Government Management: 25 years of informing today and envisioning tomorrow25th Anniversary Challenge Grant Competition ~ To commemorate our 25th anniversary, we are pleased to announce Challenge grant competition to solicit short essays describing the future of government management and operations in six key areas identified below, and how innovations in these areas can drive agency missions forward. We will select the authors of one or more impactful essay in each area as “Challenge winners”, who will receive a $2,500 stipend to write a longer article. We will draw on and credit any content from these papers in a subsequent publication by the end of 2023, to identify new ways of understanding and framing problems; new processes to solve problems; and innovative implementation solutions. ^^ The six Challenge grant focus areas follow:The Challenge process is straight forward: ^^ Stage One: Submit one or more proposals of up to 300 words describing the future of the management and operations of government in any of the six key areas outlined above and how innovations in these areas can drive government missions forward. Schedule: Deadline for the 300-word proposals is May 10, 2023. ^^ Stage Two: The IBM Center will review proposals and select 5 to 10 finalists who will each be offered a $2,500 Challenge Grant to prepare a longer essay (up to 2,500 words) refining their original proposal. Schedule: The Center will announce the winning proposals June 1, 2023. ^^ Stage Three: The winners of the Challenge Grant will prepare their essays for publication by the IBM Center. Schedule: The 2,500-word essays are due to the Center by July 17, 2023. ^^ Please let us know if you have any questions. They can be sent to: businessofgovernment@us.ibm.com.IBM Center for The Business of GovernmentCTBG_c0becfe0-8215-11eb-b357-d2f53183ea00This year, the IBM Center for The Business of Government marks 25 years of connecting public management research to practice with the goal of improving government performance. Since its creation in 1998, the Center has sought to help public sector leaders and managers address real-world problems and more effectively respond to mission and management challenges. ^^ The Center focuses on “The Business of Government” because our scope addresses government management and operations. Public sector leaders and managers benefit from informed and practical advice available to support better delivery of services for their constituents. For 25 years, the Center has aimed to “bridge the gap” between research and practice by helping to stimulate and accelerate the publication of actionable public management research. Dan ChenokDan Chenok is Executive Director of the IBM Center for The Business of Government. He oversees all of the Center's activities in connecting research to practice to benefit government, and has written and spoken extensively around government technology, cybersecurity, privacy, regulation, budget, acquisition, and Presidential transitions. Mr. Chenok previously led consulting services for Public Sector Technology Strategy, working with IBM government, healthcare, and education clients. ^^ Mr. Chenok serves in numerous industry leadership positions. He is a CIO SAGE with the Partnership for Public Service, Fellow of the National Academy of Public Administration, Chair of the Cybersecurity Subcommittee of the DHS Data Privacy and Integrity Advisory Committee, Member of the Auburn University Center for Cyber and Homeland Security Board of Directors, Member of the American University IT Executive Council, and Co-Chair of the Senior Executives Association Community of Change for Governance Innovation; previously, he served as Chair of the Industry Advisory Council (IAC) for the government-led American Council for Technology (ACT), Chair of the Federal Information Security and Privacy Advisory Board, and two-time Cybersecurity commission member with the Center for Strategic and International Studies. Mr. Chenok also generally advises public sector leaders on a wide range of management issues. Finally, Mr. Chenok serves as an Adjunct Associate Professor with the LBJ School of Public Affairs at the University of Texas in Austin, teaching at the school's Washington, DC Center. ^^ Before joining IBM, Mr. Chenok was a Senior Vice President for Civilian Operations with Pragmatics, and prior to that was a Vice President for Business Solutions and Offerings with SRA International. ^^ As a career Government executive, Mr. Chenok served as Branch Chief for Information Policy and Technology with the Office of Management and Budget, where he led a staff with oversight of federal information and IT policy, including electronic government, computer security, privacy and IT budgeting. Prior to that, he served as Assistant Branch Chief and Desk Officer for Education, Labor, HHS, and related agencies in OMB's Office of Information and Regulatory Affairs. Mr. Chenok began his government service as an analyst with the Congressional Office of Technology Assessment, and left government service at the end of 2003. ^^ In 2008, Mr. Chenok served on President Barack Obama’s transition team as the Government lead for the Technology, Innovation, and Government Reform group, and as a member of the OMB Agency Review Team. ^^ Mr. Chenok has won numerous honors and awards, including a 2010 Federal 100 winner for his work on the presidential transition, the 2016 Eagle Award for Industry Executive of the Year, and the 2002 Federal CIO Council Azimuth Award for Government Executive of the Year. ^^ Mr. Chenok earned a BA from Columbia University and a Master of Public Policy degree from Harvard's Kennedy School of Government.Co-AuthorExecutive Director, IBM Center for The Business of GovernmentMichael J. KeeganMichael has two decades of experience with both the private and public sectors encompassing strategic planning, business process redesign, strategic communications and marketing, performance management, change management, executive and team coaching, and risk-financing. ^^ Michael leads the IBM Center for The Business of Government's leadership research. As the Center’s Leadership Fellow, his work is at the nexus of the Center’s mission – connecting research to practice. My work at that the Center complements frontline experience of actual government executives with practical insights from thought leaders who produce Center reports – merging real-world experience with practical scholarship. The purpose is not to offer definitive solutions to the many management challenges facing executives, but to provide a resource from which to draw practical, actionable recommendations on how best to confront such issues. Michael also hosts and produces the IBM Center’s The Business of Government Hour. He has interviewed and profiled hundreds of senior government