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John M. Kamensky

Associate Partner at IBM Center for The Business of Government

Washington DC, United States

I am passionate about creating government that is results-oriented, performance-based, citizen-focused, and collaborative in nature.

-- Currently serve as a senior fellow in IBM's Center for The Business of Government thought leadership group and as an associate partner with IBM's Global Business Service's public sector practice.

-- Served as Vice President Al Gore's deputy for his reinventing government initiative, out of the White House and Office of Management and Budget, for 8 years. Helped craft large-scale reform initiatives, such as introducing customer service measures, performance-based organizations, and changing executive appraisal standards to focus on performance.

-- Served as an assistant director for government management, and for intergovernmental affairs, at the Government Accountability Office for 16 years.

Specialties: Managing for Results, including: strategic planning, performance measurement, Balanced Scorecard, creating market-based incentives for performance, mapping stakeholder networks, and the use of IT to foster collaborative teams. Current focus is on providing insights on how government may operate in 2040.

John M. Kamensky Points
Academic 0
Author 41
Influencer 0
Speaker 0
Entrepreneur 0
Total 41

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Company Information

Company Type: Enterprise
Minimum Project Size: Undisclosed
Average Hourly Rate: Undisclosed
Number of Employees: Undisclosed
Company Founded Date: Undisclosed

Areas of Expertise

Customer Experience 30.06
GovTech 33.71
Culture 30.28
Innovation 30.12
Management 31.02
Future of Work 30.05
Open Innovation 30.11
Analytics 30.04
COVID19 30.27

Industry Experience

Publications

41 Article/Blogs
Accountability and Performance Update – Apr 15-21, 2024
Linkedln
April 22, 2024
RouteFifty States that want to tap universities and philanthropies to find solutions to policy challenges using the best research, evidence and data should look at how one state mastered the communications and logistics essential for effective partnerships.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Apr 8-14, 2024
Linkedln
April 15, 2024
There is a growing body of research that suggests investment is needed in “evidence-using systems” that facilitate the use of evidence. Such systems, or interventions, to facilitate evidence use span from linear (i.e. traditional dissemination efforts) to relational (i.e. fellowships or research-practice partnerships) and systems (i.e. leadership, infrastructure) approaches.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Apr 1-7, 2024
Linkedln
April 08, 2024
“Best practices, we'd argue, should be something like plug-and-play models that others can pick up and use with a reasonable assurance of success.” . . . . However, there “are five reasons we are concerned when a best practice is ballyhooed by a government official.”

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Mar 18-24, 2024
Linkedln
March 25, 2024
Using evaluation reports to support evidence-based policymaking faces a series of barriers because of leaks in the evidence pipeline. A major leak occurs because many evaluation reports cannot be accessed by research clearinghouses, which scan academic journals, government websites, and research funders to identify studies that have assessed program impacts.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Mar 18-24, 2024
Linkedln
March 11, 2024
Using evaluation reports to support evidence-based policymaking faces a series of barriers because of leaks in the evidence pipeline. A major leak occurs because many evaluation reports cannot be accessed by research clearinghouses, which scan academic journals, government websites, and research funders to identify studies that have assessed program impacts.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Jan 22 – 28, 2024
Linkedln
February 29, 2024
The performance.gov website has posted a wrap up of the progress made by agencies toward their FY2022-23 Agency Priority Goals. A blog post highlights some accomplishments and provides links to details to progress on all 85 APGs.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Feb 19-25, 2024
Linkedln
February 26, 2024
Some companies continue to survive and thrive despite the challenges. Why do these companies manage to succeed, year after year—operationally, financially, and otherwise—while others don’t? Twenty-plus years of proprietary McKinsey research tells us that one of the main reasons is organizational health.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Feb 12 - 18, 2024
Linkedln
February 19, 2024
The goal is to organize around the customer, not around the delivery programs; research shows that when citizens feel they are treated fairly and professionally, trust in government increases. Our presenters have first-hand experience grappling with these issues and will be able to provide webinar participants with a real-time picture of the progress and challenges they face.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Feb 5 - 11, 2024
Linkedln
February 12, 2024
Improving program data practices is one of many aims of the Commerce Data Governance Board (CDGB). To support bureaus in their evidence-building practices, the CDGB chartered the Metrics Working Group in August 2022.The Metrics Working Group was specifically set up to uncover obstacles and explore pathways for improving the use of data for program design, delivery, and evaluation.

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Tags: Culture, GovTech, Management

Maryland's New State Plan - The First in a Decade
Linkedln
February 08, 2024
Twelve months into his administration, Maryland Governor Wes Moore rolls out a State Plan via a townhall videocast to an audience of more than five thousand state employees that details the plan’s ten priorities that served as the underpinning for his State of the State presentation to the legislature the night before.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – Jan 15 – 21, 2024
Linkedln
January 22, 2024
While awash in data, clear insights helping government and those it funds improve performance and efficiency are hard to come by. That’s why investment in data infrastructure at every level – federal, state, and local – benefits everyone up and down the federal financial assistance funding chain.

