systems. Sharing existing data internationally will facilitate high quality research and sufficient power to make sound recommendations. Efficient utilization of ISS and unique ground-based analog facilities allows greater progress. Finally, a means to share results of human research in time to influence decisions for follow-on research, system design, new countermeasures and medical practices should be developed. Although formidable barriers to overcome, International working groups are working to define the risks, establish international research opportunities, share data among partners, share flight hardware and unique analog facilities, and establish forums for timely exchange of results. Representatives from the ISS partnership research and medical communities developed a list of the top ten human health & performance risks and their impact on exploration missions. They also drafted a multilateral data sharing plan to establish guidelines and principles for sharing human spaceflight data. Other working groups are also developing methods to promote international research solicitations. Collaborative use of analog facilities and shared development of space flight research and medical hardware continues. Establishing a forum for exchange of results between researchers, aerospace physicians and program managers takes careful consideration of researcher concerns and decision maker needs. Active participation by researchers in the development of this forum is essential, and the benefit can be tremendous. The ability to rapidly respond to research results without compromising publication rights and intellectual property will facilitate timely reduction in human health and performance risks in support of international exploration missions.

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. To enable safe, reliable, and productive human space exploration, we must pool global resources to understand and mitigate human health & performance risks prior to embarking on human exploration of deep space destinations. Consensus on the largest risks to humans during exploration is required to develop an integrated approach to mitigating risks. International collaboration in human space flight research will focus research on characterizing the effects of spaceflight on humans and the development of countermeasures or systems. Sharing existing data internationally will facilitate high quality research and sufficient power to make sound recommendations. Efficient utilization of ISS and unique ground-based analog facilities allows greater progress. Finally, a means to share results of human research in time to influence decisions for follow-on research, system design, new countermeasures and medical practices should be developed. Although formidable barriers to overcome, International working groups are working to define the risks, establish international research opportunities, share data among partners, share flight hardware and unique analog facilities, and establish forums for timely exchange of results. Representatives from the ISS partnership research and medical communities developed a list of the top ten human health & performance risks and their impact on exploration missions. They also drafted a multilateral data sharing plan to establish guidelines and principles for sharing human spaceflight data. Other working groups are also developing methods to promote international research solicitations. Collaborative use of analog facilities and shared development of space flight research and medical hardware continues. Establishing a forum for exchange of results between researchers, aerospace physicians and program managers takes careful consideration of researcher concerns and decision maker needs. Active participation by researchers in the development of this forum is essential, and the benefit can be tremendous. The ability to rapidly respond to research results without compromising publication rights and intellectual property will facilitate timely reduction in human health and performance risks in support of international exploration missions.

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. To enable safe, reliable, and productive human space exploration, we must pool global resources to understand and mitigate human health & performance risks prior to embarking on human exploration of deep space destinations. Consensus on the largest risks to humans during exploration is required to develop an integrated approach to mitigating risks. International collaboration in human space flight research will focus research on characterizing the effects of spaceflight on humans and the development of countermeasures or systems. Sharing existing data internationally will facilitate high quality research and sufficient power to make sound recommendations. Efficient utilization of ISS and unique ground-based analog facilities allows greater progress. Finally, a means to share results of human research in time to influence decisions for follow-on research, system design, new countermeasures and medical practices should be developed. Although formidable barriers to overcome, International working groups are working to define the risks, establish international research opportunities, share data among partners, share flight hardware and unique analog facilities, and establish forums for timely exchange of results. Representatives from the ISS partnership research and medical communities developed a list of the top ten human health & performance risks and their impact on exploration missions. They also drafted a multilateral data sharing plan to establish guidelines and principles for sharing human spaceflight data. Other working groups are also developing methods to promote international research solicitations. Collaborative use of analog facilities and shared development of space flight research and medical hardware continues. Establishing a forum for exchange of results between researchers, aerospace physicians and program managers takes careful consideration of researcher concerns and decision maker needs. Active participation by researchers in the development of this forum is essential, and the benefit can be tremendous. The ability to rapidly respond to research results without compromising publication rights and intellectual property will facilitate timely reduction in human health and performance risks in support of international exploration missions.

