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What are the strategic priorities for FirstNet? How is FirstNet pursuing its outreach strategy with key stakeholders? What is FirstNet doing to use collaboration and partnership to meet mission? Join host Michael Keegan as he explores these questions and more with TJ Kennedy, Acting General Manager, First Responder Network Authority (FirstNet), U.S. Department of Commerce.

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Seth Diamond
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Getting Big Things Done in Government
Two professional associations, the American Society for Public Administration and the National Academy of Public Administration, have joined to sponsor a...

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Weekly Roundup:  October 27-31, 2014
Friday, October 31, 2014 - 09:00
Articles from across the Web that we found interesting, the week of October 27-31, 2014.
View All content in Collaborating across boundaries ( 131-140 of 447)
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OMB sponsors several collaborative initiatives that reach across federal, state, and local boundaries. One, the Collaborative Forum, which is supported by the Partnership Fund, just recently relocated its support functions to the National Academy of Public Administration. The Academy will become the intersection for a series of intergovernmental working groups that will highlight and pilot new innovative approaches to improving cost-effective services.
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Effective governance is increasingly dependent on the use of cross-agency collaborative networks. Do you know if you are any good at running a collaborative network?
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All levels of government are under fiscal stress trying to meet greater demand for public assistance. This environment increases the magnitude of risk from improper payments and other wasteful practices.
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How can organizations reach beyond their traditional smokestacks and silos? Coordination mechanisms have existed for years, notes Naval Postgraduate School author Nancy Roberts, but they haven’t been used. But the availability of new web-based tools and the pressures from cost cuts, the war on terror, and emergency management may have created a new environment for action.
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It is our goal to help public sector executives and managers address real-world problems by supporting leading researchers who produce empirical evidence to inform the debates about whether particular management approaches will improve government performance.
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In 2009, the American Recovery and Reinvestment Act provided a one-time boost in spending to state and local governments of more than $275 billion which was distributed via 65 different new or existing federal programs.
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Governments, generally, are much better at giving out money than they are at figuring out where the money is spent, and how successfully. Progress on this front has certainly been made by cities, counties, states and the federal government, but there’s still a long way to go.
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“As the largest consumer of energy in the U.S. economy, the federal government can and should lead by example when it comes to creating innovative ways to reduce greenhouse gas emissions, increase energy efficiency, conserve water, reduce waste, and use environmentally responsible products and technologies,” President Obama.
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Federal agencies have developed “open government plans” in response to an early directive by President Obama.
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How do you tell the different between when government programs overlap and duplicate each other versus when they complement and reinforce each other in a collaborative network? Is this just a difference in rhetoric or in reality?
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