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?

Building an Enterprise Government

Submitted by on Mon, 03/14/2016 - 09:57

In January 2017, the next administration will begin the hard work of implementing the President’s priorities. Regardless of the specific policies, implementation in many cases will require working across agency boundaries. By taking an “enterprise government” approach – starting in the transition and continuing into the White House – the next administration can deliver on their promises more effectively.

New Tools for Collaboration: The Experience of the U.S. Intelligence Community

Submitted by on Fri, 01/29/2016 - 10:39

The purpose of this report is to learn lessons by looking at the use of internal collaborative tools across the Intelligence Community. The initial rubric was tools, but the real focus is collaboration, for while the tools can enable, what ultimately matters are policies and practices interacting with organizational culture. It looks for good practices to emulate. The ultimate question is how and how much could, and should, collaborative tools foster integration across the Community.

Using Mobile Apps in Government

Submitted by on Wed, 01/13/2016 - 06:48

More than 90 percent now own a cell phone, and three-quarters of those are smartphones. Mobile apps—first introduced in 2008—have become an essential tool for commercial services, such as music, weather, and shopping. In fact, the average smartphone user has about 40 apps on their device.

Fall 2015 Edition

Submitted by on Mon, 11/23/2015 - 15:30

Beyond Business as Usual: Improving Defense Acquisition through Better Buying Power

Submitted by on Wed, 11/04/2015 - 15:12

On behalf of the IBM Center for The Business of Government, we are pleased to present this report, Beyond Business as Usual: Improving Defense Acquisition through Better Buying Power, by Zachary S Huitink and David M Van Slyke, Syracuse University.

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