Weekly Roundup, December 3-7, 2018

John Kamensky

Visions of Government Reform in 2040: Networked Government

In the IBM Center’s new book, Government For The Future: Reflection and Vision for Tomorrow’ Leaders,  part two of the book looks twenty years ahead offering perspectives on the future. This contribution is the next in a multi-part series, Networked Government: Managing Data, Knowledge, and Services, by Lori Gordon.

From Patchwork to Network: Serving the Whole Veteran

Over 4.7 million Americans served in the military during that war, with about 2.8 million serving overseas. Today, the U.S. has been at war for 17 years in the wake of attacks on 9/11, with 3.5 million Americans having served in post-9/11 conflicts.

Government Reform over the Past 20 Years - Part 5, Becoming Collaborative

In the IBM Center’s new book, Government For The Future:  Reflection and Vision for Tomorrow’ Leaders, we have identified six major trends that have driven government management reforms.  This is the fourth in a six-part series where we highlight each trend; part two summarizes the evolution of performance management in U.S.

You’re the New Governor! Now What?

A new IBM Center report, Off to a Running State Capital Start: A Transition Guide for New Governors and Their Teams, is hot off the press to provide some guide posts.  Written by veteran state government journalists Katherine Barrett and Richard Greene, it is a succinct summary of years of their experience.

A Tale of Two Cities: How Different Performance Management Systems Use Citizen Feedback (Part 2)

How the City of Hangzhou Assesses Agency Performance and Gathers Citizen Feedback

While the oversight of New York City’s performance system is run out of the Mayor’s office, in Hangzhou, an independent commission assesses agency performance and gathers extensive citizen feedback.  This is a leading-edge approach in China.  Most other Chinese cities operate more like New York City, with their performance management system and oversight being managed by a bureau within the city’s government, with more of a focus on compliance and less on problem-solving.

A Tale of Two Cities: How Different Performance Management Systems Use Citizen Feedback (Part 1)

There’s been a decades-long movement in the U.S. to increase citizens’ involvement in government, and for government services to be more citizen-centric. As a result, we expect to see such initiatives in cities across the U.S., but what about in China? Interestingly, there is a real commitment in some cities in China to listen, and respond, to their citizens.

Weekly Roundup, October 22-26, 2018

John Kamensky

Government Reform over the Past 20 Years - Part 2, Managing Performance

In the IBM Center’s new book, Government For The Future:  Reflection and Vision for Tomorrow’ Leaders, we have identified six major trends that have driven government management reforms.  This is the second in a six-part series where we highlight each trend; part two summarizes the evolution of performance management in U.S.

Weekly Roundup, October 15-19, 2018

John Kamensky

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Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
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