Building the ENTERPRISE: Nine Strategies for a More Integrated, Effective Government Adopting an enterprise framework will allow our government to achieve the results that the American people demand and position it to tackle the major challenges facing the nation. It also will enable government to better husband its resources and reduce programmatic fragmentation and overlap. To that end, we have identified nine overarching strategies that will provide the infrastructure and impetus to take the enterprise approach to scale and ensure that it is not seen or treated as the pet project of one administration and thus become the first victim of the next. In proposing these strategies, the Partnership for Public Service and Booz Allen Hamilton consulted with more than 50 current and former public officials, business and labor leaders and academic experts to identify those areas in most urgent need of reform. We built on management initiatives of the current and past administrations that are working well and should be continued Enterprise Strate gies to Make Our Government More Efficient and Effective and expanded. Our recommendations largely focus on what can be done by the executive branch without action by Congress, although there are legislative changes that could improve the effectiveness of the enterprise approach and that will be needed to make improvements in the civil service. Partnership for Public Service P4PS _3ee1d581-8509-4332-acba-06516c635ab0 The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize the federal government by inspiring a new generation to serve and by transforming the way government works. Booz Allen Hamilton Booz Allen Hamilton has been at the forefront of strategy and technology consulting for nearly a century. Today, the firm provides services primarily to the US government in defense, intelligence, and civil markets, and to major corporations, institutions, and not-for-profit organizations. Booz Allen offers clients deep functional knowledge spanning strategy and organization, engineering and operations, technology, and analytics—which it combines with specialized expertise in clients' mission and domain areas to help solve their toughest problems. Max Stier Lloyd President and CEO, Partnership for Public W. Howell Jr. Executive Vice President, Service Booz Allen Hamilton A More Integrated, Effective Government 3be394c5-e148-4e35-8682-d7088774ede5 To define and articulate a set of reforms that would help guide the presidential management agenda. 4c488606-1f7d-4d9a-a618-1ea6a1e69ed6 Performance Plan Develop an enterprise performance plan with senior-level commitment to drive cross -agency goals and missions bff24c0e-4cea-42bf-b0a4-8a206d0fdbe4 Strategy 1 POTUS The strategic enterprise performance plan must be owned by the president and the Cabinet, with the specifics of its development and implementation a natural job for the President's Management Council. Cabinet President's Management Council Now that the administration has piloted the initial set of cross-agency priority goals required by GPRAMA, it is time for the president to institutionalize the enterprise model and take it to scale. We recommend that he start by developing—and, more importantly, publicly committing to—a strategic enterprise performance plan... 17d7fe84-9462-4231-a854-29c28970aa52 e35900ba-c782-4133-9355-fa76a971bbd2 Program Portfolio Build portfolios of programs aligned against the enterprise plan's goals d43bc97c-16ff-4cad-bd61-130e191cb763 Strategy 2 The PMC's strategic enterprise performance plan must align and integrate all of the programs that contribute to a particular goal, taking a portfolio approach to that alignment. Such an approach forces a holistic view of the goal's constituent programs and their associated resources. Thus, the portfolio approach will unify the efforts of all the agencies that own those programs... 6d914061-e040-4805-be85-dcacb44eb636 96df3c97-7bc9-41d8-9a90-2a107a593b99 Goal Leaders Designate and empower enterprise goal leaders e55c4c36-b30f-4daa-aef9-1d277f07c59f Strategy 3 Goal Leaders Senior Career Executives Senior career executives must be developed with an enterprise perspective and the ability to demonstrate the enterprise leadership skills. Performance plans and portfolios are important tools to define enterprise objectives, but it is strong leadership that will truly move the enterprise. Successful execution of an enterprise performance plan depends on the designation of experienced senior officials to serve as enterprise goal leaders. 