Submitted by rthomas on Wed, 12/20/2017 - 13:20
Another Harvard Business Review article in the March 2010 issue is worth highlighting. A piece by Richard McDermott and Douglas Archibald examines informal and formal networks in companies, such as Fluor and ConocoPhillips, but their insights are relevant to public agencies as well. And they may be helpful to the Obama Administration’s efforts to create its proposed set of “problem solving networks.”
Submitted by rthomas on Wed, 12/20/2017 - 13:19
Submitted by rthomas on Wed, 12/20/2017 - 12:59
Don Sull, of the London Business School writes about “why execution stalls,’ in the March 2010 issue of the Harvard Business Review. He also offers a set of steps to take to ensure successful execution of programs. While he focuses on the private sector, the lessons seem equally relevant to the public sector!
Submitted by rthomas on Wed, 12/20/2017 - 12:57
In the wake of the Katrina disaster, one Louisiana state agency leader used the “clean slate” provided as an
opportunity to re-design the eligibility determination process for health care benefits provided to citizens in need.
Submitted by rthomas on Wed, 12/20/2017 - 12:56
A Canadian think tank has released a report on how senior government executives can support innovation by their employees as a way of solving societal problems and delivering better value to citizens. The report’s insights have some useful application to U.S. government executives, as well.
Submitted by rthomas on Wed, 12/20/2017 - 12:55
President Obama issued a memorandum on Transparency and Open Government following his inauguration in early 2009. The memo outlined his commitment to greater transparency, increased citizen participation, and more collaboration. This commitment acknowledges that government cannot solve by itself the challenges facing our nation.
Submitted by rthomas on Wed, 12/20/2017 - 12:53
Over the past two decades, a series of trends have resulted in a chorus of voices in Congress, the media and the public concluding that the current federal contracting system is broken. Between 1989 and 2000, Congress mandated deep cuts in the Defense acquisition workforce. During the 1990s, the federal government shifted its contracting approach from one focused on buying supplies to one buying services, using new flexible contracting vehicles. Beginning in 2000, federal contracting increased from $220 billion to over $530 billion in 2008, with no increase in contracting staff.
Submitted by rthomas on Wed, 12/20/2017 - 12:51
Congress passed the $787 billion Recovery Act in early 2009. The Act – sometimes referred to as the stimulus bill – focused on job creation, but it does so through hundreds of existing and new federal programs. Implementing these programs falls on the shoulders of thousands of state, local, non-profit, and private organizations. The Act also spawned new governance models. What are the implications of these models for national policy leadership, accountability, and our federal system?
Submitted by rthomas on Wed, 12/20/2017 - 12:50
Since the enactment of the Government Performance and Results Act in 1993, all agencies now have strategic plans and performance measures supported by an infrastructure of staff and processes build to collect and deliver performance data. The Obama Administration took office promising to appoint a “chief performance officer” to improve performance.
Submitted by rthomas on Wed, 12/20/2017 - 12:48
The IBM Center for The Business of Government hosted a forum in November 2009 to examine the Obama Administration’s themes for a high-performing government and to frame a public management research agenda.
Participants included nearly 50 of the nation’s top public management researchers, scholars, and distinguished practitioners. The forum was an effort to help bridge the gap between research and practice, and to collectively develop a research agenda that would help government executives move things forward.