Biometrics: Enhancing Security in Organizations

Submitted by on Thu, 03/12/2009 - 20:00

This report evaluates the use of biometrics in governmental organizations as well as the private sector. It makes recommendations on how biometrics can be implemented effectively. A key lesson is that organizations need to develop a clear business case that explains the need for biometrics. Technology and E-Government

Four Strategies to Transform State Governance

Submitted by on Thu, 03/12/2009 - 20:00

Historically, transforming state government meant restructuring or reorganizing the executive branch or a single agency. However, these approaches are no longer seen as effective. State government must become more flexible and responsive to the rapidly changing environment in which they operate. The four transformation strategies recommended in this report can be acted upon in a relatively short period of time without investing a great deal of additional resources and without partisan debates.

What the Federal Government Can Do to Encourage Green Production

Submitted by on Thu, 03/12/2009 - 20:00

The green movement has reached a tipping point in recent years. Private industry now realizes that using green production techniques not only improves the environment but also can provide significant financial benefits by reducing waste, regulatory costs, and potential long-term liabilities. This report identifies six factors that currently discourage industry from undertaking green production methods.

Five Actions to Enhance State Legislative Use of Performance Information

Submitted by on Thu, 03/12/2009 - 20:00

Based on her observations of best practices in various states, Judy Zelio identifies five specific actions that state agencies can take to provide performance information that legislators will see as useful, such as ensuring that executive branch budget staff provides performance information for legislative use that "emphasizes policy results rather than administrative measures."

Government in 3D: How Public Leaders Can Draw on Virtual Worlds

Submitted by on Thu, 03/12/2009 - 20:00

This report is an example of how Web 2.0's "teen toys" have become a serious work tool. It explores how cutting-edge government organizations are using 3-dimensional virtual worlds on the Internet to conduct training, recruit new employees, and educate the public. It also provides a guide to how virtual worlds have become a fast-growing social phenomenon that believe that, by the end of 2011, fully 80 percent of all active internet users will be participating in 3-D virtual worlds.

The Role of Chief Acquisition Officers: What Should They Be Doing?

Submitted by on Thu, 03/12/2009 - 20:00

The Service Acquisition Reform Act (SARA) Legislation of 2003 (41 U.S.C. 414) established new positions of Chief Acquisition Officers to oversee Federal civilian agency acquisition operations. The expectation was that the CAO would be highly placed in the agency, advising the agency head on business strategy and focusing on acquisition in the broadest sense of the term. Many would argue that the CAO position has not lived up to its promise.

Preparing for Disasters

Submitted by on Thu, 03/12/2009 - 20:00

This report includes two essays reflecting different perspectives on preparing for and working in large-scale emergencies.

The Role of Contractors in Government: Have We Gone Too Far?

Submitted by on Thu, 03/12/2009 - 20:00

There has been a longstanding recognition that the federal government does not have enough employees with the requisite skills to meet every agency need. Agencies obtain real advantages in employing contractors that can offer specialized skills to handle short-term requirements. Moreover, using a competitive selection process helps to bring both efficiency and innovation to address government needs.

Inter-Agency Collaboration Among Social Services Agencies in Los Angeles County

Submitted by on Thu, 03/12/2009 - 20:00

This report focuses on the intersection of child support with child welfare and the TANF (Temporary Assistance to Needy Families) Programs.

The Challenge of Contracting for Large Complex Projects: A Case Study of the Coast Guard's Deepwater Program

Submitted by on Thu, 03/12/2009 - 20:00
The federal government now spends about 40 percent of its discretionary budget to buy everything from office supplies to weapon systems. When the government buys simple products, like paper clips, they can turn to well-established acquisition strategies and practices and apply them to richly competitive markets. When government agencies buy complex products, like weapon systems, conventional acquisition approaches are often insufficient and markets are more challenging.

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