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. To enable safe, reliable, and productive human space exploration, we must pool global resources to understand and mitigate human health & performance risks prior to embarking on human exploration of deep space destinations. Consensus on the largest risks to humans during exploration is required to develop an integrated approach to mitigating risks. International collaboration in human space flight research will focus research on characterizing the effects of spaceflight on humans and the development of countermeasures or systems. Sharing existing data internationally will facilitate high quality research and sufficient power to make sound recommendations. Efficient utilization of ISS and unique ground-based analog facilities allows greater progress. Finally, a means to share results of human research in time to influence decisions for follow-on research, system design, new countermeasures and medical practices should be developed. Although formidable barriers to overcome, International working groups are working to define the risks, establish international research opportunities, share data among partners, share flight hardware and unique analog facilities, and establish forums for timely exchange of results. Representatives from the ISS partnership research and medical communities developed a list of the top ten human health & performance risks and their impact on exploration missions. They also drafted a multilateral data sharing plan to establish guidelines and principles for sharing human spaceflight data. Other working groups are also developing methods to promote international research solicitations. Collaborative use of analog facilities and shared development of space flight research and medical hardware continues. Establishing a forum for exchange of results between researchers, aerospace physicians and program managers takes careful consideration of researcher concerns and decision maker needs. Active participation by researchers in the development of this forum is essential, and the benefit can be tremendous. The ability to rapidly respond to research results without compromising publication rights and intellectual property will facilitate timely reduction in human health and performance risks in support of international exploration missions.

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. To enable safe, reliable, and productive human space exploration, we must pool global resources to understand and mitigate human health & performance risks prior to embarking on human exploration of deep space destinations. Consensus on the largest risks to humans during exploration is required to develop an integrated approach to mitigating risks. International collaboration in human space flight research will focus research on characterizing the effects of spaceflight on humans and the development of countermeasures or systems. Sharing existing data internationally will facilitate high quality research and sufficient power to make sound recommendations. Efficient utilization of ISS and unique ground-based analog facilities allows greater progress. Finally, a means to share results of human research in time to influence decisions for follow-on research, system design, new countermeasures and medical practices should be developed. Although formidable barriers to overcome, International working groups are working to define the risks, establish international research opportunities, share data among partners, share flight hardware and unique analog facilities, and establish forums for timely exchange of results. Representatives from the ISS partnership research and medical communities developed a list of the top ten human health & performance risks and their impact on exploration missions. They also drafted a multilateral data sharing plan to establish guidelines and principles for sharing human spaceflight data. Other working groups are also developing methods to promote international research solicitations. Collaborative use of analog facilities and shared development of space flight research and medical hardware continues. Establishing a forum for exchange of results between researchers, aerospace physicians and program managers takes careful consideration of researcher concerns and decision maker needs. Active participation by researchers in the development of this forum is essential, and the benefit can be tremendous. The ability to rapidly respond to research results without compromising publication rights and intellectual property will facilitate timely reduction in human health and performance risks in support of international exploration missions.

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [For the 2019 report, see ED610814.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [For the 2019 report, see ED610814.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [For the 2019 report, see ED610814.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [For the 2019 report, see ED610814.]

x, 129 pages : 24 cm

Includes bibliographical references (p. 249-251) and index

Includes bibliographical references (p. 249-251) and index

Includes bibliographical references (p. 249-251) and index

This report is based on our reviews of 24 major agencies' strategic plans that were formally submitted to Congress and 0MB by September 30, 1997. To do these reviews, we used the Results Act supplemented by OMB's guidance on developing the plans (Circular A-11, part 2) as criteria to determine whether the plans contained the six elements required by the Act. As agreed, we focused our reviews on the progress of agencies' strategic planning efforts, specifically their efforts to improve their strategic plans, with particular attention to the key planning challenges that are most in need of sustained attention. Agencies included in our analysis are listed in appendix 1, and our observations on individual agencies are summarized in appendixes II through XXV. To gather information on how annual performance planning and measurement could be used to address the critical planning challenges we observed in our reviews of the September plans, we relied on our recent report on critical challenges needing sustained attention, our report on government wide implementation of the Results Act, our guidance for congressional review of Results Act implementation, and our guidance on effectively implementing the Act. On the whole, agencies' September plans appear to provide a workable foundation for Congress to use in helping to fulfill its appropriations, budget, authorization, and oversight responsibilities and for agencies to use in setting a general direction for their efforts. These plans represent a significant improvement over the draft plans we reviewed last summer. For example, we found that all but six of the draft plans were missing at least one element required by the Results Act, and about a third were missing two of the six required elements. In contrast, the September plans we reviewed contained at least some discussion of each element required by the Act.

This report is based on our reviews of 24 major agencies' strategic plans that were formally submitted to Congress and 0MB by September 30, 1997. To do these reviews, we used the Results Act supplemented by OMB's guidance on developing the plans (Circular A-11, part 2) as criteria to determine whether the plans contained the six elements required by the Act. As agreed, we focused our reviews on the progress of agencies' strategic planning efforts, specifically their efforts to improve their strategic plans, with particular attention to the key planning challenges that are most in need of sustained attention. Agencies included in our analysis are listed in appendix 1, and our observations on individual agencies are summarized in appendixes II through XXV. To gather information on how annual performance planning and measurement could be used to address the critical planning challenges we observed in our reviews of the September plans, we relied on our recent report on critical challenges needing sustained attention, our report on government wide implementation of the Results Act, our guidance for congressional review of Results Act implementation, and our guidance on effectively implementing the Act. On the whole, agencies' September plans appear to provide a workable foundation for Congress to use in helping to fulfill its appropriations, budget, authorization, and oversight responsibilities and for agencies to use in setting a general direction for their efforts. These plans represent a significant improvement over the draft plans we reviewed last summer. For example, we found that all but six of the draft plans were missing at least one element required by the Results Act, and about a third were missing two of the six required elements. In contrast, the September plans we reviewed contained at least some discussion of each element required by the Act.

