Executive Response to Changing Fortune: Sean O'Keefe as NASA Administrator

Submitted by on Thu, 03/12/2009 - 20:00

This report describes the tenure of Sean O’Keefe as administrator of the National Aeronautics and Space Administration (NASA). The report describes how O’Keefe faced three difficult challenges during his three years at NASA. His first challenge was to solve the space station’s financial mess. His second challenge was to manage the aftermath of the Columbia shuttle disaster. His third challenge was to steward the President’s 2004 vision for the further exploration of space.

Global Movement Management: Securing the Global Economy

Submitted by on Thu, 03/12/2009 - 20:00

Global Movement Management (GMM) is a comprehensive and achievable framework for securing the key flows - people, goods, conveyances, money, and information - in the global economy against disruptive threats and building resiliency into the system. This framework can help overcome the key impediments to efforts to promote security in the global movement system, and motivate key stakeholders to work together to integrate security and resilience into the system.

The Next Government of the United States: Challenges for Performance in the 21st Century

Submitted by on Thu, 03/12/2009 - 20:00

So, what happens next? The next president will face a very different set of management challenges from the ones that confronted the current president when he took office. Can we begin to predict and start preparing to respond to these challenges? That is the task that Dr. Kettl took on, through our encouragement, using his insightful essay in Part I of this report to promote discussion during a two-day forum that the IBM Center for The Business of Government convened this past summer.

Moving from Outputs to Outcomes: Practical Advice from Governments Around the World

Submitted by on Thu, 03/12/2009 - 20:00

Perrin’s report provides substantial evidence that countries are moving toward a results-oriented approach in a wide variety of government contexts. Until recently, the process and performance of government has been judged largely on inputs, activities, and outputs. Based on a two-day forum sponsored by the World Bank and the IBM Center involving officials from six developed and six developing countries Perrin identifies state-of-the-art practices and thinking that go beyond the current literature.Managing for Performance and Results

Public Deliberation: A Manager's Guide to Citizen Engagement

Submitted by on Thu, 03/12/2009 - 20:00

There are new and exciting opportunities to engage citizens by informing, consulting, involving, and collaborating with them through a number of techniques; for example, the use of online surveys and peer-to-peer communication tools such as blogs and wikis. Many of these are now being piloted and used by states, localities, and nonprofits. There is also an increased interest by federal agencies. But the challenge of reaching those who don’t already participate as activists or interest group members remains.

Performance Budgeting: How NASA and SBA Link Costs and Performance

Submitted by on Thu, 03/12/2009 - 20:00

Dr. Blanchard’s report begins with a description of the statutory and conceptual foundations of costing requirements. He follows with a framework for integrating costs and performance. He then tells the story of how two very different federal agencies successfully met the PMA’s performance costing requirements. Blanchard draws upon published reports and articles, as well as his own experience leading PMA reform efforts at the National Aeronautics and Space Administration (NASA) and the Small Business Administration (SBA).

Using the Balanced Scorecard: Lessons Learned from the U.S. Postal Service and the Defense Finance and Accounting Service

Submitted by on Thu, 03/12/2009 - 20:00

This report showcases two large federal agencies that adapted the balanced scorecard approach to their operations and have used it for more than five years to drive improved performance.

Effectively Managing Professional Services Contracts: 12 Best Practices

Submitted by on Thu, 03/12/2009 - 20:00

This report is targeted to the growing pool of government managers who are responsible for managing professional services contracts. It gleans a dozen best practices, based on real-world experience, currently used by successful managers across the government. A major theme of these experiences is the importance of creating a more effective working relationship-much more like a partnership than the traditional adversarial relationship-between the project officer, the contract manager, and the contractor.

Six Trends Transforming Government

Submitted by on Thu, 03/12/2009 - 20:00

Since 1998, the IBM center for The Business of Government has been studying the substantial changes that are under way at all levels of government within the United States and in other nations across the world. These changes are being driven by a series of new imperatives in the United States. Fortunately, there is now a set of trends that seems to be responding to these imperatives and is leading to more results-oriented government.

The Challenge of Innovating in Government

Submitted by on Thu, 03/12/2009 - 20:00

This report develops a tool-kit of practical advice for would-be public management innovators based on the experiences of successful public management innovators in a variety of countries. Through a survey of the Commonwealth Association for Public Administration and Management (CAPAM) international innovation award winners, a series of tool-kit characteristics are generated of innovations and tactics used to build alliances of supporters and overcome obstacles.

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