Using Prizes as Innovation Engines

Tuesday, February 8th, 2011 - 10:46
Tuesday, February 8, 2011 - 09:42
As promised in an earlier blog post on this topic, the IBM Center now has a report, “Managing Innovation Prizes in Government,” by Luciano Kay, with the School of Public Policy at the Georgia Institute of Technology.

An Open Government Implementation Model: Moving to Increased Public Engagement

Tuesday, January 25th, 2011 - 17:18
Tuesday, January 25, 2011 - 14:51
On his first full day in office, January 21, 2009, President Obama issued a call for increased openness in government.

Our Top 10 Most-Read Blog Posts in 2010!

Friday, December 31st, 2010 - 16:58
Friday, December 31, 2010 - 15:51
1.      Congress Hits Refresh Button on the Results Act (October 5, 2010) Senator Tom Carper (D-DE) summarized the need for a refresh when he introduced his bill with bipartisan support:  "Producing information does not by itself improve performance and experts from both sides of the aisle agree that the solutions developed in 1993 have not worked.”

Do-Gooders and Good Government

Tuesday, November 23rd, 2010 - 11:23
Tuesday, November 23, 2010 - 10:20
This election cycle saw record-shattering amounts of campaign spending, according to media reports.  Some, such as California gubernatorial candidate Meg Whitman, spent their personal fortunes in their run for public office.  But there are others who are investing their personal fortunes in hopes that government can be better run, no matter who the elected officials might be.

Strategies for Supporting Frontline Collaboration: Lessons from Stewardship Contracting

Monday, November 22nd, 2010 - 15:23
Posted by: 
The Obama administration’s Open Government initiative places a strong emphasis on increasing collaboration— among agencies as well as with citizens and other stakeholders— to achieve more effective program and mission results. Agencies have developed their required Open Government Plans, but many of these plans lack details on how to successfully conduct collaborative efforts, especially on the front lines of government.

Table of Contents

Jonathan Breul
By Jonathan D. Breul

Conversations with Leaders

Profiles in Leadership

Assistant Administrator for Information Services and Chief Information Officer Federal Aviation Administration
By Michael J. Keegan
Deputy Chief of Naval Operations for Information Dominance and Director of Naval Intelligence
By Michael J. Keegan
Associate Administrator, Office of Citizen Services and Innovative Technologies U.S. General Services Administration
By Michael J. Keegan
Chief Information Officer, U.S. Department of Homeland Security
By Michael J. Keegan







Really enjoy this journal...very interesting content and well done!! I particularly find interesting the conversations and

11/29/2010 - 11:47

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Engaging Partners in Measuring Program Effectiveness

Tuesday, October 12th, 2010 - 8:29
Tuesday, October 12, 2010 - 08:24
Jeff Tryens, the former director of the Oregon Progress Board, conducted a survey for Metro, which is Portland, Oregon’s area regional government, to find out.  He surveyed over two dozen existing programs to identify best practices in developing and using community-level indicator systems to “inform, engage, intervene, or fund” efforts to jointly improve the results communities (not

Lessons Learned: Share and Share Alike

Monday, October 4th, 2010 - 5:45
Wednesday, September 29, 2010 - 17:04
One of the reasons we got into the business of reporting about states and localities was a sense that there was insufficient sharing of good information among and between them. So, we were particularly pleased to hear  from Wendy Korthuis-Smith, who spearheads the state’s Recovery Act work, about a recurring Thursday event on her calendar marked “State economic recovery coordinators weekly update."  

Regulatory Partnerships: Good or Bad? (Part 2)

Wednesday, September 29th, 2010 - 12:47
Wednesday, September 29, 2010 - 12:42
For example, Vice President Gore’s reinvention lead, Bob Stone, noted in 1998 that: “In Kansas City, the OSHA team offered training and a voluntary self-inspection to meatpacking companies with high injury rates. Working in partnership with OSHA, these companies reduced lost workdays by 15 percent. Even better, in response to their training, the employees identified and corrected 840 workplace hazards – far more than [OSHA] inspectors ever could.”
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