2016 Presidential Transition ProjectPurpose:* Influence the formation of the next Administration’s management agenda to ensurethat whatever government does, it does well.* Help the Federal government serve citizens more effectively, improve internaloperations, and save money through the strategic application of informationtechnologies by:- Removing barriers and introducing best practices in the areas of acquisition,human resources management, and risk/reward incentives.- Supporting a culture of innovation that rejects the “it’s good enough forgovernment” syndrome.- Improving the citizen experience by shifting the focus of government services toan external, citizen-centric approach – called “life events.”* Leverage ACT-IAC knowledge and strengths to achieve better results in government by:- Taking a bipartisan approach;- That leverages government and commercial expertise; and- Relies on transparent communication.Why These Topics?* We examined performance gaps between private sector and federal government in delivering effective technology solutions;* We identified primary barriers that appear to be the causes of those gaps;* We considered where private sector expertise could advise federal policy and actions; and* We recognized that other organizations will also contribute on these and other topics.American Council for Technology - Industry Advisory Council ACT-IAC_39cf219a-0987-11e0-9947-105e7a64ea2a2016 Presidential Transition Project: ACT-IAC is seeking feedback about issues and volunteers to help develop issue papers for the 2016 Presidential Transition Project. ACT-IAC has embarked upon its third Presidential transition project under the auspices of the ACT-IAC Institute for Innovation. As with our prior two initiatives, our goal is to provide the next Administration with insights and advice on how to improve government through the effective and innovative use of technology.The project leaders are Mark Forman (former OMB E-Government Administrator) and Roger Baker (former Chief Information Officer of the Department of Veterans Affairs). Serving as senior advisors to the project are Scott Gould (former VA Deputy Secretary) and Sean O’Keefe (former NASA Administrator). These leaders, with the assistance of those ACT-IAC members who responded to an earlier call for volunteers, have developed a proposed list of issues (documented as goals in this StratML rendition).Mark FormanProject LeaderRoger BakerProject LeaderACT-IAC VolunteersThe purpose of this notice is to advise you of the proposed issues (click here to see the current issues), invite suggestions for additional issues that should be considered for inclusion in the project, and solicit additional volunteers. People who previously volunteered do not need to volunteer again.ACT-IAC Communities of InterestWe are also contacting the ACT-IAC Communities of Interest to see if they would like to lead the development of any of the papers.Presidential CandidatesPlease be aware that one of our objectives is to engage with the leading presidential candidates prior to the actual election. As a result, our goal is to have draft papers available in January 2016. Partnership for Public ServiceWe are pleased to report that the Partnership for Public Service will assist us in reaching the appropriate campaigns.... whatever government does, it does well._54a2d0fa-93f4-11e5-8ab6-c2ae9794cea1To influence the formation of the next Administration's management agenda ..._54a2d2a8-93f4-11e5-8ab6-c2ae9794cea1Non-PartisanshipWhy ACT-IAC?* Non-partisan, non-political.Technology* ACT consists of government employees dedicated to improving the use oftechnology for better outcomes.Partnership* IAC is the industry advisory partner to ACT, with membership from over 500technology companies.Experience* ACT-IAC members function daily at the crossroads of government, industry and technology, closely experiencing government's technology challenges.Scope* With broad industry participation, ACT-IAC members also see how industryaddresses those same challenges, and are well positioned to compare, contrast,and recommend changes to the next administration.Human CapitalIdentify the primary differences between private sector and federal personnel policies that contribute to a results gap between federal and private sector technology programs, and develop recommendations to improve government performance._54a2d37a-93f4-11e5-8ab6-c2ae9794cea11Situation: Government has difficulty attracting and retaining technology professionals with the management and technology knowledge, skills, and abilities to deliver successful technology programs resulting in wasted money and poor outcomes for taxpayers.Title VEvaluate current proposals to reform Title V._54a2d514-93f4-11e5-8ab6-c2ae9794cea11.1Practical StepsIdentify practical steps that managers can take under existing law to get better results._54a2d604-93f4-11e5-8ab6-c2ae9794cea11.2ReformsIdentify two to three areas of reform that could improve future performance._54a2d6c2-93f4-11e5-8ab6-c2ae9794cea11.3Decision Criteria & SourcingJointly with the team developing the Acquisition topic, consider how government should best source needed expertise, and develop decision criteria on when and how to decide on government employees versus commercial talent acquisition._54a2d7bc-93f4-11e5-8ab6-c2ae9794cea11.4Government EmployeesCommercial Expertise ProvidersAcquisitionIdentify the primary differences between private sector and federal approaches to develop, approve and execute technology programs._54a2d884-93f4-11e5-8ab6-c2ae9794cea12Situation: Federal acquisitions policies promote transparency, control and auditability at the cost of innovation, employee motivation, and risk tolerance -- characteristics that drive superior performance in private sector technology programs.EvaluationEvaluate current DoD, GAO, and think tank studies from a commercial technology provider perspective._54a2d94c-93f4-11e5-8ab6-c2ae9794cea12.1DoDGAOThink TanksReformsRecommend practical steps within existing law and regulation and propose two to three key reforms that would have the most positive impact on program results._54a2da28-93f4-11e5-8ab6-c2ae9794cea12.2Decision Criteria & SourcingJointly with the team developing the Human Capital topic, consider how government should best source needed expertise, and develop