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Framing a Public Management Research Agenda

Submitted by on Sun, 02/21/2010 - 19:00

The IBM Center for The Business of Government hosted a forum in November 2009 to examine the Obama Administration's themes for a high-performing government and to frame a public management research agenda.

Participants included nearly 50 of the nation's top public management researchers, scholars, and distinguished practitioners. The forum was an effort to help bridge the gap between research and practice, and to collectively develop a research agenda that would help government executives move things forward.

Government Management of Information Mega-Technology: Lessons from the Internal Revenue Service’s Tax Systems Modernization

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

This report provides a history of computer modernization efforts by the Internal Revenue Service (IRS), beginning with the initial Tax Systems Modernization project and ending with the current initiative. The study reviews the many hurdles faced by the IRS, highlighting those obstacles related to legislative constraints, bureaucratic entanglements, political complexities, civil service restrictions, and contracting and procurement requirements. Innovation

 

Six Practical Steps to Improve Contracting

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

The IBM Center and George Mason University co-sponsored a series of breakfast seminars over the course of 2008 with a series of acquisition experts who constituted the Acquisition Reform Working Group. They believed that whoever won the election, contracting issues would be on the front burner. With the passage of the Stimulus Bill, having an effective federal contracting function will be critical to the success of the Bill.

Innovation in E-Procurement: The Italian Experience

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

Italy's new public procurement system, created through Consip--a public company owned by the Italian Ministry of Economy and Finance--is the focus of this report. Consip created a new information technology platform and new operational procedures for public acquisitions that included an electronic catalog, online auctions, and an electronic marketplace. Working as a public company, Consip was designed to minimize red tape, recruit a highly educated workforce, and be more responsive to clients.

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.

Moving to Public-Private Partnerships: Learning from Experience around the World

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

In recent years, many government agencies have sought new project delivery methods. Because of the many drawbacks to the traditional competitive bidding process, new procurement and project delivery methods have been sought.

This project examines new innovative techniques, such as the design-build-maintain (DBM) and the design-build-maintain-operation (DBMO) contracts. Civil infrastructure is used as a case study to illustrate innovative methods of contracting. Co

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.

SeaPort: Charting a New Course for Professional Services Acquisition for America's Navy

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

The project presents a case study of the SeaPort operation, established by the Naval Sea Systems Command (NAVSEA) as a faster, better, and cheaper way of procuring over half a billion dollars worth of professional support services necessary to support the Navy’s mission around the world.

Performance-Based Acquisition: What is the Problem?

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

Since the early 1990's, the federal government has been moving toward a more results oriented, performance-based management environment. Under performance-based acquisition (PBA), agencies tell the contractor the results they want, not how to do the work and then measure whether or not the results are achieved. Uneven adoption of PBA techniques appears to be partly due to holding contracting accountable for a program responsibility, as well as a lack of staff expertise.

State Government E-Procurement in the Information Age: Issues, Practices, and Trends

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

This report seeks to understand how Information Technology (IT) contributes to the effectiveness of state procurement management and to increase knowledge to improve future applications of IT in state and local government procurement management systems. Technology and E-Government

 

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