Professors Greer and Bullock detail DOL’s innovative approach
to improve outcomes and performance related to improper payments,
which is an area of operational risk that has been identified
as a legislative priority.
This edition of the Business of Government magazine highlights strong leaders with the right talent who are charged with executing the business of government. These leaders are responsible for a vast array of government missions that comprise a significant chunk of the federal government budget.
What can government executives learn from the GAO’s high-risk list?What have agencies done over the years to get their programs off the list? How can program stay off the list in the first place? Join host Michael Keegan as he explores these questions and more with Dr. Don Kettl, author of the IBM Center report, Managing Risk, Improving Results: Lessons for Improving Government Management from GAO’s High-Risk List.
Anne Rung joined me on The Business of Government Hour to discuss federal acquisition: why it is so complex, category management and its promise, driving innovation in acquisition, and efforts to strengthen government-industry relationships
There are jokes that getting put on GAO’s high risk list is like the 1977 Eagles’ hit, “Hotel California,” where “you can check out any time you like, but you can never leave.” But in fact, over one-third of agency programs on the list have gotten off. What’s the secret?
For more than a quarter century, the U.S. Government Accountability Office has been highlighting and tracking a handful of programs that it judges as being at high risk for waste, fraud, abuse, and mismanagement.
Since December 2010, Dr. Jonathan Woodson has acted as the principle advisor to multiple secretaries of defense. As assistant secretary of defense for health affairs, he has lead DoD’s military health system, overseeing the Defense Department's $50 billion health budget, and shepherding this mission critical care system through major reform efforts.
NASA wants to concentrate its limited resources on deep-space exploration and cede lower-Earth orbit to a burgeoning commercial space sector. Achieving these two goals requires transformational change. The shuttle successor partnership with the private sector can initiate such change. This is indeed a case about transformative change—a radically new way of performing an existing government task.