Fast Government: Accelerating Service Quality While Reducing Cost and Time

Submitted by on Tue, 05/21/2013 - 13:39

This report is a follow-on to a 2012 book edited by Mr. Prow, Governing to Win: Enhancing National Competitiveness Through New Policy and Operating Approaches, in which he introduced the concept of fast government as a key to increasing the mission value of government organizations.

Developing Senior Executive Capabilities to Address National Priorities

Submitted by on Wed, 05/08/2013 - 12:05

This report is intended to spark a discussion of how to create a cadre of experienced career senior executives who can lead major, cross-agency initiatives on national priorities. The Senior Executive Service (SES) corps today is chiefly composed of highly skilled professionals in specific mission functions, with relatively few having cross-agency expertise.

Recent trends in government have created a new demand for cross-agency capabilities. This report attempts to offer a practical, targeted approach for meeting this demand. It is divided into two parts:

The New Federal Performance System: Implementing the GPRA Modernization Act

Submitted by on Thu, 04/11/2013 - 11:45

In this report, Professor Moynihan describes the evolution of the federal performance management system over the past 20 years since the passage of the Government Performance and Results Act of 1993 (GPRA). He reports recent progress in achieving meaningful performance results within targeted pro­grams and describes anticipated future changes over the next few years as a result of the new requirements of the GPRA Modernization Act of 2010, which significantly amended the earlier law.

Beyond Citizen Engagement: Involving the Public in Co-Delivering Government Services

Submitted by on Sun, 03/10/2013 - 11:13

The Obama Administration’s 2009 Open Government initiative sparked innovative ways of engaging the public in government. But engagement for engagement’s sake has not been an end goal.  Trends in both the public and private sector, in the U.S. and around the world, have been to leverage new technologies available to create meaningful dialogue and relationships between citizens and their government.

Getting It Done: A Guide for Government Executives

Submitted by on Tue, 02/12/2013 - 13:32

Four years ago, the IBM Center for The Business of Government released a book to guide new government executives, especially new political appointees. The goal of the book was to quickly acclimate new government executives to the world of public service as practiced in Washington, D.C. The book, entitled Getting It Done: A Guide for Government Executives (this is the first version), contained a series of short strategic discussions about "the dos and don’ts" of Washington and presented useful insights about working with key stakeholders and constituencies.

Implementing Cross-Agency Collaboration: A Guide for Federal Managers

Submitted by on Thu, 02/07/2013 - 14:22

This report provides useful insights into how the government can proceed in creating effective cross-agency collaborations that can improve outcomes significantly.

A County Manager’s Guide to Shared Services in Local Government

Submitted by on Fri, 01/11/2013 - 11:21

The report brings together the knowledge and experience of Professor Zeemering, an academic, and Daryl Delabbio, a practitioner. Together, they present findings—based on both research and experience—on how local governments, specifically county governments, are today implementing a variety of shared services.

Fall/Winter 2012 Edition

Submitted by on Wed, 11/28/2012 - 17:37

Mitigating Risks in the Application of Cloud Computing in Law Enforcement

Submitted by on Mon, 11/26/2012 - 10:18

This report comes at an opportune time as the law enforcement community is undergoing a major transformation. Traditionally, communication within law enforcement was often linear and hierarchical. Today, communication happens in real time across jurisdictional boundaries. Because of improved communication and real-time information, the law enforcement community can plan where to place resources ahead of time, instead of only reacting to events after they have occurred.

Five Methods for Measuring Unobserved Events: A Case Study of Federal Law Enforcement

Submitted by on Wed, 10/24/2012 - 14:11

Measuring program performance is relatively straightforward in many areas of government, such as social services, visa processing, and air traffic control.  But there are instances where assessing performance and success is much harder.  One particularly difficult area involves law enforcement, where a key goal is to prevent or deter bad outcomes – which can often happen without the knowledge of law enforcement officials.

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