Ten Recommendations for Managing Organizational Integrity Risks

Submitted by on Wed, 08/03/2016 - 10:21

This report continues the IBM Center’s long interest in risk management. This report, however, examines an aspect of risk management that is often overlooked: managing “organizational integrity” risks, based on a case study of four major public and private health care organizations. Professor Molina defines organizational integrity as occurring when an organization functions consistently with the purposes and values for which it was created. The report discusses two types of integrity issues an organization must monitor: integrity violations and integrity risks.

Managing Advanced Threats in the Digital Age: Addressing security, risk and compliance for U.S. Public Sector executives

Submitted by on Wed, 06/29/2016 - 13:14

These attacks are relentless, aggressive and constantly evolving, and have clearly shown that federal agencies and organizations are struggling in managing security threats, despite the stricter security protocols that are often in place at government agencies. Cyber threats are “among the most urgent dangers to America’s economic and national security,” President Obama was quoted as saying in a Wall Street Journal article in 2015.

Summer 2016 Edition

Submitted by on Thu, 06/23/2016 - 13:06

Ten Actions to Improve Inventory Management in Government: Lessons From VA Hospitals

Submitted by on Mon, 06/20/2016 - 06:34

The authors found five major challenges to improving inventory management in the public sector.

Performance Partnership Pilots: Increasing Program Flexibility to Improve Outcomes

Submitted by on Tue, 06/07/2016 - 10:44

As part of the Consolidated Appropriations Act for fiscal year 2014, Congress authorized a limited number of local projects targeted to assisting disconnected youth. The Performance Partnership Pilots program currently involves participation from seven different federal departments or agencies and is administered by the Department of Education.

Managing Risk, Improving Results: Lessons for Improving Government Management from GAO’s High Risk List

Submitted by on Mon, 05/16/2016 - 09:25

That list has grown from 14 programs in 1990 to 32 by 2015, when it was last updated.  These programs range from Medicare benefits to food safety oversight.

Dr. Kettl, one of the nation’s most insightful observers of government operations, stepped back to review what changes in the high-risk list mean over time.  He explored:

Leadership, Change, and Public-Private Partnerships

Submitted by on Mon, 04/25/2016 - 09:42

This report continues the IBM Center’s long interest in leadership, transformation, and the use of innovative public-private partnerships. It explores how NASA leaders have leveraged public-private partnerships to replace the space shuttle, while developing new policy mechanisms to enable private companies to take over cargo and astronaut transport to the International Space Station (ISS). The author focuses on the evolution of this

Enhancing the Government’s Decision-Making

Submitted by on Wed, 04/20/2016 - 09:30

Incoming leaders in the White House and across federal agencies will be flooded with information, advice and suggestions for new programs and priorities. They will face an urgency to act, especially on presidential priorities and budget choices. Unrelenting demands will arise around important day-to-day decisions on personnel actions, contracting, grants and regulatory issues.

Building Performance Systems for Social Service Programs

Submitted by on Tue, 04/05/2016 - 09:37

Prodded by past scandals and court orders, the State of Tennessee today has one of the nation’s best performance-contracting systems for its child welfare program. In this report, Patrick Lester documents its evolution and use, and how Tennessee has avoided some of the common design flaws endemic in other social service programs using the performance-based contract model.

The Social Intranet: Insights on Managing and Sharing Knowledge Internally

Submitted by on Tue, 03/22/2016 - 09:09

While much of the federal government lags behind, some agencies are pioneers in the internal use of social media tools.  What lessons and effective practices do they have to offer other agencies?

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