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Blueprint For Better Government

Center for Government Interoperability
http://gov-ideas.com/

Center for Government Interoperability

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

Description

Category

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 Communication