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Table of Contents (continued) Viewpoints Is Moneyball Government the Next Big Thing? By John M. Kamensky.............................................................................68 Modernizing the Budget Process to Reflect Modern Technology Realities By Daniel Chenok...................................................................................73 Learning to Trust Open Data By Gadi Ben-Yehuda...............................................................................76 Perspectives Introduction: Perspectives on Federal Acquisition and Complex Contracting By Michael J. Keegan...............................................................................79 Perspectives on Federal Acquisition and Complex Contracting with Professors Trevor Brown and David Van Slyke By Michael J. Keegan...............................................................................80 Management Predictive Policing: Preventing Crime with Data and Analytics By Jennifer Bachner.................................................................................86 Using Crowdsourcing In Government By Daren C. Brabham.............................................................................91 Coordinating for Results: Lessons from a Case Study of Interagency Coordination in Afghanistan By Andrea Strimling Yodsampa................................................................95 Research Abstracts Realizing the Promise of Big Data.......................................................... 98 Engaging Citizens in Co-Creation in Public Services................................. 98 Eight Actions to Improve Defense Acquisition........................................ 98 Incident Reporting Systems: Lessons from the Federal Aviation Administration’s Air Traffic Organization................................................ 99 Cloudy with a Chance of Success: Contracting for the Cloud in Government........................................................................................... 99 Using Crowdsourcing In Government.................................................... 99 Federal Ideation Programs: Challenges and Best Practices.................... 100 Six Trends Driving Change in Government........................................... 100 Coordinating for Results: Lessons from a Case Study of Interagency Coordination in Afghanistan.............................................. 100 Predictive Policing: Preventing Crime with Data and Analytics............ 101 Collaboration Between Government and Outreach Organizations: A Case Study of the Department of Veterans Affairs.............................. 101 A Guide for Agency Leaders on Federal Acquisition............................... 101 The Business of Government A Publication of the IBM Center for The Business of Government Daniel Chenok Executive Director John M. Kamensky Senior Fellow Michael J. Keegan Managing Editor The Business of Government magazine and Host/Producer, The Business of Government Hour Ruth Gordon Business and Web Manager Gadi Ben-Yehuda Innovation and Social Media Director IBM Center for The Business of Government 600 14th Street, NW, Second Floor Washington, DC 20005 For subscription information, call (202) 551-9342. Web page: www.businessofgovernment.org. Copyright 2014 IBM Global Business Services. All rights reserved. No part of this publication may be reproduced in any form, by microfilm, xerography, or otherwise, without the written permission of the copyright owner. This publication is designed to provide accurate information about its subject matter, but is distributed with the understanding that the articles do not constitute legal, accounting, or other professional advice. How to Order Recent Publications.......................................................102 2 www.businessofgovernment.org The Business of Government
From the Executive Director Six Trends Driving Change in Government: Examples of Agencies Leveraging Change Since the creation of the IBM Center for The Business of Government over 15 years ago, it has been our goal to help public sector leaders and managers address real-world problems by sponsoring independent, third-party research from top minds in academe and the nonprofit sector. Daniel Chenok is Executive Director of the IBM Center for The Business of Government. His e-mail: chenokd@us.ibm.com. We aim to produce research and analysis that help government leaders respond more effectively to their mission and management challenges. The IBM Center is named “The Business of Government” because we focus on the management and operation of government, not the policies of government. Public sector leaders and managers need the best, most practical advice available when it comes to delivering the business of government. We seek to bridge the gap between research and practice by helping to stimulate and accelerate the production of research that points to actionable recommendations. Over the past several months, the Center for the Business of Government has been examining trends in six different areas that are driving government to approach mission and business challenges differently, pointing to the need for further analysis and recommendations on how to effect change across these six areas. The Center reviewed these trends and released a special report, Six Trends Driving Change in Government. The Forum in this edition offers a primer on each of the six trends and the insights that can help gov ernment executives respond more effectively to their mission and management chal lenges. The Center’s research agenda is informed by these trends, but some federal agencies have already started down a positive path of change in each trend area, and their ideas can serve as models for others to adapt as appropriate. Such examples include: Performance. The Department of Education has created a What Works Clearinghouse of successful policies, programs, and practices that provide educators in the field with the best information available so they can make evidence-based decisions regarding curriculum and other education-based initiatives. Risk. The Internal Revenue Service established a new Chief Risk Officer to help agency leaders understand risks in advance, and develop strategies that support the delivery of taxpayer services that account for, communicate, and mitigate risks. Innovation. The Consumer Financial Protection Bureau (CFPB) has introduced a portal called the Project Catalyst, through which they achieve three of the goals laid out in this section. The CFPB allows visitors to the site to (1) “Pitch a Pilot,” (2) “Run a Disclosure Trial,” and (3) “Use Our Data.” They are doing so in order to “engage with the innovator community; participate in initiatives that inform our policy work; and stay on top of emerging trends to remain a forward-looking organization.” SPRING 2014 IBM Center for The Business of Government 3
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CONNECTING RESEARCH TO PRACTICE bus
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