Innovation in Pandemic Planning and Response: The Story and Case of Oakland County Michigan.
Ten years after the tragic events of 9/11, most U.S. cities still have challenges collaborating and communicating across police, fire, medical, and other first response units. This whitepaper and case study, written by LNW and originally published in 2007 for Cisco Systems Inc., shows how Oakland County MI officials met the cross-boundary communication challenge by aligning policy, programs and technology in order to synchronize planning and response. Using a network-centric approach, Oakland County conducted a large-scale pandemic exercise in which they inoculated more than 12,000 individuals in five hours.
The Next Generation of Human Services: Realizing the Vision
To help human services leaders form and realize a vision for transforming their organizational capacity, Leadership for a Networked World and Accenture, in collaboration with the American Public Human Services Association (APHSA) convened senior human services policy makers and executives at for the 2010 Human Services Summit on the campus of Harvard University. As a product of the summit, this whitepaper will help human services leaders envision a transformation journey and realize their vision through concrete actions. To inspire and guide efforts, the paper couples insights from the Human Services Summit with case-based examples from human services executives nationwide.
A Formula for the Future: Cross-Jurisdiction Collaboration
Cross-jurisdiction collaboration has the potential to not only dramatically reduce the cost of government, but also to preserve and improve local decision-making and service provision to citizens. And, most important to the citizens that government serves, it can improve overall effectiveness and efficiency. A result of the 2010 Shared Services Summit at Harvard, this piece illuminates the research, analysis and insights gathered for and during the summit.
Leadership for the New Tough Times
This report is based on a series of Harvard symposia, surveys and dialog among federal, state, local and international researchers, practitioners and leaders. It offers a detailed assessment of leadership in challenging times as well as in-depth analysis on analyzing solutions and emerging strategies.
Shared Services Horizons of Value: Leadership Lessons on Accelerating Transformation to High Performance
Moving along an ever-increasing trajectory of value generation with shared services is thus the central charge for public service leaders. To facilitate this, the Leadership for a Networked World Program developed a maturity model referred to as “Shared Services Horizons of Value.” This paper couples insights from the 2009 Shared Services Summit with case-based narratives on executives in California, Ohio, Illinois and Ontario. As you’ll learn from their experiences, progress is feasible, but requires sound strategy, judgment and leadership to create the environment for success.
311: The Next Wave – Nine Imperatives for Leadership of 311-enabled government
As government leaders consider their new investments in systems for citizen contact, workload tracking, and performance management – known in broad-brush as “311” systems -- they are uncertain about the path ahead. They ask, “Where do I start today – and how? What key capabilities should I look for?” To answer these questions, faculty and researchers at Harvard University’s John F. Kennedy School of Government convened 25 government leaders and technology and service providers for a day and a half of focused discussion. This is a report of their findings and discoveries.
Eight Imperatives for Leaders in a Networked World: Imperative 8, 2002
Prepare for Digital Democracy
Problem. Digital networking is expanding across regional and national boundaries to produce serious problems for policy-making and regulatory agencies. Whose values should govern when a person from Los Angeles takes what is claimed to be pornographic pictures of people in Toronto, especially when the pictures are stored on servers in Asia and sold to someone in Germany with money transferred to confidential bank accounts in the Caribbean? How should the governing values be determined and enforced?
What to avoid. Don’t take an isolationist posture in response to growing problems of global interactions. And don’t think of Information Age governance simply in terms of electronic voting.
What to do. Experiment to make online participation….
Eight Imperatives for Leaders in a Networked World: Imperative 7, 2002
Use IT to Promote Equal Opportunity and Healthy Communities
Problem. Recent decades have produced increasing inequality in the distribution of income and political influence. A “digital divide” threatens to widen these inequalities and potentially destroy the social cohesiveness of geographically based communities.
What to avoid. Don’t try to duck these issues by assuming they’re too unwieldy to remedy. At the other extreme, don’t attempt massive fixes by trying to tax activities that can easily flee to low-tax jurisdictions.
What to do. Clarify what “universal service” could and should mean….
Eight Imperatives for Leaders in a Networked World: Imperative 6, 2002
Form IT-Related Partnerships to Stimulate Economic Competitiveness
Problem. While the biggest IT benefits often require cooperation across the boundaries that separate one agency from another and the government from the private sector, sustaining cooperation among diverse entities is almost always difficult.
What to avoid. Those who ignore cross-boundary opportunities—especially now that the Internet has greatly reduced the obstacles to network interoperability—make a major mistake. Cross-boundary work is enormously more feasible than it used to be.
What to do. Mobilize public and private stakeholders….
Eight Imperatives for Leaders in a Networked World: Imperative 5, 2001
Protect Privacy and Security
Problem. As technology expands online communications, volatile issues of privacy and security require careful respect for individual rights and responsibilities in the context of maintaining community standards and safety.
What to avoid. Don’t misunderstand privacy and security issues, either by ignoring them or by allowing their volatility to paralyze efforts to develop new electronic systems and services.
What to do. At minimum, understand and implement the “fair information practices” and the “secure information practices”….
