Creating a Framework to Measure Performance - Consistently

The big challenge for top leaders is - How do you create a leadership framework to achieve results, day-in and day-out, in a sustainable way, that stays focused and doesn’t let the organization get distracted by the inevitable headline-grabbing urgencies that arise on a regular basis that sap focus away from key mission goals?

Getting the Word Out - Part 1

Too often, government operations are invisible and taken for granted.  This is not unlike how most of us approach the availability of electricity in my home – we don’t notice the heroic efforts and complexity in keeping it on until we lose power in a cold snap!

Five Paradoxes of Creating an Innovation Culture

A recent trend has been to set up an innovation office to be the catalyst for new ideas. These offices can be helpful starting points and an inspiration to employees across an organization. However, most leaders want to create a culture of innovation across their entire workforce, not just in an elite subset of employees.

A Tale of Two Cities: How Different Performance Management Systems Use Citizen Feedback (Part 1)

There’s been a decades-long movement in the U.S. to increase citizens’ involvement in government, and for government services to be more citizen-centric. As a result, we expect to see such initiatives in cities across the U.S., but what about in China? Interestingly, there is a real commitment in some cities in China to listen, and respond, to their citizens.

John B. Gilmour

John B. Gilmour is a Professor of Government and Associate Director of the Public Policy Program at the College of William & Mary. He teaches courses on American politics, public policy, and budgeting. Before coming to William & Mary in 1995, he taught at Washington University in St. Louis and the University of California at San Diego.

Priscilla Regan

Dr. Regan is a Professor in the Department of Public and International Affairs at George Mason University. Prior to joining that faculty in 1989, she was a Senior Analyst in the Congressional Office of Technology Assessment (1984-1989) and an Assistant Professor of Politics and Government at the University of Puget Sound (1979-1984).

A New Fellow Joins The Center: John Pereira

John will lead Center thought leadership activity focused on the intelligence enterprise in government, providing insights and recommendations that can help leaders across intelligence agencies improve program performance, effectiveness and efficiency in this critically important mission area. John also serves as Intelligence Industry Leader for Defense & Intelligence for IBM Global Business Services, Public Services Sector. We look forward to John sharing his contributions through the Center’s blogs, reports, and events.

John Trattner

John H. Trattner, Council for Excellence in Government

A Roadmap for IT Modernization in Government

Professor Dawson’s recommended roadmap is based on research into past experiences in IT modernization at the Federal and State level, as well as in industry. He draws lessons from his research and extensive case interviews with Federal and State Chief Information Officers (CIOs). Using these lessons, the author frames impediments to modernization and risks for agencies that do not modernize, including continued cybersecurity weaknesses.

Colin Campbell

Colin Campbell was born in Calgary, Alberta in 1943. He was educated in that city and at Gonzaga University in Spokane, Washington, where he received his A.B. (Hons.) in political science in 1965. In 1966, he obtained his M.A. in political science at the University of Alberta. He completed his Ph.D. in political science at Duke University in Durham, North Carolina in 1973. From 1975 to 1983, Campbell taught at York University in Toronto where he became professor of political science and coordinator of the Public Policy and Administration Program.

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