Weekly Roundup: Dec 16-20, 2019

Snubbing Anti-Deficiency Act Rulings. Federal News Network reports: “Back in September the Government Accountability Office released a 25-page report to House and Senate leaders describing nine new violations of the Antideficiency Act, some dating back to spending in 2000.” But: “Six weeks later, OMB General Couns

Weekly Roundup: Dec. 9-13, 2019

FITARA Scorecard.  Federal Times reports: “ The ninth version the Federal Information Technology Acquisition Reform Act (FITARA) scorecard, released Dec. 11, rates agencies in several modernization categories, including data center closure, cybersecurity and CIO support from leadership. Overall, nine agencies improved their scores, with 11 remaining stagnant and four receiving lower grades than FITARA 8.0.”

An Olde Time Revival

The congregation of the faithful was nearly 100 enthusiastic state and local officials from across the region who are charged with helping their communities improve their operations and results by using performance information to make better decisions.

Weekly Roundup: Nov 25 - Dec 6, 2019

Fast-Track Hiring. Federal News Network reports: “Each of the military services has faced workforce challenges in their maintenance depots over the past several years. Congress has responded with new authorities that let the Defense Department sidestep the traditional hiring system to fill those vacancies. . . . .

Why collaborations fail

In his 2008 book on the next government of the United States, professor Donald Kettl eloquently zeroes in one of the defining challenges of government today: ”It is becoming increasingly hard for government to solve problems because the problems themselves confound the boundaries created to solve them.”

Should We Assess How Well Agencies Manage?

They began several months ago to catalog similar efforts in the private sector and other countries, as well as previous efforts in the U.S. federal government, such as the five-part scorecard developed as part of President George W. Bush’s Management Agenda and the Baldrige Excellence Framework.

Learning to Be a Leader

He says there are three inherent qualities of a leader: to have a purpose, to have a passion for this purpose, and to have courage.  The rest of “leadership,” he says, can be taught.

But teaching leadership skills and techniques is fraught with risk.  A survey of American companies found that while they invest about $16 billion a year into leadership training, two-thirds of CEOs thought the training wasn’t effective.

Weekly Roundup: Oct 21-25, 2019

John Kamensky

Laboratories of Democracy in Action: Investing in What Works

This “do what works” approach is global and is premised “on the assumption that increased use of research evidence will lead to better outcomes in terms of effectiveness, accountability, and sustainability,” according to a recent article by Roman Kislov et al in Public Administration Review.

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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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