Management

The mission of the U.S. Department of Veterans Affairs was borne from the immortal words of Abraham Lincoln's second inaugural address: to care for him who shall have borne the battle, and for his widow and his orphan.

The Veterans Health Administration embodies that promise of a grateful nation -- providing quality health care that Veterans have earned through their service and sacrifices. Although the covenant with Veterans is immutable, healthcare evolves and so must VHA.

The reform, popularly named LOLF after an August 1, 2001 constitutional amendment, defined a new architecture for the French state budget, articulated in terms of mission, programs and actions.   Unlike GPRA, it changes the entire budgetary process rather than adding results-oriented features to an otherwise unchanged process. 

From John Kamensky: 

Gov Exec: 2010 Census, after all the hoopla:  “On time and under budget” 

Gov Exec: Defense abandons insourcing efforts: “we weren’t seeing the savings we had hoped for.” 

As we have seen in recent years, there has been no shortage of national emergencies—ranging from oil spills to hurricanes to the threat of a pandemic virus.  Having an effective supply chain has become critical in effectively respo

John Kamensky

Blog Co-Author: Haynes Cooney Senior Managing Consultant at IBM Global Business Services

If implemented effectively, these initiatives could result improved efficiency and effectiveness of the federal agencies, and smarter use of taxpayer dollars.

The management section outlines a series of ideas focused on the “what” and “how” of government.

Most “Government Performance Management Systems” suffer from serious conceptual flaws that have regularly proven to be fatal. For example, often there are no consequences for “good” or “bad” performance in government. Thus, even a good performance measurement system is a waste of time.  In addition, performance measurement systems in government lack: (a) upfront prioritization of goals and objectives; (b) upfront agreement on how to judge deviation from targets; and (c) focus on the whole of organization.

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Co-Author: Roger Kodat, Project Director, National Academy of Public Administration

In addition to managing ongoing programs, the federal government increasingly is called upon to undertake large, complex initiatives and to adapt and improve existing programs in a rapidly changing environment.

A new article in the Harvard Business Review by a team of researchers led by Raffaella Sadun, Nicholas Bloom and John Van Reenen, have done just this, for private sector companies.  But their lessons apply in government as well, observing: “Core management practices can’t be taken for granted.

Little wonder therefore that governments around the world want to be seen promoting innovation. However, based on my experience, government efforts in this area can be divided into two broad categories: Most of the governmental resources (money and time) are used for promoting innovation by non-government actors, and only a small amount is allocated for the innovation programs meant to encourage management innovation within the government itself. The former category represents innovation encouraged ‘by’ the government and the latter innovation generated ‘in’ the government.