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Resilience in action: Crisis leadership through innovation, collaboration, and human-centered solutions

Submitted by on Fri, 11/15/2024 - 10:45

In an era of unprecedented disruptions, the ability to anticipate future uncertainties and navigate through crises is crucial for leaders in all sectors. Global pandemics, climate change, geopolitical tensions, and other disruptions are testing resilience like never before. A key lesson learned from these challenges is that collaborative, forward-looking planning is essential to safeguard constituents and provide operational continuity.

Addressing Complex and Cross-Boundary Challenges in Government: The Value of Strategy Mapping

Submitted by on Thu, 01/05/2023 - 09:00

These types of challenges run the gamut from the pandemic to economic dislocation, homelessness, and natural and manmade disasters. These major crises have complex causes, and the resources needed to properly address them often transcend the capacity of any single government agency. Addressing these challenges effectively requires what the National Academy of Public Administration calls “new approaches to public governance and engagement.” Such approaches necessitate collaboration or co-alignment across the efforts of multiple organizations.

Agile Government: The Role of Public Affairs Education

Submitted by on Tue, 03/22/2022 - 09:00

The National Academy of Public Administration (NAPA) established the Agile Government Center (AGC) in November 2019.

Emerge Stronger and More Resilient: Responding to COVID-19 and Preparing for Future Shocks

Submitted by on Tue, 03/08/2022 - 09:00

Moreover, collective strategies have led to identification and resolution of challenges in way that brings together government leaders, scientists, data analysts, health care organizations, academic institutions, and industry.

Adopting Agile in State and Local Governments

Submitted by on Tue, 10/19/2021 - 09:52

Agile emerged initially as a set of values and principles for software development, first formalized with the “Agile Manifesto” in 2001. For two decades, Agile approaches helped revolutionize software development. Today, Agile strategies have been adapted to government services beyond software development, offering new ways of thinking and delivering in areas such as project management, policymaking, human resources, and procurement.

Mobilizing Capital Investment to Modernize Government

Submitted by on Thu, 02/20/2020 - 11:00

Many governments around the world seek ways to serve their constituents and carry out their missions more effectively and with greater efficiency. This imperative takes on even greater import as emerging technology and business paradigms raise expectations from the public and enable new channels of collaboration between government and industry.

Agile Problem Solving in Government: A Case Study of The Opportunity Project

Submitted by on Wed, 06/19/2019 - 09:00

Citizen expectations, changing technologies, a mass proliferation of data, and new business processes are among the key external forces that challenge agencies to serve constituents in new ways.

Responding to Global Health Crises: Lessons from the U.S. Response to the 2014-2016 West Africa Ebola Outbreak

Submitted by on Tue, 04/09/2019 - 09:15
Given the seriousness of the situation, the U.S. Agency for International Development (USAID) Office of U.S. Foreign Disaster Assistance (OFDA) deployed a Disaster Assistance Response Team (DART), as an interagency platform for coordinating operations to end the outbreak. In the event of a war, earthquake, hurricane, or other disaster outside the United States, OFDA can quickly mobilize such a team to assess humanitarian needs, assemble expertise from many parts of the U.S.

Cross-Agency Collaboration: A Case Study of Cross-Agency Priority Goals

Submitted by on Wed, 10/04/2017 - 09:30

Congress granted the executive branch the authority to establish and implement cross-agency initiatives, via the Government Performance and Results Act (GPRA) Modernization Act of 2010. That law, among other things, requires the Office of Management and Budget to designate “Cross-Agency Priority Goals” for a small handful of mission-support and mission-related areas, covering a four-year period, along with the designation of a goal leader and the requirement for quarterly progress reports.

Effective Leadership in Network Collaboration: Lessons Learned from Continuum of Care Homeless Programs

Submitted by on Tue, 09/06/2016 - 09:38

The authors collected data from a survey of 237 homeless program networks across the nation, as well as in-depth reviews and interviews of four CoC homeless networks in three states. While this report focuses on homeless networks, its findings and recommendations are applicable to networks in all service delivery areas.

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