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
Submitted by JKamensky on Tue, 07/21/2020 - 10:19
[Note: This column also appears in Washington Technology. It is the sixth in a series on how the COVID-19 crisis has changed how government works. Emily Craig and Michaela Drust, IBM, are co-authors of this column.]
Submitted by JKamensky on Fri, 07/17/2020 - 11:16
Need Evidence, Data. Robert Shea, in commentary for Federal News Network, writes: “Government agencies must step up their arbitration of evidence about effective practices in the current crisis and in every other domain in which they have expertise. It is the perfect time to add questions about what works to agency learning agendas.”
Submitted by JKamensky on Fri, 07/10/2020 - 10:24
Submitted by rgordon on Thu, 07/09/2020 - 10:20
However, there are more than a few scattered pockets of innovators across federal agencies who sometimes come up with startling changes to operating models, business processes, services, or management. Some of these initiatives are orchestrated from the top of an agency, but many happen organically on the front lines in response to a concrete problem. How have federal approaches to innovation evolved over the past 30 years? Following are four of the more prominent initiatives over this period
Submitted by JKamensky on Fri, 06/26/2020 - 08:22
[Note: This column also appears in Washington Technology. It is the fifth in a series on how the COVID-19 crisis has changed how government works. Emily Craig and Michaela Drust, IBM, are co-authors of this column.]