Transforming the Business of Government -- Acknowledgments

This book commemorates the 25th anniversary of The IBM Center for The Business of Government. Over the last quarter-century of connecting research to practice, we have benefited greatly from collaborating with partners, through various networks and ecosystems, who also find value in improving the management and operation of government.

Sixteen Habits of Highly Effective Governments (Part Two)

In our first blog, we discussed the criticality of government performance to public service delivery and achievement of national development goals. We also covered the first four habits of highly effective government. Below we continue our presentation of the habits of highly effective governments.


Habit # 5

Building and Maintaining Customer Trust in Government Services

In the Gettysburg address, President Abraham Lincoln made famous the reference to “government of the people, by the people, for the people.” He did so at the height of the Civil War, a time when belief in the United States was fractured almost to the point of no return. While the nation has come a long way since 1863, the faith Americans have in the federal government is at a new sustained low.

Heath Mitchell - FEMA’s Federal Insurance Directorate

Heath Mitchell supports front office operations for FEMA’s Federal Insurance Directorate in Washington, D.C., where he coordinates activities for the High Impact Service: filing a claim under the National Flood Insurance Program. Heath Co-Chairs FEMA’s Grassroots Customer Experience Community, which advocates for more FEMA services to embrace principles of human-centered design.

Michael Windle, Marketing Section Chief - National Flood Insurance Program

Michael Windle leads marketing efforts for FEMA’s National Flood Insurance Program. He previously served as CX Team Lead in FEMA’s Individual Assistance Division, and also worked at OMB leading the Recovering from a Disaster Life Experience effort created by Executive Order 14058. In 2020, Michael founded FEMA’s Grassroots Customer Experience Community.

How Can Budget Actions Improve the Management of Government Programs that Serve the Public?

Many laws and policies intended to improve government performance have been enacted and implemented over the years.  Those actions primarily impact overall measurement of results, like the Government Performance and Results Act; or management processes, like information technology, or financial management.  Today, dozens of such laws and policies drive agency management actions.

A “One Agency” Approach to Enhanced Mission Enabling Services

For over two decades, the federal government has sought to advance shared services policy and business practices within agencies and across the executive branch. Yet limited progress has been made on both fronts because this policy-centric approach skips past the foundations of design, structure, and funding. Agencies should take a step back for a more holistic approach to consider mission enablement functions and their funding. By doing so, agencies can manage these functions through a more rational, transparent, accountable, and consolidated approach, linked to mission outcomes.

Jason Briefel, Partner & Director of Government & Public Affairs

Jason Briefel (he/him/his) is a partner* (non-attorney) at Shaw Bransford & Roth, where he has worked in the firm’s government affairs practice since 2012. Mr. Briefel has served as Director of the government affairs practice since 2015. As SBR’s Director of Government and Public Affairs, Mr. Briefel provides legislative and organizational representation to clients of the firm’s government affairs practice, including serving as Director of Policy & Outreach of the Senior Executives Association. Mr. Briefel holds a B.A. from the University of Richmond and an M.N.R.

Opportunities for Management when Budgeting

On behalf of the Shared Services Leadership Coalition (SSLC) and the IBM Center for The Business of Government, we are pleased to present this new report, Opportunities for Management when Budgeting, by Steve Redburn of George Washington University.