executives from all levels of government as well as recognized thought leaders focusing on a range of public management issues and trends. Over the last four years, Michael has expanded both the show’s format and reach – now broadcasting informational and educational conversations with dedicated public servants on two radio stations five times a week and anywhere at anytime over the web and at iTunes. Michael is also the managing editor of The Business of Government magazine, with a targeted audience of close to 14,000 government and non-government professionals. Additionally, he manages the Center’s bi-annual proposal review process that awards stipends to independent, third party researchers tackling a wide range of public management issues. ^^ Prior to joining the Center, Michael worked as a senior managing consultant with IBM GBS (Global Business Services) and as a principle consultant with PriceWaterhouseCoopers’ Washington Consulting Practice (WCP). He led projects in the private and federal civilian sectors including the U.S. Department of Energy, U.S. Department of Homeland Security, Centers for Medicare and Medicaid Services, FEMA, and the Veterans Health Administration. Before entering consulting, he worked in the private sector as product development manager at a New York City based risk financing firm. ^^ Since 2003, Mr. Keegan has been a reviewer for Association of Government Accountant’s Certificate of Excellence in Accountability Reporting (CEAR)© program, keeping abreast of the most recent developments in authoritative standards affecting federal accounting, financial reporting and performance measurement. He is also a member of APPAM, the NYU Alumni Association, and the Data Center & Cloud Talent, USA. He holds masters in public administration and management from New York University and was the founder of its DC alumni group as well as previous treasurer of the NYU graduate school’s alumni board.Co-AuthorLeadership Fellow & Host, IBM Center for The Business of GovernmentChatGPTResponder to QuestionsChatGPT provided responses to questions posed for objectives 1.1 - 1.3 but would not respond further to the additional questions.You.comResponder to QuestionsYou.com provided responses to the questions posed for objectives 2.1 - 6.4.New ways of understanding and framing problems, new processes to solve problems, and innovative implementation solutions_09441796-cdb1-11ed-9908-c6991983ea00To solicit short essays describing the future of government management and operations_09441944-cdb1-11ed-9908-c6991983ea00GovernanceManagementInnovationAutomationDesign and implement IA and AI programs with critical elements to successfully enable mission delivery and citizen services_09441a52-cdb1-11ed-9908-c6991983ea001Intelligent Automation (IA), including Artificial Intelligence (AI), is revolutionizing how governments derive value and insights from data to achieve key goals and objectives. An effective automation program can greatly enhance the ability of the public sector to improve services. The challenge going forward is to design and implement IA and AI programs with critical elements to successfully enable mission delivery and citizen services. Across government agencies, AI and related automation technologies are changing how individuals perform their jobs, interact with teams, learn, and make decisions. These innovations can drive improvements in the fields of data collection and analysis, logistics, cyber operations, information operations, command and control, and even autonomous vehicles. Potential areas to address in Challenge grant essays include:MissionsDrive government missions forward_09441b60-cdb1-11ed-9908-c6991983ea001.1How can the future of IA and AI drive government missions forward? ChatGPT: Artificial intelligence (AI) and intelligent automation (IA) have the potential to significantly drive government missions forward in a number of ways. Here are a few examples [documented as performance indicators in this StratML rendition] ... ^^ Overall, the future of AI and IA in government is bright, with the potential to drive greater efficiency, effectiveness, and innovation across a wide range of missions and services. However, it is important that these technologies are implemented ethically and responsibly, with appropriate safeguards and oversight to ensure that they are used in ways that benefit society as a whole.1.1.1Analytics_f4a6c94c-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_1Predictive Analytics: AI and IA can help governments anticipate and predict trends, behaviors, and outcomes. This can enable governments to better plan for and respond to challenges such as natural disasters, economic disruptions, and public health crises.PredictionImproved[To be determined]TBD1.1.2Decision Making_f4a6cc4e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_2Improved Decision Making: AI and IA can provide decision makers with real-time insights and analysis, enabling them to make more informed and effective decisions. This can be particularly valuable in areas such as national security, law enforcement, and public health.StatusImproved[To be determined]TBD1.1.3Efficiency_f4a6cdde-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_3Increased Efficiency: AI and IA can automate repetitive tasks, freeing up government employees to focus on higher value activities. This can result in improved productivity, reduced costs, and increased citizen satisfaction.StatusIncreased[To be determined]TBD1.1.4Services_f4a6cf46-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_4Enhanced Citizen Services: AI and IA can help governments provide more personalized and efficient services to citizens. For example, chatbots and virtual assistants can help citizens access information and complete tasks more quickly and easily.StatusEnhanced[To be determined]TBD1.1.5Accountability_f4a6d0a4-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_5Greater Accountability: AI and IA can help governments monitor and measure their performance, providing greater transparency and accountability. This can help build trust and confidence among citizens and stakeholders.StatusIncreased[To be determined]TBDApplicationsFoster a culture of experimentation to test and learn in developing mission-based applications_09441c5a-cdb1-11ed-9908-c6991983ea001.2What are the best ways to foster a culture of experimentation to test and learn in developing mission-based applications? ^^ ChatGPT: Fostering a culture of experimentation is critical for developing mission-based applications that are effective and efficient. Here are some of the best ways to promote experimentation and test-and-learn approaches [documented as performance indicators in this StratML rendition] ... ^^ By fostering a culture of experimentation, organizations can encourage innovation, improve outcomes, and achieve their mission goals more effectively. 