Weekly Roundup: June 6-10, 2016

Weekly Roundup: June 13-17, 2016

What Does It Take for People to Do the Right Thing?

Weekly Roundup: June 20-24, 2016

Can We Predict the Future More Accurately?

Weekly Roundup: June 27-July 1, 2016

Weekly Roundup: July 5-8, 2016

Chief Officer Central

Agencies facing increasingly challenging fiscal environments are looking for ways to make each dollar go further. The interagency councils for “chief officers” are no exception!  In fact, they found that a move toward cost efficiencies is also leading to greater collaboration.

The interagency councils were created by Congress over the past 20 years to foster cross-agency coordination, collaboration and idea sharing. The councils formed under the aegis of the Office of Management and Budget (OMB)  include:

Having Candid Conversations Before Bad Things Happen

A 2015 survey of federal employees reports that 39 percent fear reprisals if they report violations of rules or laws. This potentially has serious implications for their willingness to identify and report serious programmatic risks in their day-to-day jobs, and the tendency is to avoid or ignore risks.

Weekly Roundup: August 1-5, 2016

John Kamensky

Playbooks Are the Latest Fad.  The Bush Administration was famous for scorecards.  The early Obama Administration created lots of “-Stat” dashboards.  Now it is generating a pile of playbooks as it nears the finish line:

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Emeritus Senior Fellow
IBM Center for The Business of Government

Mr. Kamensky is an Emeritus Senior Fellow with the IBM Center for The Business of Government and was an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas.

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