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The IBM Center's Weekly Round Up highlights articles and insights that we found interesting for the week ending January 30.

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Seth Diamond
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New York City Department of Homeless Services

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Reform of the Federal IT Budget - Increasing Strategy, Decreasing Complexity
The federal budget process is an exercise in time travel. At any given moment, agency budget and program managers may live in as many as three years at the...

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Friday, January 30, 2015 - 11:19
The IBM Center's Weekly Round Up highlights articles and insights that we found interesting for the week ending...
View All content in Fostering transparency & democracy ( 81-90 of 207)
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Forty years ago, Congress passed a law to make government agencies more accountable and transparent in how they sought advice from industry and the public. It was called the Federal Advisory Committee Act. But over the years, the way the law was implemented led to less citizen involvement and reluctance by agencies from seeking advice.
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By: John Kamensky on The Business of Government Blog
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As time has gone on, the gathering of performance data has become increasingly common. But there’s still a major hole.
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In a refreshingly provocative article in this month’s Harvard Business Review, celebrated business writer Gary Hamel describes the condition of management in most large organizations (costly and inefficient) and how one company did away with all their managers and still manage to run a $700 million company with revenues and profits that leave competitors in the dust.
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In this issue of The Business of Government magazine, we survey the intersection where leadership, complex challenges, and the need for transformation meet.
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The use of dashboards in federal government agencies increased dramatically following the Obama administration’s Open Government Initiative issued in January 2009, which espoused the principles of transparency, participation, and collaboration.
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In 2009, the American Recovery and Reinvestment Act (ARA) provided a one-time boost in spending to state and local governments of more than $275 billion which was distributed via 65 different federal programs (both new programs and some already in existence). The funds were intended to help bridge the immediate fiscal problems created by the Great Recession.
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The GPRA Modernization Act of 2010 requires each federal agency to identify a set of priority goals, designate someone to be the goal leader for each goal, review progress toward these goals, and publicly report at least quarterly on that progress. Such a process represents a more focused review (concentrating on the priority goals) than the broader performance reviews described here.
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