S pr IN G 2 0 0 7 PROVIDING CUTTING-EDGE KNOWLEDGE TO The Business GOVERNMENT LEADERS of Government 3 From the Editor’s Keyboard 4 Conversations with Leaders A Conversation with Rob Portman and Clay Johnson III A Conversation with Linda Combs, Paul Denett, Karen Evans, Robert Shea, and Solly Thomas 18 Profiles in Leadership Admiral Thad W. Allen Douglas J. Bourgeois Josefina G. Carbonell Karen S. Evans Dr. George M. Gray Vice Admiral John C. Harvey, Jr. Dr. Stephen L. Jones R. David Paulison R. Allen Pittman 45 Forum: Collaborative Governance Forum Introduction: Toward Greater Collaboration in Government Creating Managed Networks as a Response to Societal Challenges Trends in the Next Decade: Interorganizational Collaboration Essential Tasks for Network Managers Incident Command Systems for Organizing Crisis Response 71 Management A Model for Increasing Innovation Adoption: Lessons Learned from the IRS e-file Program Lessons from Katrina for Improving the Delivery of Emergency Benefits 82 Research Abstracts 86 From the Executive Director www.businessofgovernment.org 7463_BOGSprg07_CvrFINAL.indd 1 3/29/07 3:03:42 PM Listen to The Business of Government Hour Join Us for Breakfast Every Saturday Morning 9:00 a.m. on WJFK-FM (106.7) in the Washington, D.C. area Hosted by: Albert Morales, Managing Partner, IBM Center for The Business of Government 7463_BOGSprg07_CvrFINAL.indd 2 3/29/07 3:03:48 PM Table of Contents From the Editor’s Keyboard The IBM Innovations in Transforming Government Award By Albert Morales .....................................................................................3 Conversations with Leaders A Conversation with Rob Portman, Director, Office of Management and Budget, and Clay Johnson III, Deputy Director for Management, Office of Management and Budget .......................................................... 4 A Conversation with Linda Combs, Paul Denett, Karen Evans, Robert Shea, and Solly Thomas ........................................ 12 Profiles in Leadership By Michael J. Keegan and Lauren Kronthal Admiral Thad W. Allen, Commandant, United States Coast Guard .................................................................... 18 Douglas J. Bourgeois, Director, National Business Center, Department of the Interior ..................................................................... 21 Josefina G. Carbonell, Assistant Secretary for Aging, U.S. Department of Health and Human Services ................................... 24 Karen S. Evans, Administrator, Office of E-Government and Information Technology, Office of Management and Budget ................ 27 Dr. George M. Gray, Assistant Administrator for Research and Development, Environmental Protection Agency ............................ 30 Vice Admiral John C. Harvey, Jr., Chief of Naval Personnel and Deputy Chief of Naval Operations for Manpower, Personnel, Training and Education, United States Navy, Department of Defense ......................................................................... 33 Dr. Stephen L. Jones, Principal Deputy Assistant Secretary of Defense for Health Affairs, Department of Defense ............ 36 R. David Paulison, Under Secretary for Federal Emergency Management and Director of the Federal Emergency Management Agency, U.S. Department of Homeland Security ............. 39 R. Allen Pittman, Assistant Secretary for Human Resources and Administration, Department of Veterans Affairs ..................................... 42 Forum: Collaborative Governance Forum Introduction: Toward Greater Collaboration in Government By John M. Kamensky ............................................................................45 Creating Managed Networks as a Response to Societal Challenges By G. Edward DeSeve ............................................................................47 Trends in the Next Decade: Interorganizational Collaboration By Steven Kelman ..................................................................................53 Essential Tasks for Network Managers By H. Brinton Milward and Keith G. Provan ..........................................57 Incident Command Systems for Organizing Crisis Response By Donald P. Moynihan .........................................................................64 Management A Model for Increasing Innovation Adoption: Lessons Learned from the IRS e-file Program By Stephen H. Holden ...........................................................................71 Lessons from Katrina for Improving the Delivery of Emergency Benefits ............................................................................... 77 By Thomas H. Stanton SPRING 2007 IBM Center for The Business of Government 1 [ table of content S ] continued Research Abstracts New from the Center: Recently Published Reports ................................ 82 Human Capital Management Series The Challenge of Designing and Implementing Payband Systems ......... 82 Innovation Series A Model for Increasing Innovation Adoption: Lessons Learned from the IRS e-file Program ......................................... 82 Networks and Partnerships Series The E-Government Collaboration Challenge: Lessons from Five Case Studies ............................................................. 82 From Forest Fires to Hurricane Katrina: Case Studies of Incident Command Systems .............................................................. 83 Social Services Series Delivery of Benefits in an Emergency: Lessons from Hurricane Katrina ............................................................ 83 2008 Presidential Transition Series Reflections on 21st Century Government Management ......................... 83 How to Order Recent Publications ........................................................85 From the Executive Director Transitions By Jonathan D. Breul ..............................................................................86 The Business of Government is published by IBM Global Business Services, 1301 K Street, NW, Fourth Floor, West Tower, Washington, DC 20005. For sub- scription information, call (202) 515-4504. World Wide Web page: www.businessofgovernment.org. Copyright 2007 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. 2 www.businessofgovernment.org The Business of Government From the Editor’s Keyboard By Albert Morales The IBM Innovations in Transforming Government Award Later this year, IBM and the Ash Institute for Democratic Governance and Innovation at the John F. Kennedy School of Government at Harvard University will confer a new IBM Innovations in Transforming Government Award to recognize the world’s most transformative governments. The IBM award will be given to the government or governments that have made significant progress and results in transforming government. Harvard’s Innovations in American Government Awards Program conducts a competition each year to recognize innovation across all levels of government. In 2007, the program will confer awards for the 20th time. This year, Harvard is partnering with IBM to confer a special capstone award on the occasion of the 20th anniversary to promote those innovations that seek to trans- form government. The eligibility criteria and application questions will be developed to elicit those programs and initiatives that have achieved comprehensive and profound change. A com- mittee of experts will review candidates and choose the winner, which will be announced at a gala event later in the year. IBM’s expertise in the area of transformation in government will be used throughout the planning phase of the award and in the recruitment and assessment of applications. In today’s world, governments are increasingly under pressure for more profound change in structure and strategies to meet the requirements of contemporary society. Rising public expec- tations for demonstrable results and enhanced responsiveness will require fundamental trans- formation of government—where the roles and even continued existence of some organizations and functions will be at stake. Therefore, government leaders around the world are increasingly making innovation their top priority. In the words of one of the public sector respondents to IBM’s 2006 Global CEO study: “Now ... our agency is at the point in development where we have achieved savings by doing things better. We want to do better things.” Leaders understand that innovation is the only way to create sustainable improvements in mission and program per- formance in a world of relentless change and rising global challenges. And they’re ready to go beyond quick solutions to undertake fundamental change in their enterprises. As with IBM’s own transformation beginning in the 1990s, challenges facing governments call for comprehensive and profound change. There are no easy solutions. Short-term or half mea- sures will not suffice. The longer governments delay action, the harder the problems become. Those that play a waiting game, postponing change, will find their fiscal strength and program- matic effectiveness eroding. Innovation is what we do. For IBMers, “innovation that matters—for our company and for the world” is both a value and a value proposition. While others talk