Part 5: Distance Work - What’s Happening at the State and Local Levels?

[Note: This column also appears in Washington Technology. It is the fifth in a series on how the COVID-19 crisis has changed how government works. Emily Craig and Michaela Drust, IBM, are co-authors of this column.]

Improving Customer Service

A 2016 Forester Research report, said that the federal government had a “Near monopoly on the worse experiences.” By 2019, its survey showed that customer experiences with federal services “remains weak and uneven,” even though the White House

Part 4: What’s Happening Today with Federal Distance Work?

[Note: This column also appears in Washington Technology. It is the fourth in a series on how the COVID-19 crisis has changed how government works. Emily Craig and Michaela Drust, IBM, are co-authors of this column]

But will individual telework only be seen as a workaround until everyone returns to the office, or will agencies consciously decide to change how work will be done from now on, as distributed teams working from anywhere?

Weekly Roundup: May 25-29, 2020

John Kamensky

Promoting Employee Engagement

When President Obama took office, it was the depth of the Great Recession and he froze pay and bonuses for the civil service to reflect the economic downturn across the country.  However, the Administration undertook several efforts to improve the working environment for employees by:

Part 3: What’s Been Government’s Experience with Distance Work Over the Past Decade?

[Note: This column also appears in Washington Technology. It is the third in a series on how the COVID-19 crisis has changed how government works.]

Weekly Roundup: May 18-22, 2020

John Kamensky

Empowering HR and the Managers: Lessons from the Bush Administration

In early 2001, the Government Accountability Office (GAO) designated “Strategic Human Capital” as one of the federal government’s high risks for potential failure.  This issue is still on its list today, even though there have been concerted efforts by subsequent presidential administrations to address the issues raised by GAO.

GAO’s concerns at the time were that agencies did not:

Weekly Roundup: May 11-15, 2020

John Kamensky

Empowering the Federal Workforce to Get Results: Then and Now

But as IRS managers have found, this is an uncomfortable shift because it involves a culture change for managers. They have to trust their workers to do the right thing and empower them with the information, training, and tools to do it.

Pages

Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States
202-551-9341

Mr. Kamensky is a Senior Fellow with the IBM Center for The Business of Government and an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas. He can be reached at: john.kamensky@us.ibm.com

Your cart

Your cart is empty.