1.2.1Learning_f4a6d20c-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_6Emphasize the importance of learning: Encourage a culture that values learning from failures and celebrates successes. Encourage teams to document their learnings and share them with others.EmphasisEmphasized[To be determined]TBD1.2.2Environment_f4a6d388-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_7Create a safe environment for experimentation: Make it clear that experimenting and trying new things is encouraged and supported. Encourage teams to take calculated risks and give them the freedom to try new things without fear of failure.SafetySafe[To be determined]TBD1.2.3Resources & Tools_f4a6d4fa-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_8Provide resources and tools: Ensure teams have access to the resources and tools they need to experiment, such as data, software, and hardware.ProvisionProvided[To be determined]TBD1.2.4Goals & Metrics_f4a6d676-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_9Set clear goals and metrics: Establish clear goals and metrics to track progress and measure success. Encourage teams to track progress and iterate quickly based on their learnings.ClarityClearly Set[To be determined]TBD1.2.5Collaboration & Communication_f4a6d7f2-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_10Foster collaboration and communication: Encourage collaboration and communication across teams, and provide opportunities for cross-functional learning and knowledge sharing.FosteringEncouraged[To be determined]TBD1.2.6Experimentation_f4a6d96e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_11Reward experimentation: Recognize and reward teams for their experimentation and successes. This can be done through incentives, promotions, or other forms of recognition.RecognitionRewarded[To be determined]TBD1.2.7Leadership_f4a6daf4-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_12Lead by example: Leaders should model experimentation and test-and-learn approaches themselves, encouraging their teams to follow suit.ModelingModeled[To be determined]TBDAIDetermine the role of multi-sector ecosystems in developing and delivering AI capability_09441d54-cdb1-11ed-9908-c6991983ea001.3Multi-Sector EcosystemsWhat is the role of multi-sector ecosystems in developing and delivering AI capability? ^^ ChatGPT: ^^ Multi-sector ecosystems play a critical role in developing and delivering AI capabilities. These ecosystems bring together actors from different sectors, such as academia, government, industry, and civil society, to collaborate on the development and deployment of AI. Here are some ways in which multi-sector ecosystems can contribute to the development and delivery of AI capability [documented as performance indicators in this StratML rendition] ... ^^ Overall, multi-sector ecosystems are critical for the development and delivery of AI capabilities. By bringing together stakeholders with diverse backgrounds and interests, these ecosystems can facilitate innovation, collaboration, resource sharing, standards development, and policy development.1.3.1Perspectives & Expertise_f4a6dc7a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_13Innovation: Multi-sector ecosystems can facilitate innovation by bringing together diverse perspectives and expertise. This can lead to the development of new AI applications, algorithms, and tools that can address complex societal challenges.CoalescenceCoalesced[To be determined]TBD1.3.2Collaboration_f4a6de0a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_14Collaboration: Multi-sector ecosystems can facilitate collaboration among stakeholders with different backgrounds and interests. This can help build trust and foster cooperation between stakeholders, which is critical for the development and deployment of AI capabilities.FacilitationFacilitated[To be determined]TBD1.3.3Resources_f4a6dfa4-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_15Resource sharing: Multi-sector ecosystems can facilitate the sharing of resources, such as data, computing power, and expertise. This can help reduce costs and accelerate the development and deployment of AI capabilities.SharingShared[To be determined]TBD1.3.4Standards_f4a6e13e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_16Standards development: Multi-sector ecosystems can contribute to the development of standards and best practices for AI development and deployment. This can help ensure that AI is developed and deployed in a responsible and ethical manner.DevelopmentDeveloped & Deployed[To be determined]TBD1.3.5Policy_f4a6e2e2-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_17Policy development: Multi-sector ecosystems can contribute to the development of policies and regulations that promote the responsible and ethical use of AI. This can help ensure that AI is developed and deployed in a way that is consistent with societal values and interests.DevelopmentDeveloped & Deployed[To be determined]TBDData & EvidenceHelp government executives and managers to do more of what works and less of what does not to deliver better outcomes_09441e58-cdb1-11ed-9908-c6991983ea002Government ExecutivesGovernment ManagersData and evidence can help government executives and managers to do more of what works and less of what does not to deliver better outcomes. This challenges public sector leaders and managers to collect more accurate and timely data, conduct more informed analysis, make better decisions, and take smarter actions. Governments must also seek high-quality data to derive insights, inform decisions, and improve delivery. In recent years, the federal government has developed a data strategy and institutional infrastructure to leverage a wealth of statistical and administrative data. New legislation has promoted a greater supply of information and invested in strengthened analytic capabilities in agencies. Innovative analytics strategies have reduced the cost of collecting and reporting such data and achieving evidence-based insights, and emerging technologies such as using artificial intelligence (AI) have open new vistas. Potential areas to address in Challenge grant essays include:Benchmarks, Measures & ToolsIdentify benchmarks, measures, and tools demonstrating effectiveness_09441f66-cdb1-11ed-9908-c6991983ea002.1What innovative benchmarks, measures, and tools (analytic, cognitive, or social) best demonstrate effectiveness? ^^ You.com: ^^ Based on the search results, there are several potential benchmarks, measures, and tools that can demonstrate effectiveness, depending on the specific context [documented as performance indicators in this StratML rendition] ... ^^ Overall , the best benchmarks, measures, and tools for demonstrating effectiveness will depend on the specific