Submitted by rgordon on Wed, 09/16/2020 - 09:45
For 22 of the 24 largest federal agencies, they’ve achieved that status. Two agencies remain in financial statement purgatory – the Departments of Defense and Housing and Urban Development. Until they can meet muster with their auditors, the governmentwide financial statement will remain incomplete, as well.
The requirement to produce agency and governmentwide financial statements, and have them audited, stems from the early 1990s. At that time, no one had a clue how hard it would be to complete a “clean” or “unqualified” audit opinion.
Submitted by JKamensky on Tue, 09/15/2020 - 10:18
[Note: This column also appears in Washington Technology. It is the eighth in a series on how the COVID-19 crisis has changed how government works. Sheri Fields and Michaela Drust, IBM, contributed as co-authors of this column.]
Submitted by JKamensky on Fri, 09/11/2020 - 11:14
Frictionless Data-Mashing. NextGov reports: “The IRS is using its relatively new, quickturn procurement vehicle—Pilot IRS—to support a governmentwide data collection effort in support of fixing pain points in the government’s acquisition process. . . .
Submitted by JKamensky on Fri, 09/04/2020 - 09:12
Heal Thyself! Government Executive reports: “The Partnership for Public Service this week said that federal agencies don’t have to wait for legislation or new regulations from the Office of Personnel Management to implement improvements to how they attract and hire talent. . . .
Submitted by JKamensky on Mon, 08/31/2020 - 13:40
[Note: This column also appears in Washington Technology. It is the seventh in a series on how the COVID-19 crisis has changed how government works. Michaela Drust, IBM, co-authored this column.]
Early in the pandemic, Congress appropriated $46 billion to agencies to support technology upgrades for cloud and telework capabilities. However, the challenges facing federal agency transitions to a distance work environment may not be technology driven.
Submitted by rgordon on Tue, 08/18/2020 - 10:51
Use of market-based policy tools and incentives was seen as a predisposition or mind-set as to how managers would approach public management issues. It is an assumption or policy preference that asks why the traditional ways should be used to deliver a service rather than why a market-based approach should be used. Rather than an ideology, it could be be seen as a starting place for problem solving.
Submitted by rgordon on Tue, 08/04/2020 - 12:23
And the governmental response to the COVID-19 pandemic seems to bear out his observation.
Over the years, he has observed that many challenges—such as responding to disasters, organizing the delivery of services to disabled individuals, and orchestrating a response to climate change—have no single organization in charge. As a result, the traditional bureaucratic institutions defined by hierarchical agencies and programs that were so successful in the past are no longer adequate for challenges today that span across organizational boundaries.
Submitted by JKamensky on Fri, 07/31/2020 - 08:15
What Is Frictionless Acquisition? Federal News Network reports: “The Office of Federal Procurement Policy’s new cross-agency priority goal isn’t about changing the acquisition rules or processes. . . . Instead, the goal of frictionless acquisition is about how contracting officers, program managers, industry and so many others view what it takes to buy a product or service. . . .
Submitted by JKamensky on Fri, 07/24/2020 - 15:47
Data Failure. Don Kettl, in commentary for Government Executive, writes: “Without a standard, trusted language of COVID data collection, it’s been hard to measure the disease, track its trend, and build effective policy. . .
Submitted by JKamensky on Wed, 07/22/2020 - 09:52