The right kind of leadership approach and style can drive change in government
Governments today face serious, seemingly intractable public management issues that go to the core of effective governance and leadership -- testing the very form, structure, and capacity required to meet these problems head-on.
In meeting varied missions, government executives confront significant challenges. Responding properly to them must be guided and informed by the harsh fiscal and budgetary realities of the day. It can no longer be simply a wishful platitude that government do more with less. Leaders need to change the way government does business to make smarter use of increasingly limited resources—leveraging technology and innovation to be more efficient, effective, anticipatory, adaptive, and evidence-based in delivering missions and securing the public trust.
In advance of the Afghan Presidential election run-off scheduled for June 14, Larry Sampler, assistant to the USAID Administrator for Afghanistan and Pakistan join me on The Business of Government to explore how USAID has sought to promote stability and order in Afghanistan and what is USAID's three-fold transition strategy. The following is an excerpt of our discussion on The Business of Government Hour.
In a climate of fiscal austerity, it is far better to cut programs with minimal impact and improve existing programs, based on evidence from high-quality program evaluations. What is program evaluation? How can evidence and rigorous evaluation be best integrated into decision-making? Kathy Stack, Advisor for Evidence-Based Innovation, Office of Management and Budget (OMB) shares her insights on these topics and more.
We stand at a pivotal moment in space exploration. There are plans to further extend our reach into the solar system, and NASA is leading the way. An orbiting outpost, the International Space Station (ISS), is home to a crew of astronauts from across the world conducting research and learning how to live and work in space.
The American healthcare system is complex. It was not created complex and expensive from its origins, but evolved to become this way over a period of about 100 years. There is nothing inherent in the way it evolved. It could have been different. But many decisions, often made for reasons having nothing to do with improving healthcare, shaped the healthcare system we have today. Explaining how it works and doesn’t work, its problems, attempts to reform it, and how recent reforms may transform it requires considering an unusual combination of topics.
With the creation of the Defense Health Agency, DoD has taken a step in changing the way it delivers care. DHA is the starting point for comprehensive enterprise-wide reform. It is a leading example for how DoD will seek to modernize and integrate its system of care -- creating a stronger, better and more resilient military health system for the future.
John Kamensky Fix, Don’t Kill Telework. Eyebrows have been raised over perceived misuse of telework at the Patent and Trademark Office. But Jeffrey Neal, a former chief human capital officer at Homeland Security, tells Federal News Radio that “Rather than attempting to reverse telework programs, we should be working on fixing the problems. Nothing I have experienced, heard from people currently in government, or read tells me telework and other workplace flexibilities should be killed. . . .
OMB Updates Performance.gov. OMB posted third quarter performance progress updates for cross-agency and agency-specific priority goals on performance.gov. In an accompanying blog post, OMB director Shawn Donovan highlights some specific accomplishments.
Clara Conti is a former chief executive officer, corporate restructuring guru and founder of multiple business startups. Connect with her on LinkedIn or Twitter. She is lead partner for Covid-19 Tiger Team at IBM.