context and goals of the program or organization in question.2.1.1Outcomes_f4a6e5da-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_18Outcome measures: These can be used to indicate the final result of a healthcare intervention or other service, and may be relevant in contexts where the effectiveness of a program or organization is linked to specific outcomes.MeasurementsMeasured[To be determined]TBD2.1.2Competency_f4a6e846-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_19Competency assessments: These can help to identify the skills and abilities that are needed for a particular job or role, and can be used to evaluate the effectiveness of training or development programs.AssessmentAssessed[To be determined]TBD2.1.3Team Performance_f4a6ea12-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_20Team performance measures: These can assess various social and cognitive factors that are thought to contribute to effective teamwork, such as communication, collaboration, and analytical abilities.MeasurementMeasured & Assessed[To be determined]TBD2.1.4Proficiency/Effectiveness_f4a6ebd4-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_21Performance indicators: These can be used to measure proficiency or effectiveness in a particular area, such as computer skills or the ability to use specific tools or systems.Peformance IndicatorsIdentified[To be determined]TBD2.1.5Skills & Knowledge_f4a6ed96-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_22Student assessments: These can measure cognitive skills and knowledge, but may be limited in their ability to demonstrate effectiveness in other areas.MeasurementMeasured & Assessed[To be determined]TBD2.1.6Rehabilitation_f4a6ef62-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_23Rehabilitation programs: These can be evaluated based on their effectiveness in reducing recidivism, and may be relevant in justice or social service contexts.EffectivenessEvaluated[To be determined]TBD2.1.7Organizational Readiness_f4a6f12e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_24Organizational readiness assessments: These can help to identify factors that may influence the effectiveness of interventions or programs, and can be based on motivation and social cognitive theories.AssessmentAssessed[To be determined]TBD2.1.8Cultural Diversity_f4a6f3c2-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_25Cultural diversity assessments: These can measure the impact of diversity on organizational efficiency and innovation.AssessmentAssessed[To be determined]TBD2.1.9Evaluation & Coaching_f4a6f5ac-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_26Technology-enabled tools : These can support teacher evaluation and coaching , and may help to ensure that all students have the best opportunity to demonstrate their knowledge and skills.Technology-EnablementTechnology-Enabled[To be determined]TBDCapacity & CompetenciesEnhance institutional capacity and staff competencies in the use of analytics and advanced analytics_09442146-cdb1-11ed-9908-c6991983ea002.2How government can enhance both institutional capacity and staff competencies in the use of analytics and advanced analytics to improve decision-making? ^^ You.com: ^^ To enhance institutional capacity and staff competencies in the use of analytics and advanced analytics to improve decision-making, the following benchmarks, measures, and tools can be considered [documented as performance indicators in this StratML rendition] ... ^^ Overall, these benchmarks, measures, and tools can help ensure that staff members have the skills, tools, and support they need to effectively use analytics and advanced analytics to improve decision-making. Regular assessment and evaluation of effectiveness may also be necessary to ensure continuous improvement.2.2.1Competency_f4a6f78c-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_27Competency assessments: Assess staff members' skills and abilities in the use of analytics and advanced analytics to identify areas where additional training or support is needed.AssessmentAssessed[To be determined]TBD2.2.2Technology-Enabled Tools_f4a6f976-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_28Technology-enabled tools: Provide staff members with access to technology-enabled tools that can support the use of analytics and advanced analytics, such as data visualization software, data mining tools or machine learning platforms.ProvisionProvided[To be determined]TBD2.2.3Team Performance_f4a6fb56-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_29Team performance measures: Assess team performance in areas such as communication, collaboration, and analytical abilities to identify areas of strength and weakness.MeasurementMeasured[To be determined]TBD2.2.4Organizational Readiness_f4a6fd4a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_30Organizational readiness assessments: Assess the organization's current readiness to leverage analytics and advanced analytics tools, and identify potential roadblocks or barriers to success.AssessmentAssessed[To be determined]TBD2.2.5Outcomes_f4a6ff34-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_31Outcome measures: Evaluate the impact of analytics and advanced analytics on decision-making effectiveness by measuring outcomes such as cost savings, improved efficiency, or increased revenue.MeasurementMeasured & Evaluated[To be determined]TBD2.2.6Cultural Diversity_f4a70128-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_32Cultural diversity assessments: Measure the impact of diversity and inclusion in the use of analytics and advanced analytics specifically assessing cultural competence and sensitivity.AssessmentAssessed[To be determined]TBD2.2.7Decision-Making_f4a7031c-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_33Data-driven decision-making: Promote a data-driven decision-making culture to encourage staff to use analytics and advanced analytics in their work.StatusData-Driven[To be determined]TBDOutcomes & ROIPropel effectiveness in delivering outcomes and optimizing return on investments_09442272-cdb1-11ed-9908-c6991983ea002.3What innovation exists to propel effectiveness in delivering outcomes and optimizing return on investments? ^^ You.com: ^^ Based on the search results, there are several potential innovations that can help organizations to deliver outcomes and optimize return on investment [documented as performance indicators in this StratML rendition] ... ^^ Overall, these innovations can help organizations to deliver better outcomes and optimize return on investment by leveraging new tools, technologies, and approaches to improve decision-making and drive better results.2.3.1Customer Value_f4a7051a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_34Value-Based Care Models: Value-based care models center on patient outcomes and how well