decision criteria on when and how to decide on government employees versus commercial talent acquisition._54a2daf0-93f4-11e5-8ab6-c2ae9794cea12.3BudgetIdentify the primary opportunities to improve resource allocation within existing rules and two to three of the most important steps that the federal government could take to reform the federal budget process to allow for the rapid changes necessary in technology programs._54a2dbe0-93f4-11e5-8ab6-c2ae9794cea13Situation: The federal budget process often impedes technology program performance. Current authorities, policies and procedures as well as late Congressional action in the annual budget cycle do not meet the demand for rapid and incremental resource allocation required to support an effective approach to technology management. The result is substantial inability to deliver projects on time, with quality, and within budget.EvaluationEvaluate leading studies by internal and external entities from a commercial technology perspective._54a2dd8e-93f4-11e5-8ab6-c2ae9794cea13.1BriefingDistill the results into a high level briefing suitable for a Presidential candidate._54a2de60-93f4-11e5-8ab6-c2ae9794cea13.2Management SystemsPropose ways to manage technology for improved performance outcomes._54a2df3c-93f4-11e5-8ab6-c2ae9794cea14Situation: Government does not have the management systems necessary to consistently control the design, development, operations and maintenance of leading technology programs.Mission: Develop and describe a better approach to dealing with the current management system and two to three elements of a new system. Propose ways to manage technology for improved performance outcomes.Elements of SuccessCompare and contrast commercial and government management systems to identify common elements of success. _54a2e04a-93f4-11e5-8ab6-c2ae9794cea14.1Unique DemandsIdentify the unique demands placed on the federal government from an HR, budget and acquisition perspective developed in topics #1 - #3 above while also addressing FITARA requirements._54a2e130-93f4-11e5-8ab6-c2ae9794cea14.2CybersecurityDescribe two to three actions the next administration must take to ensure our reliance on information systems does not endanger our security or economy._54a2e216-93f4-11e5-8ab6-c2ae9794cea15Situation: U.S. information systems, both public and private, are under constantly increasing attack from both individuals and nation states, threatening our ability to rely on information resources for defense or commerce purposes.Mission: Identify the appropriate role for the federal government in cybersecurity protection for both government and private sector systems, and the primary inhibitors to effectiveness. Describe two to three actions the next administration must take to ensure our reliance on information systems does not endanger our security or economy.PoliciesPropose alternatives to strengthen federal cybersecurity policies._54a2e324-93f4-11e5-8ab6-c2ae9794cea15.1Execution: Examine current federal cybersecurity policies and structures, identify weaknesses, and propose alternatives to strengthen. Portray a most likely outcome if changes are not enacted.InnovationDevelop and describe a system to better incorporate commercial innovations to benefit the federal government._54a2e41e-93f4-11e5-8ab6-c2ae9794cea16Situation: For 50 years, innovation in the federal government shaped the availability of products and services to the public, including the cardiac pacemaker, space flight, geospatial tracking, the Internet, and many others. Today however, Federal agencies are not viewed as "innovative" in their efforts and investments to evolve and change. The information technology revolution has shifted the locus of innovation from government to the private sector. The federal government's ability to serve taxpayers more effectively and efficiently will be increasingly driven by the enormous scope and scale of commercial innovation.Mission: Develop and describe a system to better incorporate commercial innovations to benefit the federal government based on proven effective private sector approaches. Show how government and related entities can reliably provide "on ramps" for commercial players seeking to apply the effectiveness of innovative, but commercially viable, technologies in the pubic sector.On RampsProvide an overview of federal government "on ramps" today, including DARPA, HSARPA, In-q-tel, DoD 5000 OpTev, Title X prototyping and others._54a2e518-93f4-11e5-8ab6-c2ae9794cea16.1DARPAHSARPAIn-q-telDoD 5000 OpTevStrengths, Weaknesses & AvailabilityAnalyze strengths, weaknesses, and availability across government._54a2e626-93f4-11e5-8ab6-c2ae9794cea16.2AlternativesPropose alternatives to allow government to create or adopt new technologies to improve the efficiency and effectiveness of government._54a2e72a-93f4-11e5-8ab6-c2ae9794cea16.3State & Local AlignmentPropose two to three policy or administrative changes the next administration can enact to enable all levels of government to better serve constituents._54a2e82e-93f4-11e5-8ab6-c2ae9794cea17Federal GovernmentState GovernmentsLocal GovernmentsSituation: Government services generally fall far short of meeting citizen’s expectations compared to their interactions with premier private sector organizations. Federal, state, and local governments must collaborate to meet the "lifecycle" of their constituents service expectations.Mission: Describe what citizens expect of their government interactions based on premierprivate sector approaches. Analyze barriers to government achievement of that level of service.Propose two to three policy or administrative changes the next administration can enact toenable all levels of government to better serve constituents.Best PracticesExamine private sector best practices and cite any examples of government organizations that achieve or approach this level._54a2e93c-93f4-11e5-8ab6-c2ae9794cea17.1Service ShortfallsExamine causes of government service shortfalls, including "seams" between local, state, and federal._54a2ea54-93f4-11e5-8ab6-c2ae9794cea17.2ChangesAnalyze impactful changes that could be made by the next administration._54a2eb58-93f4-11e5-8ab6-c2ae9794cea17.32015-11-092016-01-312015-11-25https://actiac.org/sites/default/files/2016%20Presidential%20Transition%20Project.pdfOwenAmburOwen.Ambur@verizon.net