IR

175 s. : 27 cm

175 s. : 27 cm

175 s. : 27 cm

175 s. : 27 cm

Includes bibliographical references and index

408 pages : 25 cm

408 pages : 25 cm

408 pages : 25 cm

A prevailing concern of leadership development is the extent to which performance-oriented training increases the ability of an individual to define and implement a process to accomplish stated objectives. The systems approach provides an analytic strategy for task decomposition into sequentially, temporally ordered activities without necessarily dictating the process by which distinct activities are to be accomplished. The planning techniques discussed in this paper are modified versions of the Program Evaluation and Review Technique and, like PERT, descend from network and graph theory. However, combined use of the time file and the procedural timetable appear to provide a definite, practical approach to significant increases in management performance as well as several advantages not associated with the use of PERT. (Author/WM)

A prevailing concern of leadership development is the extent to which performance-oriented training increases the ability of an individual to define and implement a process to accomplish stated objectives. The systems approach provides an analytic strategy for task decomposition into sequentially, temporally ordered activities without necessarily dictating the process by which distinct activities are to be accomplished. The planning techniques discussed in this paper are modified versions of the Program Evaluation and Review Technique and, like PERT, descend from network and graph theory. However, combined use of the time file and the procedural timetable appear to provide a definite, practical approach to significant increases in management performance as well as several advantages not associated with the use of PERT. (Author/WM)

A prevailing concern of leadership development is the extent to which performance-oriented training increases the ability of an individual to define and implement a process to accomplish stated objectives. The systems approach provides an analytic strategy for task decomposition into sequentially, temporally ordered activities without necessarily dictating the process by which distinct activities are to be accomplished. The planning techniques discussed in this paper are modified versions of the Program Evaluation and Review Technique and, like PERT, descend from network and graph theory. However, combined use of the time file and the procedural timetable appear to provide a definite, practical approach to significant increases in management performance as well as several advantages not associated with the use of PERT. (Author/WM)

A prevailing concern of leadership development is the extent to which performance-oriented training increases the ability of an individual to define and implement a process to accomplish stated objectives. The systems approach provides an analytic strategy for task decomposition into sequentially, temporally ordered activities without necessarily dictating the process by which distinct activities are to be accomplished. The planning techniques discussed in this paper are modified versions of the Program Evaluation and Review Technique and, like PERT, descend from network and graph theory. However, combined use of the time file and the procedural timetable appear to provide a definite, practical approach to significant increases in management performance as well as several advantages not associated with the use of PERT. (Author/WM)

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [This is a report of the Performance Measurement and Benchmarking Project. For the 2021 report, see ED617441.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [This is a report of the Performance Measurement and Benchmarking Project. For the 2021 report, see ED617441.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [This is a report of the Performance Measurement and Benchmarking Project. For the 2021 report, see ED617441.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [This is a report of the Performance Measurement and Benchmarking Project. For the 2021 report, see ED617441.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [This is a report of the Performance Measurement and Benchmarking Project. For the 2021 report, see ED617441.]

In 2002 the Council of the Great City Schools and its members set out to develop performance measures that could be used to improve business operations in urban public school districts. The Council launched the Performance Measurement and Benchmarking Project to achieve these objectives. The purposes of the project were to: (1) Establish a common set of "key performance indicators" (KPIs) in a range of school operations, including business services, finances, human resources, and technology; (2) Use these KPIs to benchmark and compare the performance of the nation's largest urban public school systems; and (3) Use the results to improve operational performance in urban public schools. The teams leading the project's work have used a sophisticated approach to define, collect and validate school-system data. This process calls for each KPI to have a clearly defined purpose to justify its development, and extensive documentation of the "metric definitions" ensures that the expertise of the technical teams is fully captured. At the core of the methodology is the principle of "continuous improvement." The teams are instructed to focus on operational indicators that can be "benchmarked" and are "actionable," and thus can be strategically managed by setting improvement targets. Each page of this report shows detailed information for a single KPI measure. Sections include: (1) Accounts Payable; (2) Cash Management; (3) Compensation; (4) Financial Management; (5) Grants Management; (6) Procurement; (7) Risk Management; (8) Food Services; (9) Maintenance & Operations; (10) Safety & Security; (11) Transportation; (12) Human Resources; and (13) Information Technology. [This is a report of the Performance Measurement and Benchmarking Project. For the 2021 report, see ED617441.]

