Performance-Based Acquisition: What is the Problem?

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

Since the early 1990's, the federal government has been moving toward a more results oriented, performance-based management environment. Under performance-based acquisition (PBA), agencies tell the contractor the results they want, not how to do the work and then measure whether or not the results are achieved. Uneven adoption of PBA techniques appears to be partly due to holding contracting accountable for a program responsibility, as well as a lack of staff expertise.

Success Factors for Implementing Shared Services in Government

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

This report assesses the lessons learned from government organizations that have successfully implemented shared services and recommends best practices for those considering doing so.

The Multisector Workforce: How Can We Manage It Better?

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

Over the last 15 years federal government managers have relied on a much broader and more diverse set of personnel for carrying out agency missions, with private sector contractors assuming a much greater role than in the past. A key question is what are the implications of this shift to a multisector workforce for how federal agencies accomplish their missions. A more robust human capital planning process is needed to address multisector workforce issues.

Leveraging Web 2.0 in Government

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

In the past year, there has been enormous hype in the media about the growth of Web 2.0 and the use of social networking by the millennial generation. There has also been much publicity about the use of Web 2.0 in business and government. This report deconstructs the hype and presents the potential uses of social computing in government, discusses the barriers to Web 2.0, and presents what citizens think about Web 2.0.

Best Practices for Implementing Agile Methods: A Guide for Department of Defense Software Developers

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

Traditional plan-driven software development has been widely used in the government because it's considered to be less risky, more consistent, and structured. But there has been a shift from this approach to Agile methods which are more flexible, resulting in fast releases by working in an incremental fashion to adapt to the reality of the changing or unclear requirements.

Integrating Service Delivery Across Levels of Government: Case Studies of Canada and Other Countries

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

Public services are traditionally delivered through a number of government agencies via programs that are not connected to each other. In the midst of this decentralized fragmentation, two trends - a citizen-centric philosophy and network model of service delivery - are driving demands to integrate the delivery of citizen-oriented services across levels of government. The rapid increase in technology allows this new collaborative approach to service design and delivery to be a successful substitute for the old hierarchical approach.

The National Security Council: Recommendations for the New President

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

Dr. Worley's report examines 60 years of history of how presidents have used the National Security Council organization and process. From the administration of Harry Truman to George W. Bush, the report analyses which approaches succeeded and which failed. It then offers a series of recommendations for improving the effectiveness of the national security system.

Biometrics: Enhancing Security in Organizations

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

This report evaluates the use of biometrics in governmental organizations as well as the private sector. It makes recommendations on how biometrics can be implemented effectively. A key lesson is that organizations need to develop a clear business case that explains the need for biometrics. Technology and E-Government

Four Strategies to Transform State Governance

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

Historically, transforming state government meant restructuring or reorganizing the executive branch or a single agency. However, these approaches are no longer seen as effective. State government must become more flexible and responsive to the rapidly changing environment in which they operate. The four transformation strategies recommended in this report can be acted upon in a relatively short period of time without investing a great deal of additional resources and without partisan debates.

What the Federal Government Can Do to Encourage Green Production

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

The green movement has reached a tipping point in recent years. Private industry now realizes that using green production techniques not only improves the environment but also can provide significant financial benefits by reducing waste, regulatory costs, and potential long-term liabilities. This report identifies six factors that currently discourage industry from undertaking green production methods.

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