Valerie Richardson


Valerie Richardson is an expert on public sector performance improvement and Results Act compliance. She is President and Chief Executive Officer of TreWyn, Inc., a financial and strategic management training and consulting practice in Germantown, Maryland. Formerly she was Associate Director of the Center for Improving Government Performance at the National Academy of Public Administration, a public policy think tank chartered by Congress.

Valerie has been a practitioner of performance-based management since the initiation of the Results Act of 1993. She managed the implementation effort at the Patent and Trademark Office (PTO); served as Theme Chair of the Department of Commerce (DOC) Strategic and Annual Planning Task Force in year one of the Results Act and as liaison for the PTO at the DOC in year two; was selected to participate on two National Partnership for Reinventing Government consortium studies, Performance Measurement and Balanced Scorecard; and has served for two years as an active member of the National Academy of Public Administration (NAPA) Center for Improving Government Performance's performance consortium.

During the past 23 years she has counseled numerous private, public and nonprofit sector executives. She has spent more than two decades working in the field of federal budgeting and her expertise has been shared through teaching such courses as budget execution, formulation, justification; the budget process; performance-based management; performance analysis; financial management; process improvement; and change management within government agencies. Valerie's thirteen years of practical experience in the Chief Financial Officer's Act of 1990 and Government Performance and Results Act of 1993 seamlessly blends her knowledge of finance, accounting, budgeting and planning.

Valerie is widely published in her field in pubic administration journals and proceedings, and, is a twice-published book author. She is a frequent speaker and internationally sought (Spain, Germany, Sweden, France, and Portugal, as well as throughout the United States) to write, present, publish articles, and contribute to books specific to performance management in the public sector.

Valerie is a graduate of the John F. Kennedy School of Government, Harvard University, Senior Executive Fellows Program. She holds a Master's of Financial Management from the University of Maryland and undergraduate degrees from Trenton State College in Public Administration and Political Science. She is currently pursuing her Doctorate in Public Administration from the University of Baltimore.

Shining the Light on Performance

Performance & Execution By: ValerieJ Richardson

Measuring Performance in the Public Sector

    Most public sector agencies measure organizational performance in some form or another. The success in the use of these measures tends to very from effective to severely ineffective, as a vehicle for improving performance. The difference between agencies that have been effective and those that have been ineffective is the ability to successfully execute the measures. A performance measurement system that adds true value and public benefit to public agencies is one that is accountable, transparent, and expository.

    So why are public sector organizations measuring performance? Some are measuring because legislators have told them that they must and others because they are following the trend. Then there are a small few that have come to recognize the benefits of measuring organizational performance and are using that data to make sound management decisions.

    The premise of measuring the performance of public sector agencies is not a new concept; in fact, it was initially introduced, via performance budgeting, to public sector agencies in the 1940s. However, despite its early introduction to public agencies, many continue to struggle.

    There are a myriad of barriers to successful execution, which include:

    • Communication
    • Recalibration of Behaviors
    • Pre-determined Data Usefulness
    • Transparency, Clarity, and Reliability
    • Consistency in Focus
    • Accountability
    • Accessibility
    • Assignment of Data Value


    Unfortunately, most agencies find that communication is a major barrier toward the successful implementation of a performance measurement system and all else. Call for more details about how I can help you!



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