Collaboration Across Boundaries: Insights and Tips from Federal Senior Executives

Submitted by on Tue, 08/14/2012 - 11:07

This report, which continues the IBM Center’s long interest in collaboration, provides valuable insights into how federal senior executives view collaboration. Based on survey responses from over 300 members of the federal Senior Executive Service, O’Leary and Gerard found—to their mild surprise—that nearly all those surveyed report using collaboration as a management strategy.

Recovery Act Transparency: Learning from States' Experiences

Submitted by on Tue, 07/24/2012 - 10:00

The American Recovery and Reinvestment Act of 2009 included unprecedented provisions to disclose how more than $275 billion in grants, contracts, and loans were spent under the Act.  These requirements fell not only on federal agencies but also the recipients and sub-recipients of these monies.  In many cases, state governments were the focal point for collecting and reporting this information.  How did states respond?  Did this increased transparency change how states managed their own monies as well as federal dollars?  Are there lessons for future transparency efforts at the state or fed

Empirically Based Intelligence Management: Using Operations Research to Improve Programmatic Decision Making

Submitted by on Mon, 07/02/2012 - 16:02

On May 14, 2012, the Office of Management and Budget (OMB) provided a memorandum to all departments and agencies on the need to use evidence throughout the Fiscal Year 2014 budget submission. The memorandum provides four pages of issues and approaches for using evidence in the development, evaluation, and management of government programs. OMB also encourages agencies to strengthen program evaluation through a dedicated senior leader, such as a chief evaluation officer reporting directly to the secretary or deputy secretary.

Spring/Summer 2012 Edition

Submitted by on Thu, 06/28/2012 - 19:21

Designing Open Projects: Lessons From Internet Pioneers

Submitted by on Sun, 06/24/2012 - 16:22

This report offers practical design advice to public managers and political leaders who are facing complex, dynamic public challenges involving multiple stakeholders on issues or problems where there is no clearly defined solution. In these situations, open project approaches have the potential to spark large-scale activity that could fundamentally change society.

Designing Collaborative Networks: Lessons Learned from Public Safety

Submitted by on Fri, 06/15/2012 - 13:14

This report offers practical advice to public managers and political leaders who are addressing complex public challenges through multi-organizational networks.  The use of collaborative networks of organizations has matured in the past decade.  However, the developers of collaborative networks face political, organizational, and technological challenges in a world accustomed to the traditional, hierarchical approach to problem-solving and accountability.

Improving Government Contracting: Lessons from Bid Protests of Department of Defense Source Selections

Submitted by on Fri, 06/08/2012 - 14:32

Government administrative processes often receive criticism for focusing on inputs and not outcomes. A specific example of this criticism has been registered by members of the acquisition community regarding source selection processes used for contracting that could be improved to reduce bid protests, the appellate process for contracting. Protests do not occur frequently, but when they do occur the costs are significant—and when sustained, they can impact the process for many subsequent contracts.

Key Actions That Contribute to Successful Program Implementation: Lessons from the Recovery Act

Submitted by on Fri, 06/01/2012 - 11:44

Historically, spending under stimulus legislation tended to peak after a recession was over, oftentimes creating inflation instead of jobs. To avoid this, the Recovery Act man­dated tight timeframes, with 70 percent of the money required to be spent within 17 months to generate jobs. There was significant concern that this rapid spending might result in an estimated $50 billion in waste, fraud, or abuse. Accordingly, there were stringent transparency and accountability requirements embedded in the law.

Governing to Win: Enhancing National Competitiveness Through New Policy and Operating Approaches

Submitted by on Wed, 05/16/2012 - 13:30

Charles Prow has compiled a series of insightful essays by leading thinkers and practitioners that offer a long-term strategy to improve national competitiveness. “Given today’s fiscal realities,” Prow explains, “the nation must explore alternative policy approaches and ways for government to do business.” He notes that the alternatives outlined in his new book can catalyze national competitiveness in an environment where major new investments will be difficult.  Policy makers and business professionals will find this a timely and compelling book in advance of the upcoming election.

Assessing the Value of Intelligence: Lessons for Leaders

Submitted by on Mon, 05/14/2012 - 10:24

Applying power in all its forms to secure the present and future is ultimately a leadership challenge. That challenge is especially complex in the current century when the forms and patterns of security are changing in so many ways at an accelerated pace than ever before. The capabilities required to threaten a nation, region, or even global stability are available to both rich and impoverished nation states, as well as small networks of people who can and do operate relatively independent of any nation state. There is more data available than ever before to make sense of this era.

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