Weekly Roundup: June 19 - 23, 2017

John Kamensky

Weekly Roundup: June 26-30, 2017

John Kamensky

Restored Faith.  FedScoop reports on comments by Cong. Gerry Connelly at a conference, noting: “With agencies now required to report their spending data in compliance with the Digital Accountability and Transparency Act, it’s a chance for the federal government to earn some trust from the American people.”

Do Tiered Evidence Grants Work?

It recently released a nine-point agenda recommending actions that Congress can take to ground funding decisions on this basis.  One of its recommended actions is to expand the use of “tiered evidence” grants.

But do they work?

Weekly Roundup: July 31 - August 4, 2017

Good News: Acquisition Reform Works. Steve Kelman writes in FCW: “cost growth in the development of new weapons systems has slowed.”  He explored “why” and concluded that the acquisition reforms over the past decade has finally made a difference.

Weekly Roundup: August 7-11, 2017

John Kamensky

Exciting OpportunitiesGovernment Executive reports: “Though their written plans remain shrouded from public view, agency officials charged by the Trump White House with making government more efficient say they are “excited” about what they see as a rare opportunity for systemic and lasting change to government operations.”

When Are Managers Willing to Take Risks?

The common perception is that, as a group, federal managers tend to be risk adverse.  However, new research based on data from the annual federal employee viewpoint survey concludes that the answer is: it depends.  Managers in both high-performing and low-performing organizations tend to be risk takers.  They probably feel they have little to lose by trying something new.  In contrast, managers in stable, middle-of-the-road organizations tend to be risk adverse and do not want to rock the boat by taking risks.

Competent Management: Getting the Basics Right

new article in the Harvard Business Review by a team of researchers led by Raffaella Sadun, Nicholas Bloom and John Van Reenen, have done just this, for private sector companies.  But their lessons apply in government as well, observing: “Core management practices can’t be taken for granted.

A Dismal GAO Assessment – But a Ray of Hope

But there was a ray of hope embedded in GAO’s report.  The opening section assesses agencies’ progress in working together across organizational boundaries, noting “Many of the meaningful results that the federal government seeks to achieve . . .

Weekly Roundup: October 9-13, 2017

John Kamensky

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Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States
202-551-9341

Mr. Kamensky is a Senior Fellow with the IBM Center for The Business of Government and an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas. He can be reached at: john.kamensky@us.ibm.com

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