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Tags: Culture, GovTech, Management

Accountability and Performance Update – April 4-10, 2022
IBM
April 11, 2022
Courtesy of the Center for Accountability & Performance, American Society for Public Administration.
Pandemic Waste Is Enough to Make a Person Cry
Federal News Network (Interview with Comptroller General Gene Dodaro)

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Tags: GovTech, COVID19

Accountability and Performance Update – August 2 – 8, 2021
LinkedIn
August 09, 2021
Courtesy of the Center for Accountability & Performance, American Society for Public Administration

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Tags: GovTech

Accountability and Performance Update – July 26 – August 1, 2021
LinkedIn
August 02, 2021
Project Evident's Actionable Evidence Initiative works to improve the outcomes of students who are Black, Latino/a/x, or experiencing poverty by promoting “actionable evidence.”

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Tags: GovTech

Can We Restore Trust in Government – One Customer at a Time?
LinkedIn
June 03, 2021
Public trust in government – especially the federal government – has plummeted in recent years. This has ominous overtones for democracy, which is founded on trust. No wonder a recent survey of business CEOs believe restoring public trust needs to be at the top of the national agenda.

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Tags: Customer Experience, GovTech

Reinventing the Grant System to Be More Outcome-Focused
LinkedIn
April 20, 2021
Is it time to reinvent the roles of the many players in the federal grants management system?

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Tags: GovTech, Management

Lessons Learned from 30 Years of Government Reform Efforts
LinkedIn
March 23, 2021
What should newcomers to government know about what reform efforts happened before they arrived?

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Tags: GovTech, Management

Learning Agendas: An Effort to Answer -- “Does It Work?”
LinkedIn
February 18, 2021
In 2017, Congress gave tax breaks for investors in designated Opportunity Zones around the country. The idea was that this would generate substantial private sector investments in more than 8.700 lower-income census tracts. Did it work as intended? This is one of scores of research questions raised in the Department of Housing and Urban Development’s (HUD) most recent learning agenda.

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Tags: GovTech

Is It Time for “Back to the Future” to Improve Agency Management Practices?
LinkedIn
January 27, 2021
What does "quality management" in government look like? It was a top initiative in the 1980s and 1990s. Does it matter today?

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Tags: GovTech, Management

Looking Beyond the Federal Data Strategy
LinkedIn
December 16, 2020
There were quiet celebrations a year ago as the long-awaited Federal Data Strategy and a 2020 action plan came to fruition. It involved hundreds of dedicated people across the government and the action plan covered 20 specific elements. But the federal data strategy is but a foundation for a potentially broader vision. A new report on the critical need for intergovernmental data sharing by Harvard’s Jane Wiseman says we need to extend it to become a national data strategy that embraces states and local governments as well.

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Tags: GovTech

From “People” Analytics to “Relational” Analytics
linkedin
January 24, 2019
Like most private sector organizations, they focus their analyses on data they have based on individual people, such as the data from the Federal Employee Viewpoint Survey, and from the Office of Personnel Management’s FedScope database.

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Tags: Analytics, GovTech

Three-in-One: The New Evidence Act
linkedin
January 15, 2019
In one of its last actions before adjourning last month, the 115th Congress passed the “Foundations of Evidence-Based Policymaking Act of 2018.” This new law implements about half of the recommendations made by the Commission on Evidence-Based Policymaking in September 2017. The president signed it into law yesterday. Among other things, the new law requires agencies to designate Evaluation Officers and Chief Data Officers, and publish their data sets in machine-readable form.

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Tags: GovTech, Management

The 5 Paradoxes of an Innovation Culture
linkedin
January 07, 2019
Creating a culture of innovation in your agency can be a tricky thing.

A recent trend has been to set up an innovation office to be the catalyst for new ideas. These offices can be helpful starting points and an inspiration to employees across an organization. However, most leaders want to create a culture of innovation across their entire workforce, not just in an elite subset of employees.

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Tags: Innovation, GovTech, Culture

Let’s Get Organized! Implementing a New Program Management Law
linkedin
December 19, 2018
The many headlines and Government Accountability Office reports about challenges in implementing Federal programs are constant reminders of the criticality of having seasoned program managers in place.

Congress recognized the governmentwide shortage of program management talent and leadership commitment in 2016 when it passed the Program Management Improvement and Accountability Act (PMIAA). Two years after its passage, slow but steady progress is being made to implement not only the law’s requirements but also its underlying intent – to improve the government’s ability to manage large and complex programs.

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Tags: Management

A Tale of Two Cities: How Different Performance Management Systems Use Citizen Feedback (Part 2)
linkedin
November 07, 2018
Performance management is a global trend, as well as the inclusion of citizen feedback as a component of these systems. What are the commonalities and contrasts in two cities of the same size but with very different forms of government? The post is broken into two parts – this one is the second, and focuses on the approach taken in the Chinese city of Hangzhou. The first part focuses on New York City’s approach.

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Tags: Management

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