Blueprint For Better Government 
http://gov-ideas.com/
Center for Government Interoperability
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What is the single most needed business process
improvement to better government?
Collaboration through social media tools? Transparency mandated by legislation?
Technology workers connecting data silos to improve interoperability?
Ken Miller-like
BPI approaches to remove bottlenecks, batch jobs, and backlogs? What business
process improvement, re-engineering, reorganization, or restructuring
would most efficiently advance government’s mission to serve its
citizens?
Ambiguity in this question is intentional so that a full spectrum list
can be created and posted to our website. Suggest anything in any category
including concepts not yet created, refinements to already existing process
improvements, or broader implementation of little-known processes.
All suggestions and out-of-the-box ideas welcome. You
can submit suggestions on the form here or send your suggestions to
us via email.
Further discussions can be held at the Center's government LinkedIn.com
site or at the specific discussion forums referred to within each suggestion.
Survey results for best apps to improve government are
on this page.
Survey Results
Best Business Process Suggestion
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Description
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Category
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| Fact checking for politicians |
Fact checking for politicians. Group posted from: Linkedin.com -
National Association of Counties - July 9, 2011 |
Keeping Politicians Honest |
| Term Limits |
One of the most compelling problems is the Government has too many
political appointees running agencies that most do not have a clue
of what the agency mission is never less provide leadership. The number
one issue in the government is lack of term limitations on congress.
We will never have real change until we limit their special relationships.
Group posted from: Linkedin.com - GSA Contract Holders Building their
Federal Base - July 9, 2011 |
Keeping Politicians Honest |
| Change bureaucrat's focus |
The real problem lies with Gov't agency bureaucrats who don't acknowledge
they are bureaucrats. Their focus is on growing their agency instead
of efficiently serving their real constituents. They use false and
invalid metrics to show their success. Most businesses would fail
if operated as so many Gov't bureaucracies are operated. Group posted
from: Linkedin.com - GSA Contract Holders Building their Federal Base
- July 9, 2011 |
Keeping Politicians Honest |
| Connect Policy to Implementation Staff |
It seems to me that the disconnects between policy and guidance
(DoD/OSD level) and implementation (services and agencies) are responsible.
The P&G level seems not to comprehend the real challenges of implementing
what they issue - and the services & agencies can fingerpoint
forever, instead of really solving the problems themselves. Regarding
information misrepresentation to suit agendas, I don't see how that
can be conquered -- even with tools to try to do that. "Business
intelligence" is always going to be in the eye of the beholder,
and interpreted by users with agendas who expect and want to achieve
their own ends. The bigger "government" is, the harder the
problem - so centralizing information and tools is going to cloud
the problem rather than contribute to resolving it. Since this is
a DM thread, it's also crucial to point out: if government was using
good data management, so much of what goes on could be avoided. But
even their implementations of tools lack ... data management. Just
the fundamental processes are lacking, everywhere you look. And yet
the perception is that "tools do the job" - when they don't,
or we'd be further along data integrity and quality information management,
before now. How many times does government have to learn that lesson?
Evidently, the answer to that question is .. "as many as there
are Administrations and cycles of uninformed people who are going
to reinvent the wheel yet again".
Group posted from: Linkedin.com - DAMA International- July 8, 2011 |
Communication |
| Connect Policy to Implementation Staff |
From my experience supporting several different agencies within
DoD and the federal government, I would say the biggest issue is "signal
loss" between the head of the department or agency and the workers
who would be the implementers. By the time any innovative ideas have
worked their way down from senior leadership, through middle management,
to the individual, the vision has gone from "we must do this
to stay relevant" to "I'll do this after I get everything
else done I'm responsible for" to "If I wait long enough,
this idea will be replaced by the next one and I won't have to change
how I work." Maybe the next killer app would be one that could
track enforcement of and productivity gains resulting from an initiative
launched by senior leadership. Similar to an angiogram, blockages
could be detected and steps taken to get the process flowing again.
Group posted from: Linkedin.com - DAMA International- July 8, 2011
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Communication |
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