Making Data Real – Lessons From and For Federal Leaders

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Earlier this fall, we co-hosted an event with the Partnership for Public Service that featured three federal executives leading innovative analytic efforts in their agencies. Over the last few weeks, we extended the conversation by blogging on seven government executives who successfully implemented analytics initiatives in their agencies. They shared their insights on ways to be successful, and hurdles to be mindful of, when beginning an analytics initiative.

On the Radio Hour

Seth Diamond
Commissioner
New York City Department of Homeless Services

In the magazine

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...

On the blog

Weekly Round-up: September 19, 2014
Friday, September 19, 2014 - 09:12
The IBM Center's Weekly Round Up highlights articles and insights that we found interesting for the week ending...
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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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In this issue of The Business of Government magazine, we survey the intersection where leadership, complex challenges, and the need for transformation meet. Whether it’s in the response to the global financial crisis, the national deficit, or the myriad of other pressing issues facing us, uncertainty seems boundless while constraints on resources are very real.
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A Time for Transformational Change
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In another installment of the Leaders Speak Series, I bring you a sampling of current government leaders and their advice on leadership and public service. What makes an effective leader? Why pursue a career in public service? Our guests offer their extended reflections on such questions.
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DeSeve identifies seven primary lessons from implementation of the Recovery Act.
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