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largest county in the U.S., is a leader in using performance information to develop policies and manage services for 1.8 million residents. He called performance information a “foundational building block” for accountability and building public trust. Without the ability to accurately gauge whether programs are successful, it’s nearly impossible to instill confidence in government, he told the audience at the Renaissance Hotel.
Sims said the county gathered comments from citizens about what services are most important to them. King County residents listed issues involving natural resources, such as restoring chinook salmon runs, as well as land use, transportation and children’s health care. Tracking performance helps agencies manage their programs, work collaboratively within government and see the impact of policies on the ground.
Performance measures tracked by King County include: reduction in King County government’s greenhouse gas emissions, percent of chinook salmon restoration projects completed, bus ridership levels, on-time bus performance by Metro Transit, timely answering of 911 calls, and percent of eligible children enrolled in Children’s Health Initiative, to name just a few.
He noted that his 2009 budget speech was one of the most difficult of his long public service career. He announced 125 layoffs and the fact that 309 unfilled positions would remain unfilled. Cutting jobs is a terrible task, he said, but it would have been far worse if he hadn’t had the performance data to help him set priorities and safeguard resources.
Performance information can be used to help tackle some of the most intractable problems facing King County. He discussed the health disparities within the county, for example. In the poor neighborhoods where fresh food isn’t sold, where fast food restaurants abound, where parks and walking trails are scarce…these are the neighborhoods were childhood obesity and diabetes is high. “The data told us this,” he said. The result of studying the data is an aggressive push for more livable communities. In poor neighborhoods, housing, parks and walking trails are being created. “We’re launching an assault on poverty,” he said, “and we couldn’t have done it without the data.”
Statistics on homelessness also helped the city provide the right services for its most needy residents. The data said 40 percent of homeless people in the county have college degrees; wrap-around services were provided to stabilize families and get them into temporary and then permanent housing.
Affordable housing, parks and trails, a thriving arts community and an inclusive, welcoming environment for people of all races, classes and sexual orientations are the keys to attracting new residents and businesses, he said. Tracking performance can help provide the background information to eliminate poverty, racism and restore faith in government.
We’ve Come a Long Way Baby­—40 Years of Performance Management and Reporting
Harry Hatry, director of the Public Management Program at the Urban Institute, and Paul Posner, director of the Public Administration Program at George Mason University, followed Sims’ talk with a discussion of the long history of performance reporting and a look at what the future may bring.
Performance-based management has gone through many phases: as a way to look at economic efficiencies of weapons systems in the early 1960s to PPBS (Planning, Programming and Budgeting Systems) and zero-based budgeting in the 1970s, to the “Reinventing Government” movement of the early ‘90s, to the Government Performance and Results Act and Service Efforts and Accomplishments work by the Governmental Accounting Standards Board reaching back to the mid-1990s.
Hatry said governments are slowly moving from merely measuring performance to using it to improve programs. “The element of using the information to make decisions has taken a back seat. I hope we’re emerging out of that,” he said.
He sees a few major trends in performance management: the increasing use of technology, such as GPS and handheld computers to collect data, more reliance on citizen surveys, logic models and “how are we doing sessions” within government so staff can discuss what they’re doing well and how services can improve. “This is a new fad in performance management today, and it’s a good fad I think.”
Some of his concerns include inadequate explanations for outcomes that were unexpected and too much emphasis on form over function in performance reports.
Posner discussed the Government Performance and Results Act and the Performance Assessment Rating Tool (PART) on the federal level, and what’s been learned. Integrating performance and budgeting is a challenge for many reasons, but success can be helped along by agreeing on goals and the metrics used.
“This is not an easy thing to do. There are inherent tensions,” he said. The Bush administration’s education reform effort, No Child Left Behind, is one example of where performance is at the center of an intense political controversy. “It has the potential to accentuate conflict.”
He said he would love to see the next presidential administration to “continue what PART started in a more collaborative way.”
Tomorrow: Performance Audit in Washington State and GASB Update: the Government Environment and the Value of SEA Reporting.

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June 6, 2008
Dear Glen Ridge Community, Glen Ridge Faculty, Staff and Administration:

It is with great regret that I inform you that I will be leaving as Superintendent of the Glen Ridge Public Schools. I have been employed by the Glen Ridge Board of Education since May 16, 1994 and I have loved every minute. I have enjoyed working with the people of this community to help raise their children and make their children's educational experience one of excellence. We have accomplished great things together and I feel very satisfied with what I have been able to contribute.

It is now time for me to go home and assist my home district of Ridgewood as their Superintendent of Schools. In my years here in Glen Ridge, I have been fortunate to work with excellent Boards of Education who have been very generous with their support and resources; excellent administrators who are not only true professionals but also compassionate and focused leaders; a faculty and staff who are great educators and great people; and, finally, a community that is generous and committed to its schools. The Borough Government, The Glen Ridge Educational Foundation, The Home and School Associations, GRAA, Rotary and all the parent and civic organizations are extremely supportive with their time, resources and commitment to the Borough's children. I will dearly miss this abundance of support and can only hope it can be replicated in my new district.

Thank you for everything you have done for me, my family and my career. I have spent almost a third of my life in Glen Ridgeâ I will always be a Ridger.

Sincerely yours,

Daniel Fishbein, Ed.D.

