Submitted by ALingayat on Wed, 04/11/2018 - 10:33
As Chief Information Officer (CIO), Loretta provides executive leadership to critical areas of the University, prioritizes IT investments in collaboration with key constituencies, and leads the GW IT organization in the execution of strategic initiatives that are aligned with and advance the University’s strategic plan and goals. Loretta oversees the portfolio of technology projects, all IT policies, contracts, vendor relationships, and the annual operating and capital budgets.
Submitted by ABarnes on Wed, 03/28/2018 - 10:41
Douglas W. Webster is a Senior Fellow with the George Washington University Center for Excellence in Public Leadership, where he teaches Enterprise Risk Management. He is also the Director of Government to Government Risk Management at the U. S. Agency for International Development and the founder and former president of the Cambio Consulting Group.
Submitted by GPierre on Wed, 02/28/2018 - 14:24
Jón R. Blöndal is currently Deputy Head of the Budgeting and Public Expenditures Division at the Organisation for Economic Co-operation and Development (OECD). This division is concerned with the overall functioning of the budgeting system—promoting aggregate fiscal discipline, the effective allocation and relocation of resources, and the efficient management of government. As such, it is involved with the whole budgeting cycle—formulation, approval, implementation, and audit.
Submitted by GPierre on Mon, 02/26/2018 - 15:14
Thomas H. Stanton teaches at Johns Hopkins University. He is President of the Association for Federal Enterprise Risk Management (AFERM) and a former member of the federal Senior Executive Service. He is a Fellow and former board member of the National Academy of Public Administration and formerly chaired the Academy’s Standing Panel on Executive Organization and Management. With a career that spans the practical and the academic, Mr Stanton’s work has led to the creation of new federal offices and approaches to delivering public services more effectively. Mr.
Submitted by rthomas on Wed, 12/20/2017 - 12:53
Over the past two decades, a series of trends have resulted in a chorus of voices in Congress, the media and the public concluding that the current federal contracting system is broken. Between 1989 and 2000, Congress mandated deep cuts in the Defense acquisition workforce. During the 1990s, the federal government shifted its contracting approach from one focused on buying supplies to one buying services, using new flexible contracting vehicles. Beginning in 2000, federal contracting increased from $220 billion to over $530 billion in 2008, with no increase in contracting staff.
Submitted by rthomas on Wed, 12/20/2017 - 12:50
Since the enactment of the Government Performance and Results Act in 1993, all agencies now have strategic plans and performance measures supported by an infrastructure of staff and processes build to collect and deliver performance data. The Obama Administration took office promising to appoint a “chief performance officer” to improve performance.
Submitted by rthomas on Wed, 12/20/2017 - 12:48
The IBM Center for The Business of Government hosted a forum in November 2009 to examine the Obama Administration’s themes for a high-performing government and to frame a public management research agenda.
Participants included nearly 50 of the nation’s top public management researchers, scholars, and distinguished practitioners. The forum was an effort to help bridge the gap between research and practice, and to collectively develop a research agenda that would help government executives move things forward.
