Four Actions to Better Integrate Performance into Budgeting

A Government Accountability Office survey last year reports that the percentage of federal managers saying they used performance information in allocating resources actually dropped between 1997 and 2013.  Is it worth another try? In a new report for the IBM Center, Dr.

Implementing the DATA Act: Encouraging Signs

The new law gives agencies three years to implement a set of new reporting requirements to track federal spending, but it will be unbelievably complex – requiring changes in federal regulations, and in the written terms of every federal grant, contract, and loan agreement of $25,000 or more.  These changes will likely cascade to agreements between states and localities with their sub-grantees and sub-contractors, as well.  Congressional sponsors of the legislation told the Administration “we’re going to hold your fee

One Size Doesn't Fit All: Marshaling Science in Crises

Almost 40 years ago, the Forest Service developed a command-and-control approach to battling forest fires that was successful in coordinating efforts across multiple jurisdictions and fire departments.  Its approach was adopted by other agencies to address their own forms of emergencies. For example, USDA uses it to battle infestations of crop-killing insects.

How to Embed Quality into Your Organization's Culture

A recent study concludes: “A company with a highly developed culture of quality spends, on average, $350 million less annually fixing mistakes than a company with a poorly developed one.”  The study, by the CEB (formerly the Corporate Executive Board), of more than 60 multinational companies, examined the benefits of embedding quality into a company’s culture and identified the key attr

What Happens When Our Senior Scientists, Engineers, and Doctors Retire?

Dr. Gina Scott Ligon, along with her University of Nebraska at Omaha colleagues JoDee Friedly and Victoria Kennel, offer an answer in a new report for the IBM Center, in the context of the broader national shortage of talent in the science, technology, engineering, mathematics and medicine (STEMM) professions.

Spotting Top Talent

Claudio Fernández-Aráoz, a veteran corporate executive search recruiter, shares his approach for talent spotting for senior executives in an article in Harvard Business Review.  He says that traditional approaches have emphasized assessing intelligence, experience, past performance, and the competencies of the individual being considered for an executive slot.

Transparency, Legitimacy, and Trust

The Open Government movement has captured the imagination of many around the world as a way of increasing transparency, participation, and accountability.  In the US, many of the federal, state, and local Open Government initiatives have been demonstrated to achieve positive results for citizens here and abroad. In fact, the White House’s science advisors released a refreshed Open Government plan in early June.

Innovation Is a Team Sport

Successful inventions often spring from the minds of individual inventors – we often think of Thomas Edison at the classic inventor. But successful innovation is a team sport, according to a new Harvard Business Review article by a team of researchers – Linda Hill, Greg Brandeau, Emily Truelove, and Kent Lineback.

 

Agency Priority Goals, 2014-2015

Agencies establish a variety of performance goals and objectives to drive progress toward key outcomes. Agencies outline long-term goals and objectives in their strategic plans, and annual performance goals in annual performance plans.

Are We There Yet? Progress on CAP Goals

These four-year goals were first announced with the release of the FY 2015 budget back in March. Cobert’s announcement accompanies the first round of statutorily-required quarterly reports on the progress of the 15 Cross-Agency Priority (CAP) goals. 

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Senior Fellow
IBM Center for The Business of Government
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Washington, DC 20005
United States
202-551-9341

Mr. Kamensky is a Senior Fellow with the IBM Center for The Business of Government and 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. He can be reached at: john.kamensky@us.ibm.com

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