healthcare providers can improve the quality of care based on outcomes . This allows providers to improve patient outcomes while also driving down costs, ultimately leading to more satisfied patients and a better return on investment.StatusOutcomes Measured[To be determined]TBD2.3.2Analytics_f4a70754-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_35Data Analytics: Leveraging data analytics and advanced analytics can help organizations drive better outcomes by analyzing large data sets and identifying trends and patterns that can be leveraged to drive better decision-making.StatusLeveraged[To be determined]TBD2.3.3Digital Transformation_f4a70d30-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_36Digital Transformation: Digital transformation allows organizations to leverage new technology and tools to increase efficiency and automate routine tasks, freeing up resources to focus on more high-value activities.StatusLeveraged[To be determined]TBD2.3.4Diversity & Inclusion_f4a711a4-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_37Cultural Diversity and Inclusion: Building a diverse and inclusive culture can improve outcomes by creating a more collaborative and innovative environment. This can lead to higher-quality decision-making and better outcomes.StatusBuilt[To be determined]TBD2.3.5Mission & Values_f4a713ca-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_38Purpose-Driven Organizations: Organizations that are purpose-driven and clear on their mission and values are likely to be more effective in delivering outcomes, as employees are more engaged and committed to achieving the organization's goals.StatusClearly Documented[To be determined]TBD2.3.6Customer Experience_f4a715e6-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_39Patient Experience Focus: Organizations can also focus on improving the patient or customer experience to drive better outcomes and increase return on investment. This can be achieved by creating a more personalized and patient-centric experience, reducing wait times, and providing more accessible services.StatusImproved[To be determined]TBDCloudEmploy cloud solutions to transform how the government operates and provides digital public services_0944238a-cdb1-11ed-9908-c6991983ea003Cloud computing has rapidly become a key goal for information technology in the federal government. Agencies are increasingly employing secure and scalable cloud solutions to transform how the government operates and effectively provides digital public services. The National Institute of Standards and Technology defines cloud computing by its benefits: “ubiquitous, convenient on-demand access” to computing power to deliver cost-efficient services. Since the release of the Cloud First strategy and its update Cloud Smart, it is no longer in question whether agencies should adopt cloud platforms as key elements of their technology environments, but how. In surveying the current landscape of cloud adoption within federal agencies, we’ve identified several stages of adoption, from supporting mission-specific needs to agencywide cloud enablement to using cloud technologies for future transformation. Potential areas to address in Challenge grant essays include:CollaborationCollaborate across the cloud ecosystem enable cloud computing_09442498-cdb1-11ed-9908-c6991983ea003.1How can strategic collaboration across the cloud ecosystem enable cloud computing that is ready for use in the field? ^^ You.com: ^^ Overall, strategic collaboration across the cloud ecosystem plays a critical role in enabling cloud computing that is ready for use in the field. Through collaboration, stakeholders can identify and address issues, ensure the availability of necessary resources and infrastructure, and drive innovation to meet evolving needs and requirements.3.1.1Components & Services_f4a71802-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_40Collaboration across the cloud ecosystem can enable cloud computing that is ready for use in the field by ensuring that all the necessary components and services are available and integrated in a seamless manner. This requires collaboration among various stakeholders, including cloud providers, technology vendors, and end-users.StatusAvailable & Integrated[To be determined]TBD3.1.2Issues & Limitations_f4a71a32-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_41By working together, these stakeholders can identify and address any potential issues or limitations in the use of cloud computing in the field, such as security concerns or connectivity issues. Additionally, collaboration can help ensure that the necessary infrastructure and resources are in place to support cloud computing in the field, such as mobile connectivity and low-latency data processing.StatusIdentified & Addressed[To be determined]TBD3.1.3Innovation & Solutions_f4a71c62-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_42Furthermore, strategic collaboration can also drive innovation and accelerate the development of new solutions to address emerging challenges and requirements. For example, collaboration can enable the development of new cloud-based services and applications that leverage emerging technologies such as IoT, AI or machine learning.StatusDriven[To be determined]TBDSecurity & TrustEmbed “zero-trust” and security-focused teams to protect agency data_094425ba-cdb1-11ed-9908-c6991983ea003.2How can cloud services embed “zero-trust” and security-focused teams to protect agency data? ^^ You.com: ^^ Overall, embedding zero-trust and security-focused teams within cloud services can help protect agency data by providing a multi-layered approach to security that ensures access is only granted to authorized users and devices, and that potential security threats are identified and addressed in real-time.3.2.1Teams_f4a71e92-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_43Cloud services can embed "zero-trust" and security-focused teams to protect agency data by adopting and implementing the principles of zero-trust security . This involves assuming that no user or device can be trusted and implementing access controls and authentication requirements at every layer of the network and infrastructure.StatusEmbedded[To be determined]TBD3.2.2Culture & Requirements_f4a720d6-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_44To embed zero-trust and security-focused teams , cloud service providers can create a security-focused culture and implement security requirements at every stage of the development and deployment process. This includes designing security into applications and systems from the ground up, implementing continuous monitoring and vulnerability testing, and providing training and resources to help teams stay up-to-date on the latest security threats and trends.StatusCreated & Implemented[To be