009d2c68-c534-448b-8d70-333071243f74 a4bef4b4-3342-481f-b830-336c37af4854 Cross-Cutting Missions & Functions Develop career enterprise executives to lead cross-cutting missions and functions b4e337a0-4e65-42b6-98f2-2556ae0e1db5 Strategy 4 Career Enterprise Executives Senior career executives must be developed with an enterprise perspective and the ability to demonstrate the enterprise leadership skills enumerated earlier. The successful federal enterprise cannot depend on just Cabinet and sub-Cabinet appointees to lead it. To be sure, we expect that the president will appoint his most trusted Cabinet secretaries and sub-Cabinet officials to lead presidential priorities included in the enterprise performance plan. However, there are only so many of those appointees to go around. If the concept of enterprise is ever to get to scale, career executives will have to be utilized. Some may be called upon to serve as the day-to-day deputies of Cabinet- level goal leaders, whose official responsibilities preclude full-time focus. Other career executives may be asked to do even more, taking direct charge of cross-cutting mission areas and support functions. cb631043-dbb1-489a-bfa1-fa977ddf1ba5 cdf12512-33c9-40ad-a098-f5f1869fd6da Office of Evaluation Establish an independent office of evaluation to assess enterprise performance d77dd3b1-6ca9-4021-a89d-2de6ea3e56fc Strategy 5 Office of Evaluation Goal leaders and enterprise executives must be able to rigorously evaluate their portfolios of programs, determining which ones are working and which are not. However, two decades after the advent of GPRA, the federal government is struggling to measure program performance. Government programs and government officials tend to focus on the budget or the numbers of people served, but they are much less likely to try to link those measures to real-world outcomes. 8bc90948-a172-4427-9911-b9b43d5c3750 531e9285-f373-4a77-a1e2-9a7a3e059fa4 Information Technology Manage information technology as a true enterprise resource b233be86-2c87-495b-8d00-2a8fbfda8392 Strategy 6 Information technology services are among the most common services in government. Every agency provides a range of them, from email and data storage to desktop support and server farms. Most recently, agencies have begun deploying cloud-based applications to support everything from time-keeping to supply-chain management. With few exceptions, these services follow the traditional stovepiped model of government, with each agency approaching and duplicating them separately. This situation represents a perfect opportunity to achieve real efficiencies by taking an interagency, enterprise approach to common IT services. 83990171-fe52-403b-9edc-aa093c2dee37 87db997c-39f3-4540-a8f1-a60ead54a8b7 Shared Services Take shared services to scale a73dcc36-638c-4c5d-88c0-2746e2fa01c7 Strategy 7 While an enterprise approach to IT services is a positive step in and of itself, it has the added advantage of providing the interagency IT infrastructure to support shared personnel, financial management and other mission-support services. This enables the expansion of shared services from purely back-office transaction processing to more sophisticated services. In so doing, the federal government could finally realize the full potential of the Bush administration's functional Lines of Business (LoB) initiative, under which federal organizations provide administrative services for a fee to other agencies. f6b78939-bc29-4e20-83aa-8ae9559a34d1 302ab15d-b406-4ff2-b769-f97ae2d47ffa Acquisition Adopt an enterprise approach to the acquisition of goods and services 9ab32086-13c7-4bff-888c-061d36050582 Strategy 8 Historically, the federal government has taken a decentralized, agency-centric approach to buying goods that practically every organization needs. In short, the government has not taken full advantage of its collective purchasing power to get the best deal for the taxpayer. a8765ada-6e60-472e-af52-df9c9414fd6a ac7a7336-6891-4707-9c80-59164d399855 Civil Service Build an enterprise civil service system 5fbf0dc6-e8f6-47e3-8fd3-61193cc6cd81 Strategy 9 The proposals outlined thus far revolve around a common theme: leading and managing the whole of government as an integrated enterprise with a cross-cutting strategy, management infrastructure and leadership. But none of these strategies will be successful without also taking an enterprise approach to managing government's most important resource—its people. This requires the federal civil service to be rebuilt, modernized and better integrated to confront cross-agency program and policy priorities. 477cc1bc-0694-4446-b261-b9f2f4821b18 315de2db-8550-4431-aa7f-26717d86f549 2013-08-09 http://ourpublicservice.org/OPS/publications/download.php?id=228 Owen Ambur Owen.Ambur@verizon.net Submit error.