Includes bibliographies and indexes

Includes bibliographies and indexes

Bibliography: p. 145-148

Bibliography: p. 145-148

Bibliography: p. 145-148

Employees are the most valuable resource in any organization. It is the main cause of the success of a business. The evaluation of employee performance is a very important task as it shows how the employees skills are improving. The HR department is responsible for this task. The employee performance evaluation is complex and time consuming. In the last decade, information technology tools have undergone a huge evolution and can help with this complex task. Artificial Intelligence AI is a recent science that consists of building systems that imitate human behavior. It is widely used in many applications like healthcare, banking, and finance. This thesis focuses on studying the impact of artificial intelligence on the employee evaluation process. An analytical descriptive methodology was used. Intelligence is considered an independent variable. However, employee performance evaluation is the dependent variable DV . Four dimensions of the DV were considered objectives and key results, skills gap analysis, tracking training completion, and project or task management tools. A questionnaire of 34 items was built and distributed to the IT employees of the Babylon Education Directorate. 295 answers were collected. SPSS software was used to examine the answers. The MANOVA test was applied to validate the study hypotheses. The result shows that AI has a significant positive impact on the evaluation of employees performance in all dimensions. Ali Al Imari | Saeed Abdallah "The Role of Artificial Intelligence Applications in Managing the Employee Performance Evaluation: An Iraqi Case Study" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57454.pdf Paper URL: https://www.ijtsrd.com.com/computer-science/other/57454/the-role-of-artificial-intelligence-applications-in-managing-the-employee-performance-evaluation-an-iraqi-case-study/ali-al-imari

Employees are the most valuable resource in any organization. It is the main cause of the success of a business. The evaluation of employee performance is a very important task as it shows how the employees skills are improving. The HR department is responsible for this task. The employee performance evaluation is complex and time consuming. In the last decade, information technology tools have undergone a huge evolution and can help with this complex task. Artificial Intelligence AI is a recent science that consists of building systems that imitate human behavior. It is widely used in many applications like healthcare, banking, and finance. This thesis focuses on studying the impact of artificial intelligence on the employee evaluation process. An analytical descriptive methodology was used. Intelligence is considered an independent variable. However, employee performance evaluation is the dependent variable DV . Four dimensions of the DV were considered objectives and key results, skills gap analysis, tracking training completion, and project or task management tools. A questionnaire of 34 items was built and distributed to the IT employees of the Babylon Education Directorate. 295 answers were collected. SPSS software was used to examine the answers. The MANOVA test was applied to validate the study hypotheses. The result shows that AI has a significant positive impact on the evaluation of employees performance in all dimensions. Ali Al Imari | Saeed Abdallah "The Role of Artificial Intelligence Applications in Managing the Employee Performance Evaluation: An Iraqi Case Study" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57454.pdf Paper URL: https://www.ijtsrd.com.com/computer-science/other/57454/the-role-of-artificial-intelligence-applications-in-managing-the-employee-performance-evaluation-an-iraqi-case-study/ali-al-imari

Employees are the most valuable resource in any organization. It is the main cause of the success of a business. The evaluation of employee performance is a very important task as it shows how the employees skills are improving. The HR department is responsible for this task. The employee performance evaluation is complex and time consuming. In the last decade, information technology tools have undergone a huge evolution and can help with this complex task. Artificial Intelligence AI is a recent science that consists of building systems that imitate human behavior. It is widely used in many applications like healthcare, banking, and finance. This thesis focuses on studying the impact of artificial intelligence on the employee evaluation process. An analytical descriptive methodology was used. Intelligence is considered an independent variable. However, employee performance evaluation is the dependent variable DV . Four dimensions of the DV were considered objectives and key results, skills gap analysis, tracking training completion, and project or task management tools. A questionnaire of 34 items was built and distributed to the IT employees of the Babylon Education Directorate. 295 answers were collected. SPSS software was used to examine the answers. The MANOVA test was applied to validate the study hypotheses. The result shows that AI has a significant positive impact on the evaluation of employees performance in all dimensions. Ali Al Imari | Saeed Abdallah "The Role of Artificial Intelligence Applications in Managing the Employee Performance Evaluation: An Iraqi Case Study" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57454.pdf Paper URL: https://www.ijtsrd.com.com/computer-science/other/57454/the-role-of-artificial-intelligence-applications-in-managing-the-employee-performance-evaluation-an-iraqi-case-study/ali-al-imari

Includes bibliographical references (p. 18-19)