The Nuclear Regulatory Commission has a plan for any kind of disaster. It starts with getting to the scene as quickly as possible.
So when an earthquake and tsunami hit northern Japan and devastated parts of the country 
on March 11, NRC’s first two experts were on the ground in Japan within 48 hours, ready to help. Many more emergency responders followed them. Keep reading →
During my four decades of public service I have worked with many amazing people – some heroes who have risked their lives to save others, some who have risen to the occasion during crises like the Gulf oil spill and Hurricane Katrina, and many who have quietly gone about the business of serving the public with great dedication day-in and day-out. I was born while my father was at sea on a Coast Guard cutter.
In the current political climate and discourse over the national debt, we have done a poor job of distinguishing between the need for fiscal responsibility and the value of public service, which is enduring. Keep reading →
The fourth in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
In the coming years, government executives will need to utilize real-time information for decision-making and accountability. Specifically, they must (1) Collect better data; (2) Conduct better analysis; (3) Make better decisions; and (4) Take smarter action. Keep reading →
Martin Virgilio, deputy Executive Director for the NRC’s Reactor and Preparedness Programs, has these tips for agencies to stay on top of their game for incident responses:
1. Have a plan on the books for responding to emergencies including facilities, procedures and staff. Be prepared to transport technically qualified and trained staff to a trouble spot immediately. Keep reading →
Pamela Wright, the chief Digital Access Strategist at the National Archives and Records Administration, says every agency can create a digital archive that is easily accessible to the public.
The payoff is enormous: “As we continue to work toward increasing access to NARA’s records online, our goal is to delight online users with a rich website that is easy to use,” Wright said. Keep reading →
In the first of a series of columns on the lessons he has learned as Chairman of the Recovery Board, Earl E. Devaney describes how the Board’s fraud prevention program has encouraged federal investigators and agencies to work closely together.
Everybody loves a comfort zone. There’s no risk, no surprises. But sometimes, to succeed, it’s necessary to adjust your thinking and do things differently. The development of the Recovery Board’s oversight plan for the $787 billion stimulus program is a case in point.First, some background: In February 2009, the President appointed me to serve as Chairman of the Recovery Board, a job that requires a sustained commitment to transparency and accountability. Keep reading →
Government agencies are going mobile and learning their share of lessons. Scott Orr, mobile content editor at the State Department, has been guiding the department’s mobile website since launching it more than a year ago. And as its worldwide traffic continues to grow, he has gained a number of insights.
“Launching a mobile website is no different than launching a desktop site, it’s all about planning and developing the kind of site that is appropriate for your content and your audience,” Orr says. Keep reading →
This is the third in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
Governments are increasing their use of collaboration by: creating ad hoc networks in response to emergencies, and aligning governmental and nongovernmental organizations to work interdependently to achieve common goals. Keep reading →
This is the second in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
The technologies that enable hyperconnectivity can be harnessed, ignored, employed on an ad-hoc basis, or incorporated thoughtfully into an agency’s strategy to carry out its mission. The only thing that leaders and managers cannot do with these technologies is make them go away. Keep reading →
This is the first in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
It is a management imperative for government executives today to keep their mission front and center. Keeping focus on the strategic intent of mission is key. Keep reading →