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Panama, Casco Viejo
Casco Antiguo, San Felipe
For some months, we´ve been renting a small space in Casco Viejo to an organization called Aprojusan. With such a confusing name, no one knew really what they did, but they where nice people and the lease was arranged. A few days ago we learned that it is basically a mini children´s center where kids from the the area could go after school and work on their homework and receive art classes. Their work is great, it is so simple but yet so important.
We walked into their yesterday, and it was full of kids and color everywhere: their paintings on the wall, they where doing some mobiles hanging from ropes, activity everywhere. We knew at least half of the kids that were there, smiling, having a good time, but more importantly, out of the street.
It was also an important week to get to know Aprojusan (Asociacion pro juventud? they should change their name, who is their marketing genius???). It just happened that Fundacion Calicanto had it´s board of directors renewed a couple of days ago and the meeting with new members was inspiring. The Foundation is now getting itself into a position of being able to handle more projects and involve more Casco Antiguo residents. Old ongoing projects such as the trainning of women in hotel school (Tagua) which has graduated at least 50 girls so far (which are currently working, by the way), or the art lessons for children and the beach cleanings will be kept and hopefully increased.
New projects such as the urban agriculture project are being added. In the meeting there where several things all Casco Antiguo residents agreed on, but the most important point was that Casco Antiguo is probably one of the best places to implement a unique (in Panama) concept of a sustainable neighborhood.
It is already happening, as we can see by the work of Aprojunsa, Fundacion Calicanto, the work some of the churches do in the community and the many individuals who support directly other associations such as the Scouts, some local schools or children. I can tell you, this is highly uncommon in Panama. Usually we tend to scream to the government: hey! you need to fix this! and then turn around into our own day to day doing nothing ourselves. This is the complete opposite. There is something fundamentally powerful when a community comes together and just get things done. Even if the government jumps in afterwards, the dynamic is different.
It reminds us that the power still is - despite what others say - in your hands.

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NEWPORT BEACH, Calif. BUSINESS WIRE Commerce National Bank (OTCBB: CNBF), a community business bank commencing its fifth year of operations, announced its financial results for the first quarter of 2008. Total assets increased $37.6 million, or 21.3 percent to $214.2 million as of March 31, 2008, from total assets of $176.5 million reported as of March 31, 2007. Total deposits increased $8.4 million, or 5.6 percent to $157.3 million as of March 31, 2008, from total deposits of $149.0 million reported as of March 31, 2007. Net loans increased $19.2 million, or 18.1 percent to $125.0 million as of March 31, 2008, from net loans of $105.8 million reported as of March 31, 2007. Shareholders equity increased $1.5 million, or 5.6 percent to $28.5 million as of March 31, 2008, from total shareholders equity of $27.0 million reported as of March 31, 2007.
For the three months ended March 31, 2008, interest income was $2.9 million, an increase of $147,000, or 5.3 percent over the $2.7 million reported in the first quarter of 2007. Interest expense was $725,000 in the first quarter of 2008, a decrease of $156,000, or 17.7 percent from the $881,000 reported in the first quarter of 2007. Net interest income was $2.2 million for the three months ended March 31, 2008, an increase of $303,000, or 16.2 percent over the first quarter of 2007. Non-interest income for the first quarter of 2008 was $141,000, up slightly from the $137,000 reported as of March 31, 2007. Non-interest expense for the first quarter of 2008 was $2.1 million, up $263,000, or 14.2 percent over the first quarter of 2007. Net income for the first quarter of 2008 was $24,000, as compared with the $214,000 reported in the first three months of 2007. This was after a loan loss provision of $199,000 and stock option expense of $147,000 for the first three months of 2008. Loan loss provision and stock option expense for the first quarter of 2007 were $55,000 and $152,000, respectively. Diluted earnings per share for the first quarter of 2008 were $0.01 compared to $0.08 in the first quarter of 2007.
During the first quarter of 2008, Commerce National Bank continued its solid growth in loans and deposits; however, the ongoing effects of the current Federal Reserve policy of low and decreasing interest rates will negatively influence earnings until the interest rate environment changes, commented Mark E. Simmons, President and Chief Executive Officer. Our bank continues to add new commercial business depositors and borrowers from the Orange County business and professional community. The banks strong capital base and its asset quality will support continued growth in our core markets, and will protect the bank in a difficult economic environment.
With offices in Newport Beach and the City of Fullerton, the Bank is well positioned to serve businesses, professionals and selected real estate customers in both the northern and southern areas of Orange County. The offices are staffed by experienced business bankers who are committed to providing exemplary service to their customers in the business community.

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The Reserve Bank of India (RBI) is finalising regulatory guidelines for mobile payment systems in India and will place draft guidelines on its website by June 15.
The central bank is in talks with Indian banks, service providers and industry bodies for the formulation of proper guidelines. When the guidelines become effective, consumers will be able to make small-value mobile payments via their mobile phone. RBI is also looking to extend mobile-banking services to the unbanked population, stating that m-banking service will be a cheaper alternative to banks setting up rural branches.
Indian banks are already offering m-banking services which consist of online fund transfers and utility payments. Nonetheless, these services do not allow customers to make e-payments to merchants. Recently, Indian mobile operator Airtel partnered with mobile-services provider mCheck and two of the countrys largest banks, the State Bank of India and ICICI Bank, to launch a mobile remittance pilot service.

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