determined]TBD3.2.3Automation/ML_f4a7231a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_45Additionally, cloud services can leverage automation and machine learning to identify and respond to security threats in real-time, enabling them to quickly detect and mitigate potential breaches or attacks.StatusLeveraged[To be determined]TBDOutcomes & CostImprove outcomes and reduce cost_094426c8-cdb1-11ed-9908-c6991983ea003.3How do cloud optimization strategies improve outcomes and reduce cost? ^^ You.com: ^^ Overall, cloud optimization strategies can help organizations achieve better outcomes and reduce costs by identifying inefficiencies and optimizing cloud workloads for performance and efficiency. This can enable organizations to achieve their business objectives while keeping costs under control.3.3.1Inefficiencies_f4a7255e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_46Cloud optimization strategies can improve outcomes and reduce costs by identifying and eliminating inefficiencies in the use of cloud resources. This can be achieved through a combination of techniques such as right-sizing instances, identifying and eliminating unused resources, leveraging discounts and reservations, and optimizing workloads for performance.StatusIdentified & Eliminated[To be determined]TBD3.3.2Resources_f4a727ac-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_47By optimizing cloud resources, organizations can reduce their overall cloud costs without compromising on performance or availability. This can enable them to divert cost savings towards other business priorities, such as innovation and growth.StatusOptimized[To be determined]TBD3.3.3Workloads_f4a72a4a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_48Furthermore, cloud optimization can improve outcomes by ensuring that cloud workloads are configured to meet performance requirements, and that data is accessible and available when needed. This can lead to improved user experiences, faster application performance, and better utilization of cloud resources.StatusConfigured[To be determined]TBDCybersecurityDescribe new approaches and ways of thinking about cybersecurity_094427ea-cdb1-11ed-9908-c6991983ea004Cybersecurity risk can have an immediate, long lasting, and detrimental effect on the ability for government agencies to do business and meet their varied missions. Cyberattacks against government are becoming more common and severe – a trend made more pronounced as agencies have increased reliance on digital networks for distance work in the response and recovery efforts around COVID-19. The number of cyberattacks targeting governments increased 95% worldwide during the last half of 2022, compared to the same period in 2021 while the cost of public sector data breaches increased 7.25% between March 2021 and March 2022. Government agencies must be cyber resilient to optimally operate in today’s environment. This requires new approaches and ways of thinking about cybersecurity. Potential areas to address in Challenge grant essays include:TalentIncrease the cyber talent resource base_09442902-cdb1-11ed-9908-c6991983ea004.1Are there innovative ways to increase the cyber talent resource base? ^^ You.com: ^^ Yes, there are innovative ways to increase the cyber talent resource base. 4.1.1Workforce_f4a72cac-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_49One approach is to focus on building a diverse and inclusive cyber workforce. This can be achieved by providing educational opportunities and training programs for underrepresented groups, such as women, minorities, and people with disabilities.StatusDiverse & Inclusive[To be determined]TBD4.1.2Emerging Technologies_f4a72f18-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_50Another approach is to leverage emerging technologies such as artificial intelligence and machine learning to automate certain aspects of cybersecurity and enable teams to focus on more complex tasks.StatusLeveraged[To be determined]TBD4.1.3Experiences_f4a7318e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_51Additionally, cloud-based platforms and cyber ranges can be used to provide hands-on experience to individuals interested in pursuing a career in cybersecurity.StatusProvided[To be determined]TBD4.1.4Partnerships_f4a73436-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_52Finally, partnering with universities and other educational institutions can help to increase the pool of potential cyber talent by providing them with access to specialized training and mentorship programs.StatusFormed[To be determined]TBDCollaboration & ResponseImprove organizational collaboration to accelerate cyber response_09442a1a-cdb1-11ed-9908-c6991983ea004.2How can organizational collaboration be improved to accelerate cyber response? ^^ You.com: ^^ By adopting an agile approach to their cybersecurity response, organizations can improve communication, increase flexibility, and ensure a more effective and efficient response to cyber threats, ultimately helping to protect critical data and infrastructure.4.2.1Agile Techniques_f4a73774-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_53Organizational collaboration can be improved to accelerate cyber response by implementing agile techniques and Agile Government principles, as put forward by the NAPA-IBM Center. These principles focus on collaboration, communication, flexibility, and continuous improvement, all of which can be applied to cybersecurity efforts.StatusImplemented[To be determined]TBD4.2.2Collaboration_b7073920-cde4-11ed-832f-6f448ebabdf6PLACEHOLDER_54Agile techniques can help organizations break down silos and promote cross-functional collaboration, allowing for a more integrated and coordinated response to cyber threats.StatusCross-Functional[To be determined]TBD4.2.3Customer Satisfaction_b7073d9e-cde4-11ed-832f-6f448ebabdf6PLACEHOLDER_55Agile principles also place a strong emphasis on customer satisfaction, which can help build trust and buy-in among stakeholders. StatusTrust & Buy-In[To be determined]TBDResilienceCreatively build cyber resilience within government agencies_f4a739fe-cdd2-11ed-9b0c-33e68bbabdf64.3[To be named]Are there creative ways to build cyber resilience within government agencies? ^^ You.com: ^^ Yes, there are creative ways to build cyber resilience within government agencies.4.3.1Intelligence & Best Practices_f4a73c7e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_56One way is to establish a collaborative approach to cybersecurity by sharing threat intelligence and best practices across government agencies.StatusShared[To be determined]TBD4.3.2Emerging Technologies_f4a73f08-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_57Another approach is to leverage emerging technologies such as machine learning and artificial intelligence to improve threat detection and response