The Next Four Years: Managing Across Agencies – Building from Collaboration to a New Model

Monday, October 22nd, 2012 - 14:50
Monday, October 22, 2012 - 14:31
For most of the last century, when the public or Congress determines that there is a need for government activity in a certain area, the response has come in the form of a program that sits within an agency.  Funding is requested by Administrations within accounts dedicated to that program, which Congress then authorizes under Committees focused on that program.  Managers run their programs as a line operation, with staff (and often contractors) working within program authorities in a hierarchical structure.  Oversight processes -- from OMB to Congress to outside interest gro

2012 Call for Research Report Proposals

Thursday, September 27th, 2012 - 14:38
Our aim is to produce research and analysis that helps government leaders more effectively respond to their mission and management challenges. The IBM Center is named "The Business of Government" because its focus is the management and operation of government, not the policies of government. Public sector leaders and managers need the best, most practical advice available when it comes to delivering the business of government. We seek to “bridge the gap” between research and practice by helping to stimulate and accelerate the production of actionable research.

Collaboration Across Boundaries: Insights and Tips from Federal Senior Executives

Tuesday, August 14th, 2012 - 11:07
This report, which continues the IBM Center’s long interest in collaboration, provides valuable insights into how federal senior executives view collaboration. Based on survey responses from over 300 members of the federal Senior Executive Service, O’Leary and Gerard found—to their mild surprise—that nearly all those surveyed report using collaboration as a management strategy.

Leading eDiplomacy at State: Conversation with Richard Boly

Wednesday, July 11th, 2012 - 17:18
Wednesday, July 11, 2012 - 16:25
Technology and new innovations are changing the world in which we live. The U.S. Department of State has sought to leverage these new innovations in service of its diplomatic and development goals -- leveraging the networks, technologies, and demographics of the interconnected world. In this dynamic global landscape, State has also sought to restructure its organization and how it operates. Advancing diplomacy by pursuing effective knowledge-sharing as well as expanding the use of collaborative technology.

How an "Open Project" Approach Can Change the World

Monday, June 25th, 2012 - 9:33
Monday, June 25, 2012 - 09:20
IBM Center author David Witzel examines the evolution of the Internet over the past four decades in a new report, looking for lessons in the use of open project design that could be applied in other policy domains.  He explores how a wide range of autonomous, overlapping, and interconnected open projects ini­tiated by government staff, techies, entrepreneurs, and students around the world resulted in one of the most profound changes in society across the globe

Lessons in Designing Collaborative Networks

Wednesday, June 20th, 2012 - 13:28
Wednesday, June 20, 2012 - 13:14
Professors Jane Fedorowicz and Steve Sawyer have authored a new report, “Designing Collaborative Networks:  Lessons Learned from Public Safety,” for the IBM Center.  Their report sums up a multi-year, multi-university research effort sponsored by the National Science Foundation and others.  The broader research effort examines the evolution of public safety networks in communities across the country.  These ground-level networks link poli

Collaborating in a Hierarchical World

Tuesday, April 17th, 2012 - 11:24
Tuesday, April 17, 2012 - 11:20
Drs. Rosemary O’Leary and Nidhi Vij presented a paper at the recent annual conference of the American Society for Public Administration, “Collaborative Public Management:  Where Have We Been and Where Are We Going?”  They surveyed the literature (so you wouldn’t have to) to find the most important issues facing the field, at least from the perspective of academia.  They identified ten that kept surfacing in the literature:

Should Government Reorganize Itself? (Part VI)

Thursday, April 12th, 2012 - 11:19
Thursday, April 12, 2012 - 11:12
Typically, the cultural, administrative, and legal barriers to working together collaboratively inside the federal government are too high and they discourage efforts to collaborate (more on this in a future post).  The Obama Administration has taken some steps, such as the president’s directive last year that encourages administrative flexibility by federal agencies when working with state and local governments.

Should Government Reorganize Itself? (Part V)

Wednesday, April 11th, 2012 - 10:24
Wednesday, April 11, 2012 - 10:21
Structural reorganization initiatives – like the creation of the Department of Homeland Security -- are slow, take an enormous amount of effort, and require years to become effective.  Ultimately, the new structure becomes rigid and needs to be revisited.  Many observers advocate creating more adaptable approaches that allow a mix and match of capabilities.  What are some potential options for doing this? Executive Branch Options

Should Government Reorganize Itself? (Part IV)

Tuesday, April 10th, 2012 - 16:57
Tuesday, April 10, 2012 - 16:51
When Vice President Gore’s reinventing government team was being formed in the early 1990s, he encouraged it to not focus on reorganizing agencies and programs, but rather to fix what’s inside the agencies.  He also advocated the creation of “virtual agencies.”  At the time, no one really understood what he was talking about, but today – with the technologies now available – it is really possible.