Agencies Set New Priority Goals

Submitted by on Wed, 01/24/2018 - 12:54

The 2010 revision of the Government Performance and Results Act requires federal agencies to identify a limited number of two-year Agency Priority Goals.  These action-oriented goals appear in their recently-released fiscal year 2015 budget proposals and are aligned with their newly released strategic goals and objectives.

Innovation Australian-Style

Submitted by on Wed, 01/24/2018 - 12:51
The current edition of The Public Manager describes the Australian national government’s approach to systematically embedding innovation into agency operations.  In an article by Australian civil servant Alex Roberts, one of the champions of innovation Down Under, he says the new mantra for government is “do better with less.”

In 2009, the Australian national government’s Management Adv

Weekly Round-up: April 11, 2014

Submitted by on Wed, 01/24/2018 - 12:49

Gadi Ben-Yehuda

 

Learning to Trust Open Data

Submitted by on Wed, 01/24/2018 - 12:47

Joel Gurin recently released a book enthusiastically titled Open Data Now. Gurin, the former chief of consumer and governmental affairs for the Federal Communications Commission, joins a growing chorus calling on the federal government to live up to the spirit of President Obama’s 2009 Memorandum on Transparency and Open Government.

The Secret Sauce of Effective Progress Reviews

Submitted by on Wed, 01/24/2018 - 12:45

So, how do you make PerformancStat meetings effective?  OMB says that these review meetings should be constructive and focus on learning.  Astute observers, such as Harry Hatry at the Urban Institute, say that leaders of these meetings need to be “hands on” and actively engaged in order to convey the

Weekly Round-up: April 18, 2014

Submitted by on Wed, 01/24/2018 - 12:41

The Center is pleased to release the Spring 2014 The Business of Government magazine. This edition of The Business of Government magazine underscores the importance of correlating short-term decision-making with long-range consequences.

Leadership in Action - The Business of Government Magazine Spring 2014

Submitted by on Wed, 01/24/2018 - 12:39

In meeting varied missions, government executives confront significant challenges. Responding properly to them must be guided and informed by the harsh fiscal and budgetary realities of the day. It can no longer be simply a wishful platitude that government do more with less. Leaders need to change the way government does business to make smarter use of increasingly limited resources—leveraging technology and innovation to be more efficient, effective, anticipatory, adaptive, and evidence-based in delivering missions and securing the public trust.

Weekly Round-up: April 25, 2014

Submitted by on Wed, 01/24/2018 - 12:36

Gadi Ben-Yehuda

Weekly Round-up: December 14, 2012

Submitted by on Wed, 01/24/2018 - 12:36

Gadi Ben-Yehuda

Power Tools of Government

Submitted by on Wed, 01/24/2018 - 12:34

What are the major levers for driving changes in government agencies? Traditional tools are statutory changes, budgetary controls, and executive orders. But one that seasoned government executives will use to drive change is control over delegations of authority.

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