capabilities.StatusLeveraged[To be determined]TBD4.3.3Risk-Based Approach_f4a74192-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_58Additionally, government agencies can adopt a risk-based approach to cybersecurity, identifying and prioritizing critical assets and building a tailored security framework around them.StatusAdopted[To be determined]TBD4.3.4Training & Education_f4a7441c-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_59Finally, investing in employee training and education programs can help to increase cybersecurity awareness and build a culture of security within government agencies.StatusProvided[To be determined]TBDShared ServicesEnable agencies to leverage innovative and cost-effective services_09442b32-cdb1-11ed-9908-c6991983ea005Shared services in the federal government have focused primarily on “back office” functions of financial management, human resources, acquisition, and technology related functions. More recently, grants and cyber security services have been added to HR and finance as the focus of dedicated Quality Service Management Offices (QSMOs). Shared platforms across open ecosystems can enable agencies to leverage innovative and cost-effective services, both to modernize the scope of existing services and develop new ones. Potential areas to address in Challenge grant essays include:MethodsIdentify new ways to employ a shared services model to improve government operations and management_09442cae-cdb1-11ed-9908-c6991983ea005.1What are new ways to employ a shared services model to improve government operations and management? (i.e., travel, employee relocation, learning management, data insights as a service?) ^^ You.com: ^^ There are several approaches that government agencies can take to employ a shared services model to improve operations and management... ^^ Overall, adopting a shared services model has the potential to improve government operations and management by providing access to specialized expertise, improving efficiency, and reducing costs.5.1.1Processes_f4a746b0-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_60One approach is to adopt cloud-based technologies and platforms for managing travel, employee relocation, and learning management. This can help to streamline processes, reduce costs, and improve efficiency.Cost-EffectivenessStreamlined[To be determined]TBD5.1.2Insights_f4a7494e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_61Another approach is to adopt a data insights-as-a-service model, where agencies leverage data analytics and visualization tools to gain more insights into their operations and performance. This can help to identify areas for improvement, optimize resource allocation, and improve decision-making.StatusAs-a-Service[To be determined]TBD5.1.3Security Operations_f4a74e26-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_62Additionally, government agencies can leverage shared services models to improve cybersecurity through the use of a centralized security operations center (SOC). A SOC can provide 24/7 monitoring, threat detection and response, and incident management services, reducing the risk of data breaches and other cyber attacks.StatusCentralized[To be determined]Acceptance & MomentumIdentify unrealized potential wins and transformative efforts that can gain customer acceptance and build momentum for broader application of a shared services model_09442dd0-cdb1-11ed-9908-c6991983ea005.2Are there other unrealized potential wins or transformative efforts that can gain customer acceptance and build momentum for broader application of a shared services model across government? ^^ You.com: ^^ I am sorry, but the search results do not contain a direct answer to your question. However, it is possible that there are other sources that may provide insights into unrealized potential wins or transformative efforts that can gain customer acceptance and build momentum for broader application of a shared services model across government.5.2.1Unknown_f4a75290-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_63UnspecifiedStatus[To be determined]TBDMarketplaceEvolve the shared service marketplace for innovative solutions_09442ef2-cdb1-11ed-9908-c6991983ea005.3How can the shared service marketplace model evolve in bringing new innovative solutions to the market? ^^ You.com: ^^ I am sorry, but the search results do not contain a direct answer to your question. However, it is possible that there are other sources that may provide insights into how the shared service marketplace model can evolve in bringing new innovative solutions to the market.5.3.1Unknown_f4a7554c-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_64UnspecifiedStatus[To be determined]TBDCustomer ExperienceImprove CX and trust_09443032-cdb1-11ed-9908-c6991983ea006Customer experience is now a key strategic priority of all federal agencies. Focusing on customer experience enables agencies to improve service and build trust in government. By focused attention on delivering a great experience for customers – a goal commonly referred to “CX”, short for customer experience – agencies will provide great value for the people they serve. CX thus becomes a strategic imperative in mission delivery, and a foundational element to build public trust in government. Interaction with an agency’s systems, people, and processes are significant determinants in the effectiveness of an agency’s mission. A concerted effort to improve CX and trust needs to be multi-faceted and reach beyond just improving initial experience. This implies that a range of different strategies will be needed that may go beyond currently established approaches. Integral to this effort involves optimizing new technologies to enhance the user experience and incentivize innovators to modernize how government does business and delivers services. Potential areas to address in Challenge grant essays include:Technology & ToolsDescribe the role technology and innovative tools play in enhancing the customer experience_0944315e-cdb1-11ed-9908-c6991983ea006.1What role do technology and innovative tools (i.e., chatbot, metaverse, social media, interfaces, augmented reality, etc) play in enhancing the customer experience? ^^ You.com: ^^ I apologize, I misunderstood your previous question... ^^ By fostering innovation and collaboration, the shared service marketplace model has the potential to deliver new and improved services to government and public sector organizations.6.1.1Collaboration_f4a757fe-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_65To answer your new question, the shared service marketplace model can evolve in bringing new innovative solutions to the market by facilitating collaboration between service providers and customers to identify gaps and areas for improvement.StatusFacilitated[To be determined]TBD6.1.2Technologies & Solutions_f4a75b00-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_66The model can encourage service providers to seek out new technologies and innovative solutions that meet the needs and preferences of their customers.StatusIdentified[To be determined]TBD6.1.3Feedback & Suggestions_f4a760f0-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_67It can also provide a platform for customers to share feedback and suggestions, which can be used to inform the development of new services and improvements to existing ones.StatusPlatform Provided[To be determined]TBD6.1.4Emerging Technologies_f4a7646a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_68Additionally, the shared service marketplace model can leverage emerging technologies such as artificial intelligence and blockchain to improve the efficiency and security of service delivery, while providing increased transparency and accountability to customers.StatusLeveraged[To be determined]TBDCost-EffectivenessDescribe how technology and innovative tools can act as force-multipliers_09443280-cdb1-11ed-9908-c6991983ea006.2How can they act as force-multipliers helping agencies do more in this area in cost-effective ways? ^^ You.com: ^^ Technology and innovative tools such as chatbots, metaverse, social media, interfaces, and augmented reality can play a significant role in enhancing the customer experience in various ways... ^^ Overall, technology and innovative tools can help organizations deliver more personalized, efficient, and engaging customer experiences, which can lead to increased customer loyalty and brand value.6.2.1ChatbotsResponse Time_f4a76744-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_69For instance, chatbots can provide 24/7 support to customers, helping to reduce response times and improve customer satisfaction. StatusReduced[To be determined]TBD06.2.2Augmented Reality_f4a76a1e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_70Metaverse and augmented reality can provide immersive experiences, enhancing customer engagement and interaction with products and services.Customer StatusEngaged[To be determined]TBD6.2.3Social Media_f4a76f32-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_71Social media can enable real-time communication and feedback, allowing organizations to respond quickly to customer needs and concerns.Communication & Feedback,Real-Time[To be determined]TBD6.2.4Usability & Accessibility_f4a7722a-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_72Interfaces such as voice and gesture recognition can provide more natural and intuitive ways for customers to interact with technology, improving usability and accessibility.StatusImproved[To be determined]TBDCapabilitiesDrive memorable, satisfying, and lasting interactions with those who seek care, benefits, and services from federal agencies_094433ca-cdb1-11ed-9908-c6991983ea006.3How will using these capabilities drive memorable, satisfying, and lasting interactions with those who seek care, benefits, and services from federal agencies meeting at the nexus of human behavior and technology? ^^ You.com: ^^ I apologize for the confusion. To answer your latest question, technology and innovative tools can act as force multipliers for government agencies by helping them do more in cost-effective ways... ^^ Overall, technology and innovative tools can enhance the capabilities and efficiencies of government agencies, allowing them to provide higher-quality services to the public while maximizing the value of taxpayer dollars.6.3.1Chatbots_f4a77518-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_73For example, chatbots can handle routine tasks such as answering frequently asked questions, freeing up staff time to focus on more complex tasks.Routine TasksHandled[To be determined]TBD6.3.2Training & Simulations_f4a77806-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_74Augmented reality and virtual reality can provide immersive training and simulations, reducing the cost and risk associated with real-life training.StatusImmersive[To be determined]TBD6.3.3Social Media_f4a77afe-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_75Social media can enable agencies to reach a broader audience and promote services, reducing the need for costly advertising campaigns.Audience & PromotionBroader[To be determined]TBD6.3.4Analytics & AI_f4a77df6-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_76Additionally, the use of data analytics and artificial intelligence can help agencies optimize resource allocation and identify areas for efficiency improvements, resulting in cost savings. ResourcesOptimized[To be determined]TBDAgilityDescribe how agile techniques improve customer experience and build trust_09443500-cdb1-11ed-9908-c6991983ea006.4NAPA-IBM Center Agile GovernmentHow can agile techniques, including the agile principles put forward by the NAPA-IBM Center Agile Government, improve customer experience and build trust? ^^ You.com: ^^ I apologize, my previous response was not relevant to your question. ^^ The use of technology and innovative tools can help drive memorable, satisfying, and lasting interactions with those who seek care, benefits, and services from federal agencies by enhancing the customer experience... ^^ By leveraging technology and innovative tools, government agencies can enhance the customer experience and position themselves as modern, efficient, and customer-focused organizations.6.4.1Chatbots_f4a781a2-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_77For example, chatbots can provide personalized and instant support to customers, making their interactions more efficient and satisfying.Customer SupportIntantaneous & Personalized[To be determined]TBD6.4.2Augmented/Virtual Reality_f4a78558-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_78Augmented reality and virtual reality can provide immersive and interactive experiences that enhance customer engagement and retention. Immersion & InteractionEngagement & Retention[To be determined]TBD6.4.3Social Media_f4a7886e-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_79Social media can provide a platform for customers to share feedback and experiences with others, creating a sense of community and trust.Feedback & ExperiencesSharing[To be determined]TBD6.4.4Analytics_f4a78b84-cdd2-11ed-9b0c-33e68bbabdf6PLACEHOLDER_80Additionally, data analytics can be used to gain insights into customer behavior and preferences, allowing agencies to tailor their services to better meet their customers' needs.Behavior & PreferencesInsights[To be determined]TBD_f4a78e90-cdd2-11ed-9b0c-33e68bbabdf62023-03-252023-07-172023-03-29https://www.businessofgovernment.org/blog/government-management-25-years-informing-today-and-envisioning-tomorrow_f4a791a6-cdd2-11ed-9b0c-33e68bbabdf6OwenAmburOwen.Ambur@verizon.net