Submitted by JKamensky on Tue, 06/30/2020 - 09:24
Background. The case study summarized below is the latest in a series of cases available at the NAPA Agile Government Center. The mission of the Agile Government Center is three-fold:
Submitted by rgordon on Mon, 04/27/2020 - 13:21
The new Agile Government Center (AGC) at the National Academy of Public Administration (NAPA) is off and running -- building a network of interested stakeholders in government, academia and industry; refining principles for how governments can apply agility in their daily activities; and developing case examples of government programs that demonstrate agile in action. As we expand this work, a key question has arisen around clarifying the distinction between agil
Submitted by rgordon on Mon, 02/24/2020 - 14:52
Others have developed guides for agile organizational transformation and are assisting in its implementation. Governments around the world have begun to leverage this progress, similarly adopting agile principles to transform their organizations.
Submitted by rgordon on Thu, 02/20/2020 - 11:00
Many governments around the world seek ways to serve their constituents and carry out their missions more effectively and with greater efficiency. This imperative takes on even greater import as emerging technology and business paradigms raise expectations from the public and enable new channels of collaboration between government and industry.
Submitted by rgordon on Thu, 07/11/2019 - 14:21
In the United States, trust in government at all levels and in all branches is at extremely low levels. Almost two-thirds of those polled by Gallup in January 2019 indicated that they had little or no trust in the federal government’s ability to handle domestic problems. In similar domestic Gallup surveys, state and local governments fared little better, and global Gallup results show that declining trust in government is an international phenomenon.
Submitted by rgordon on Wed, 04/20/2016 - 09:30
Incoming leaders in the White House and across federal agencies will be flooded with information, advice and suggestions for new programs and priorities. They will face an urgency to act, especially on presidential priorities and budget choices. Unrelenting demands will arise around important day-to-day decisions on personnel actions, contracting, grants and regulatory issues.
Submitted by rgordon on Tue, 10/25/2011 - 14:15
Submitted by rgordon on Sun, 05/10/2009 - 20:00